audit response report - dfw.state.or.us

Audit Response Report Following is a summary of financial or performance audits performed by the Secretary of State since March of 2018. The summary for each audit includes any major findings or recommendations, the agency response to each finding or recommendation, and a status update of each finding or recommendation. ODFW did not receive any audits from JLAC from March 2018 to present.
Statewide Single Audit of Selected Federal Programs for the Year Ended June 30, 2017 Management Letter No. 635-2018-03-01
Date Issued: March 2018
Recommendation #1: The OAD Audit Team recommended department management ensure federal expenditures are correctly classified in the accounting records and the SEFA. Response: The SEFA has been adjusted for FY 2017. ODFW will ensure indirect expenditures are reported as federal expenditures for the SEFA going forward.
Status: Corrective action was taken. Recommendation #2: The OAD Audit Team recommended department management ensure federal financial reports are independently reviewed and adequately supported before submission. Response: As of June 2019, ODFW adopted an SF-425 risk assessment and review procedure, which further ensures regular review and monitoring of the risks and internal controls associated with SF-425 reporting.
Additionally, we anticipate the implementation of our new Volunteer and Event Management (VEM) System will significantly bolster the accuracy and accessibility of match/cost-share documentation as well as standardize the entire timekeeping process. Implementation of the VEM system is tentatively scheduled to occur in the 2021.
Status: Partial corrective action taken.
2021-23 Biennium Governor's Recommended Budget Page 1 SR
Recommendation #3: The OAD Audit Team recommended department management finalize and implement policies and procedures to ensure compliance with real property federal requirements. Response: As of June 2019, the department adopted a Real Property Management Policy to strengthen the department’s ability to comply with federal and state real property management requirements. In addition, ODFW plans to implement a modern asset management system within the year, which will improve the agency’s efforts to monitor real property.
Status: Partial corrective action taken. Recommendation #4: The OAD Audit Team recommended department management review their methods and processes for allocating direct costs to their programs and improve controls to ensure adherence to cost principles. Specifically, they recommended management require that sufficient documentation of the basis applied to allocating costs is maintained and periodically reviewed to ensure costs reflect actual benefit to the program, are accurately calculated, and are consistently applied across programs and other department activities. Response: This finding is similar to a finding from OAD’s FY2016 audit of the Pacific Coast Salmon Recovery Fund/Pacific Salmon Treaty entitled “Supporting Documentation for the Allocated Costs Not Maintained.” In response to that audit, ODFW strengthened its processing documents (payment request authorization form) in FY18 to ensure allocation information was being captured and maintained. In an effort to further enhance ODFW’s ability to comply with federal and state requirements cost allocation requirements, ODFW developed and implemented a cost allocation policy in May of 2019.
Status: Corrective action taken. Recommendation #5: The OAD Audit Team recommended the department management correct and resubmit the certification and implement a more robust review process to ensure the certification is accurate prior to submission. Response: The department corrected and resubmitted the certification and implemented a more robust review process to ensure certification is accurate prior to submission.
Status: Corrective action was taken.
Recommendation #6: The OAD Audit Team recommended the department management require the consistent application of controls to ensure compliance with federal requirements over procurements. Response: Department management implemented mandatory checklists in March of 2017 to ensure state laws and procedures are followed including checking the status of contractors on the federal System for Award Management (SAM) website to verify contractors have not been suspended or debarred. ODFW also updated its procurement procedures to ensure controls are consistently applied and applicable requirements are met. Status: Corrective action was taken.
Affirmative Action Report Progress Toward Affirmative Action Goals (July 1, 2019 – June 30, 2021) During the last biennium, the ODFW Diversity and Inclusion committee achieved a number of its workforce diversity and inclusion action plan items that were identified as goals in the last Affirmative Action Plan. These include:
• Created an Onboarding Checklist to assist hiring managers with orienting new employees to ODFW to help them feel more welcome and informed.
• Created a Mentorship Guide that provides mentors and mentees with tools to develop a positive mentor relationship. A mentorship will allow for opportunities to pass on combined experience and “corporate history” of the Department to future generations of employees.
• Provided employees with trainings on human relation skills. In 2019, managers and team leads were given opportunities to attend Situational Leadership, DISC Assessment and Difficult Conversations trainings. The agency also provides a People Skills Trilogy that covered Communication: Understanding Yourself and Others, Purposeful Feedback, and A Coach Approach that all staff could participate in.
• ODFW has offered a three-hour virtual live webinar entitled Inclusion, Unconscious Bias & Diversity training that will be held in September 2020. The agency plans to offer more of these trainings if the webinar is successful. The course will be facilitated by Miguel Valenciano, a nationally and internationally recognized speaker for his extensive work in the field of diversity and inclusion, leadership development and cultural competency. Participants will understand why diversity, inclusion and equity are important to Oregon Department of Fish and Wildlife, and how unconscious bias affects decision-making. This interactive session meets participants where they are in their cultural agility journey and provides experiences to examine how we can each discover our unconscious biases and turn them into acts of power that support inclusion and outstanding client service.
• The ODFW Diversity and Inclusion Committee created a Workplace Inclusion Plan that outlines the Agency’s commitment and goals of cultivating a diverse and inclusive culture through recruitment, hiring practices and internships; onboarding and retention, advancement and mentoring; and education and outreach . It serves as a living document and resource to managers and employees. The plan is now available to staff on the ODFW intranet. As a result of COVID-19, rather than providing information in person, a video will be developed and shared with staff to discuss the importance of the Diversity and Inclusion Committee including where to direct employees to resources on the intranet and the agency’s workforce inclusion plan will be integrated with an eLearning presentation. The video will also include interviews by field and other staff discussing how diversity impacts their work.
• The Committee considered an employee survey related to diversity, equity and inclusion and will continue to develop this opportunity during next biennium.
• ODFW continued engaging with numerous elementary, middle and high schools across Oregon in 2019 and 2020. Staff were involved with various activities with thousands of students from placing fish carcasses in streams or dissecting fish with high school students, instructing fishing courses for school fishing clubs, providing tours of facilities, and representing the agency at school career fairs and giving presentations. Unfortunately, a number of activities have been cancelled due to COVID-19.
Strategies and Timeline for Achieving Goals (July 1, 2021 – June 30, 2023) ODFW has implemented practices that are moving the agency in a positive direction to increase workforce diversity. ODFW’s goals focus on working with established plans and adjusting to improve any current practices to make them more effective and inclusive. We continue to strive to be a leader in diversifying the workforce in the natural resource’s arena. ODFW’s Diversity and Inclusion Committee is action- oriented and believes much can be achieved through an incremental progress and a clear vision. The committee continues to focus on three areas: workforce diversity and inclusion, population served, and integration of diversity and inclusion into existing programs. Below are the strategies and timelines are set by the Committee to be completed throughout the 2019-21 and 21-23 biennium. A. Workforce Diversity & Inclusion What actions do we want to take this biennium?
1. Build a supportive environment to maintain and grow a diverse workforce • Annually review results of the Employee Engagement Survey, identify, and prioritize follow up actions based on responses (e.g., some
research has shown that telecommuting and flex schedules are significant considerations for females) • Develop mentoring program and materials for all recruits to support them once they join the ODFW workplace with some targeted materials
or programs for diversity candidates. • Training on human relation skills – prioritize managers (Executive Leadership Team, Resource Management Team, Program Managers,
Supervisors) and team leads (program staff leading field activities) • Develop a Diversity and Inclusion Survey • Develop a digital agency newsletter with emphasis on diversity or alternate
• Educate agency on diversity initiative and the Diversity and Inclusion Committee • Identify and remove road blocks from staff interacting regularly, especially adjacent districts • Explore employee resource groups and whether there is a place for these at ODFW (due summer 2021)
2. Increase the “pipeline” of candidates for ODFW jobs • Explore where job candidates are falling out and why • Advance agency's internship program. • Increase focus on reaching high school level audiences • Develop “canned” materials for staff to use whenever they are interfacing with schools (especially geared toward diversity candidates) • Build greater emphasis internally on conducting outreach as part of positions • Increase or maintain our visibility as an employer with existing schools • Leadership awareness and buy-in on Diversity and Inclusion initiatives • Investigate use of internal and external hiring recruitments. What are the pros and cons of both? Why is one method used at one time, and
not for others? Guidelines needed?
B. Population Served What actions do we want to take this biennium?
• Continue to work with Recruitment, Retention, and Reactivation efforts & identify parallel tracks • Develop outreach prioritization guidelines
C. Integrate Diversity and Inclusion into Existing Programs – Shifting Resources What actions do we want to take this biennium?
• Volunteer Program – campaign to bring in diverse volunteers to programs and to provide input on our diversity efforts
Maximum Supervisory Ratio Report The Oregon Department of Fish and Wildlife (ODFW) was authorized in the 2019-21 legislative process for a maximum supervisor ratio of 1 supervisor to 6 employees (1:6). ODFW’s maximum supervisory ratio from September 30, 2019 through June 30, 2020 are listed below as provided in the Department of Administrative Services quarterly reports:
* This total number includes employees who were flagged by the system as not having a Repr code assigned in Workday. Each employee was reviewed and assigned to a supervisory or non-supervisory category. ** These numbers are showing up in Workday as not having a Repr code assigned. They were reallocated to a supervisory or non-supervisory category and folded into the Total on column C. The factors which affect ODFW’s supervisory ratio remain the same:
1. The complexity of the agencies duties, financial scope, and the responsibility of the agency; 2. Geographic location of the agency’s employees, size and hours of operation of the agency, and safety of the public or of state agency
employees; and 3. Unique personnel needs of the agency, including the agency’s use of volunteers, seasonal, or temporary employees, or the exercise of
supervisory authority by agency supervisory employees over personnel who are not agency employees ODFW believes its maximum supervisory ratio should remain at 1:6.
Quarter
Representation on 06/30/20 **
Actual ratio
Sept. 30, 2019 (1:6) 1543 1353 ÷ 190 9 1 : 7 7.12 Dec. 3, 2019 (1:6) 1452 1262 ÷ 190 0 1 : 7 6.64 March 30, 2020 (1:6) 1428 1244 ÷ 184 0 1 : 7 6.76 June 30, 2020 (1:6) 1431 1246 ÷ 185 0 1 : 7 6.74
Oregon Department of Fish & Wildlife 2021-23 Policy Option Packages (POPs)
Revised: 01/12/21
NEW Supervisory
0.0 0 0 Wildlife Management
104 Habitat Tools for Oregon Coast and Beyond
1.0 1 0 Inland Fisheries
105 Culverts Fish Passage 1.0 1 0 Inland Fisheries 106 COID Mitigation & Enhancement
Coordinator 0.33 0 0 Inland Fisheries
107 Application Development Positions 2.0 2 0 Administration 108 Recreational Fisheries Project
Coordinator 1.0 1 0 Capital Budgeting
110 Deferred Maintenance Phase 2 3.0 3 0 Capital Budgeting 111 Debt Service for Deferred Maintenance
Phase 2 0.0 0 0 Debt Service
112 Habitat Division Establishment 2.0 2 1 Habitat Division 115 Willamette Basin Complex Water Issues 3.0 3 0 Habitat Division 117 Good Neighbor Authority Coordinator 1.0 1 0 Habitat Division 119 Jordan Cove Energy Project Liaison 1.0 1 0 Habitat Division
TOTALS: 15.33 15 1
Fish and Wildlife, Department of Annual Performance Progress Report
Reporting Year 2020
KPM # Approved Key Performance Measures (KPMs)
1 Hunting License Purchases - Percent of the license buying population in Oregon with hunting licenses and/or tags
2 Angling License Purchases - Percent of the license buying population in Oregon with angling licenses and/or tags.
3 Wildlife Damage - Number of wildlife damage complaints addressed annually.
4 Oregon Species of Concern - Percent of fish species of concern (listed as threatened, endangered, or sensitive) being monitored
5 Oregon Species of Concern Percent of wildlife species of concern (listed as threatened, endangered, or sensitive) being monitored. -
6 Decreasing the Number of Unscreened Water Diversions - Number of unscreened priority water diversions.
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.
8 Boards and Commissions - Percent of total best practices met by the Department of Fish and Wildlife, State Fish and Wildlife Commission.
Performance Summary Green Yellow Red
= Target to -5% = Target -5% to -15% = Target > -15%
Summary Stats: 37.50% 37.50% 25%
red green yellow
KPM #1 Hunting License Purchases - Percent of the license buying population in Oregon with hunting licenses and/or tags Data Collection Period: Jan 01 - Jan 01
* Upward Trend = positive result
Report Year 2016 2017 2018 2019 2020
Percent of the License Buying Population Age 12-69 With Hunting Licenses and/or Tags Actual 8.20% 11.03% 10.60% 10.50% 10% Target 10% 10% 10% 10% 15%
How Are We Doing The hunting participation data is for calendar year 2019. For 2019, the percentage of the Oregon license-buying population (ages 12 to 69 years) participating in hunting was 10%, which is below the 15% target level. When measured in proportion to the growth in the state population, participation in hunting has been on the decline in Oregon over the long term. From 2000 to 2019, the participation rate for hunting declined from 11.4% to 10%. However, in the shorter term, there has been a minor rebound; from 2010 to 2019, the participation rate increased from 8.5% to 10%. The establishment of the Youth License, which confers both hunting and fishing privileges, and fuller accounting of Pioneer Combination license holders, principally explains that increase which occurred in KPM year 2017 (LY 2016).
Factors Affecting Results Many social factors affect the level of participation, such as societal preferences and state population demographics. Causes of the variance in participation may include, but are not limited to: (1) state population increases have been greater in urban areas (rural residents are more likely to hunt), (2) aging hunter population, (3) price increases in hunting licenses and tags in license years 2004, 2010, 2016 and 2018, and (4) societal tastes and preferences are changing to favor other forms of recreation. Participation is also influenced by the quality and quantity of hunting opportunities. Populations of some game species have declined due to a variety of factors, such as: (1) landscape scale changes in habitat as a result of climate change (timing of precipitation and increased temperatures), (2) increased control of wildfires and reduced timber harvest on federal lands resulting in less early seral stage habitat, (3) invasive annual grass such as cheatgrass and medusahead outcompeting/replacing native species that provided better forage for wildlife, (4) increased predation resulting from increased protection of bears and cougars, and now the return of wolves, (5) increased human population and development means less habitat for wildlife and connectivity across the landscape, particularly lower elevation winter range, (6) increased disease issues, including Adenovirus and Epizootic Hemorrhagic Disease impacts to deer. The cumulative impact of all of these factors has decreased the carrying capacity for many big game populations. Reduced opportunity due to fewer available animals also contributes to the social factors. Limits to the number of hunting tags issued results in some hunters are not able to hunt their accustomed areas each
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year, which may reduce interest in the sport and affect family hunting.
KPM #2 Angling License Purchases - Percent of the license buying population in Oregon with angling licenses and/or tags. Data Collection Period: Jan 01 - Jan 01
Report Year 2016 2017 2018 2019 2020
Percent of the License Buying Population Age 14-69 With Fishing Licenses And/Or Tags Actual 17% 22.76% 20.20% 20.10% 18.90% Target 21.40% 21.40% 21.40% 21.40% 25%
How Are We Doing The fishing participation data is for calendar year 2019. In 2019, 18.9% of the state license-buying population (ages 12 to 69 years) participated in angling in Oregon. Angling participation in Oregon has been declining when measured in proportion to the growing state population. For the period of 2000 to 2019, the participation rate for angling has decreased from 21.7% to 18.9%. In 2016, the new Youth License expanded the lower limit of the license-buying age to 12 years old (from 14 years old). This meant both that additional youth anglers could be counted, but also that a slightly larger proportion of Oregon's overall population would be included in the calculation for this measure.
The total number of Oregon resident anglers has declined 9.9% since 2000. Much of this decline occurred very recently, as there was a 7% decrease in resident angling licenses between license year 2018 and 2019. Current license sales data for 2020 indicate that resident angling sales are rebounding in license year 2020. Although angling participation rates have relatively been stable over the last six years, they remain below the target level of 25%.
Factors Affecting Results Many social factors affect the level of angling participation, such as preferences and state population demographics. Causes of the variance in participation may include, but are not limited to: (1) the vast majority of state population increases have been in urban rather than rural areas and urban residents are less likely to fish, (2) price increases in angling licenses and tags in license years 2004, 2010, 2016 and 2018, (3) societal tastes and preferences changing in favor other forms of recreation, and (4) complexity of regulations required to provide diverse fishing opportunities compatible with wild fish conservation. In addition, in a national study of recreational fishing conducted for the American Sportfishing Association, survey respondents indicated that "not enough time", "takes time away from family", and "health/age" are the main reasons why fishing is no longer a top activity for them. Participation can also be affected by the quality and quantity of fishing opportunities. Fish abundances are a key driver for some fisheries, such as those in the Columbia River, but there are many other factors, such as the weather and public access. Following
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several years of poor ocean survival for salmon and steelhead, salmon and steelhead returns have been reduced in many areas, and angling effort has declined in response. Conversely, opportunities for marine finfish have generally increased, and those for trout and warm water species have generally been stable. Recent information indicates ocean conditions for salmon have improved, which should lead to improved opportunities in the near future.
KPM #3 Wildlife Damage - Number of wildlife damage complaints addressed annually. Data Collection Period: Jan 01 - Jan 01
* Upward Trend = negative result
Wildlife Damage Complaints Addressed Annually Actual 3,676 3,645 3,679 3,534 3,632 Target 3,910 3,830 3,750 3,670 3,670
How Are We Doing This data is for calendar year 2019. In 2019, there were 3,632 wildlife damage complaints addressed, which falls within the target. For the 2000-2019 period, the total number of complaints has varied from a high of 5,419 in 2001 to a low of 3,210 in 2013. Annual complaint numbers have tended to be lower in recent years (average of 3,864 for 2008-2016) relative to earlier years (average of 4,906 for 2000-2007). The number of complaints has been below the target level for each of the last eight years. While there may be a downward trend in complaints since 2000, environmental factors can cause the number of complaints to vary widely from year to year. For example, bear complaints declined from 921 in 2010 to 308 in 2018, but have increased to 537 in 2019. Future reporting could concentrate on specific categories of damage for consistency, interpretation of variance, and trends.
Factors Affecting Results The population levels of wildlife causing damage relative to the location of residences, ranches and farms is a major factor. Movement of people from urban to rural areas also creates conflicts as they move into areas historically inhabited by wildlife and create attractive nuisances such gardens, ornamental plants, bird feeders and garbage. Changing land use/land cover can also cause conflicts, such as changing from pastures and forestry to nurseries and vineyards. Environmental factors can cause the number of complaints to vary widely from year to year, for example, (1) in dry years complaints of damage caused by deer and elk increase because animals move to agricultural lands, many of which are irrigated, (2) there is an increase in conflicts with bears reported during years when there are poor wild berry and acorn crops because the bear rely more on foods associated with humans, (3) years with distemper outbreaks result in increased raccoon and fox related complaints.
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KPM #4 Oregon Species of Concern - Percent of fish species of concern (listed as threatened, endangered, or sensitive) being monitored Data Collection Period: Jan 01 - Jan 01
Report Year 2016 2017 2018 2019 2020
Percent of Fish Species of Concern Being Monitored Actual 81% 77% 74% 71% 69% Target 90% 90% 90% 90% 80%
How Are We Doing A large proportion of fish species of concern are currently monitored by ODFW. The percent monitored was 69% in 2019 (data is for calendar year 2019). Although this value is below the targeted level of 80%, it has remained relatively stable over the past several years. Because of resource constraints, there are uncertainties related to species status. Variation in the types, timeframe, and purposes of monitoring efforts are not reflected in this measure. The level of certainty at the current level of monitoring is another factor that is not considered by this measure. The agency will continue to seek funding sources that will allow for increased monitoring of these fish species. In 2017, ODFW began collection of genetic samples to support a comprehensive genetic database of Oregon’s fish species. This genetic sequence library will provide a foundation for efficient genetic based monitoring techniques. This work continued in 2019, and genetic sequences are currently available for most of Oregon’s native fish species.
These data are provided by agency personnel from their knowledge of monitoring on an ongoing basis. Lists of species of concern and threatened and endangered species are updated every five years. The lists can be found through the links below:
https://www.dfw.state.or.us/wildlife/diversity/species/docs/Threatened_and_Endangered_Species.pdf
https://www.dfw.state.or.us/wildlife/diversity/species/docs/Sensitive_Species_List.pdf
KPM #5 Oregon Species of Concern Percent of wildlife species of concern (listed as threatened, endangered, or sensitive) being monitored. - Data Collection Period: Jan 01 - Jan 01
Report Year 2016 2017 2018 2019 2020
Percent of Wildlife Species of Concern Being Monitored Actual 54% 50% 50% 50% 50% Target 51% 52% 53% 54% 55%
How Are We Doing The percent of wildlife species of concern being monitored was 50% in 2019 (data is for calendar year 2019), slightly below the target level. In 2016, the department modified the state sensitive species list in order to be consistent with the Oregon Conservation Strategy. In 2016, the Oregon Fish and Wildlife Commission and the U.S. Fish and Wildlife Service approved the Strategy and the Sensitive Species list. Ninety-six wildlife listings are maintained as sensitive by the department (10 listings were removed and 18 were newly listed in the revision). The level had been 50% to 54% for the last five years. The actual activities such as the associated types of monitoring, timeframe and purpose of monitoring are additional factors not addressed by this measure. Because of resource constraints, there are uncertainties related to species’ status. The level of certainty at the current level of monitoring is another factor that is not considered by this measure. ODFW continues to promote sustained monitoring efforts within the agency and with our external partners. Monitoring efforts are focused around priority species listed in the 2016 update to the Oregon Conservation Strategy (including Nearshore Strategy component). In 2015, the agency completed a prioritized list of the top fifteen species most likely to be impacted by energy development and prioritized the needs for additional research or synthesis of best available science to fill data gaps for each. Efforts to match available resources and partnerships to address the prioritized information needs are ongoing. Few "species of concern" are monitored exclusively by the department. Monitoring and research activities are partnerships with other government agencies, academia, and conservation organizations. ODFW plays various roles in these efforts, from providing the technical expertise to leading large-scale monitoring efforts. The species monitored and the extent of the effort can vary from year to year. ODFW does not control this level of effort. The agency and conservation partners will continue to seek funding sources that will allow for increased monitoring of these wildlife species of concern.
These data are provided by agency personnel from their knowledge of monitoring on an ongoing basis. The lists of threatened and endangered species were updated in 2015 (removal of Gray Wolf)
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and the list of sensitive species was updated in 2016. The list of species of greatest conservation need identified in the Oregon Conservation Strategy were updated in 2016.
These lists can be found through the links below:
http://www.dfw.state.or.us/wildlife/diversity/species/threatened_endangered_species.asp
http://www.dfw.state.or.us/wildlife/diversity/species/sensitive_species.asp
http://www.oregonconservationstrategy.org/
Factors Affecting Results The actual level and types of data collected, timeframe, and context of threats and species status are factors that influence the prioritization of monitoring efforts. Given these factors, the actual level of monitoring and dedicated resources could increase without an increase or decrease in the number of species monitored. A significant number of species are monitored by ODFW’s partner agencies and nongovernmental conservation organizations.
* Upward Trend = negative result
Report Year 2016 2017 2018 2019 2020
Number of Unscreened Priority Water Diversions Actual 1,609 1,570 1,520 1,499 1,480 Target 1,675 1,644 1,600 1,550 1,420
How Are We Doing The data is for calendar year 2019. ODFW provided financial assistance on 19 projects, protecting 88.28 cfs of water. This does not include cost shared fish passage projects or screen projects where we provided technical assistance, but no financial assistance. The annual number of fish screening projects continues to be on a downward trend. This is attributed to program reductions, flat budgets, and an increased focus on fish passage projects. ODFW has been successful in cooperating on a number of valuable fish passage projects that take staff time and fiscal resources but do not show up on the fish screen report.
ODFW will continue to develop cooperative relationships with water users and other entities to implement fish protection measures at diversions responsible for the loss of fish. Fish screen maintenance is critical to ensure these projects continue to function for fish protection and water delivery. Additional resources are needed to adequately maintain existing fish screens throughout Oregon as required in statute.
Factors Affecting Results Relevant factors influencing results include the available funds for screen installation as well as the cooperation of landowners and water rights holders. Fish Screening Program staff assist water users with maintenance on fish screens installed through the ODFW Cost Share Program, and are responsible for major maintenance on fish screens under 30 cfs. As the number of fish screens installed increases, maintenance responsibility and costs also rise. Budget cuts to the Fish Screening and Passage Program has resulted in reduced staff both in headquarters and in field operations. Increasing costs to install and maintain fish screens along with reduced funds and staff will decrease the ability of this Program to maintain existing screening infrastructure and install new screens.
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Under the current funding trend, the annual number of screens ODFW is able to install and maintain will continue to decrease.
KPM #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. Data Collection Period: Jan 01 - Jan 01
Report Year 2016 2017 2018 2019 2020
a. Availability of Information Actual 92.60% No Data 89% 88% 79% Target 92% 0% 93% 93% 95% b. Accuracy Actual 94% No Data 93% 93% 85% Target 92% 0% 93% 93% 95% c. Timeliness Actual 94.20% No Data 93% 93% 85% Target 92% 0% 93% 93% 95% d. Helpfulness Actual 94.20% No Data 90% 93% 87% Target 92% 0% 93% 93% 95% e. Expertise Actual 92.10% No Data 84% 85% 81% Target 92% 0% 93% 93% 95% f. Overall Actual 94.10% No Data 93% 93% 83% Target 92% 0% 93% 93% 95%
How Are We Doing
ODFW sends out an online customer survey directly to customers each quarter. This survey measures satisfaction ratings of customers who purchased a license or permit during the previous three months. In calendar year 2019, a total of 2,874 customer survey responses were recorded, 83% of survey respondents ranked the overall quality of services as “good” or “excellent”. For all six of the categories the percentage of customers that ranked customer service as “good” or “excellent” ranged between 79% and 85%. "Availability of Information" was the lowest ranking area, while “Helpfulness” was the highest ranking area. When assessing all customers each of the six categories fall short of the 95% target.
However, it should be noted that when customers who made purchases directly from ODFW offices are separated into their own group, these customers provide higher rankings for all categories, with “good” or “excellent” ratings ranging between 85% and 92%. This indicates that customers who make purchases directly from an ODFW office tend to be more satisfied with their experience.
To further enhance customer experience with ODFW, the department continues to increase the availability of and expand the scope of information on fishing/hunting and wildlife management. Specific improvements include: expanded use of social media and direct email contact with customers; an always evolving ODFW website that provides timely, relevant information in a mobile friendly format; expanded availability of basic information on how to/where to hunt, including additional 50 Places to Fish publications and introductory workshops; a mobile license application; availability of online mandatory hunter education courses; development of strategic partnerships with organizations, retailers and industry to encourage participation in fishing, hunting and wildlife viewing; expanded use of surveys to evaluate program effectiveness and assess customer interests, attitudes, experiences and expectations.
Factors Affecting Results Methodology: ODFW is required by the 2005 Legislature to incorporate a customer service performance measure and survey customers biennially. Initially ODFW administered this survey by mail. In 2016, an online survey method was developed allowing ODFW to send survey invitations directly to customer emails. Currently, this survey goes out four times annually. Results are calculated by aggregating all responses from the quarterly surveys together for the calendar year.
Groups Analyzed: In 2018 and years prior the three groups of customers surveyed included: customers who made purchases through external vendors (for example, this includes a customer who purchased a fishing license from a retail store); customers who made purchases at an ODFW office; and customers who made purchases by mail or fax machine. For the surveys deployed in 2019, the mail or fax machine customer group was not analyzed, as these purchase methods were discontinued in 2018. In 2019, ODFW started gathering information on the customer service experience of the growing customer group who make purchases online through ODFW’s Electronic Licensing System (ELS). The format of the questions asked is not consistent with these KPM metrics. 2019 represents the first year in which ELS was deployed; feedback from this customer group is incorporated into improving the ELS system. ODFW is continuously working to improve the online purchasing experience of our customers.
Data Collection Methods: The sampled population for the 2019 customer surveys were recreational license holders who purchased a license during 2019 and had a valid email address in the ODFW license database. Prior to 2016 customer surveys were sampled from and mailed out to four different groups: commercial license holders, people who had filed wildlife damage or sightings reports at ODFW offices, landowners enrolled in the Landowner Preference Program, and recreational license holders who purchased at an ODFW office. The main reason for the change to the online mode are savings in costs and staff time (no printing, postage, and data entry are needed). Another reason is that response rates to mail surveys have been declining, due to the increased use of the internet; mail response rates for this customer service survey had dropped from 42% in 2006 to 28% in 2014. In 2019, as in past years, there was a sufficient number of surveys completed allowing for a low margin of error. ODFW reviews the completed surveys from recreational license customers each quarter and applies their feedback to improve our customer service. As different groups of customers are incorporated, it is important to analyze customer service experiences of individual customer groups.
KPM #8 Boards and Commissions - Percent of total best practices met by the Department of Fish and Wildlife, State Fish and Wildlife Commission. Data Collection Period: Jan 01 - Jan 01
Report Year 2016 2017 2018 2019 2020
Percent of Best Practices Met by the Oregon Fish and Wildlife Commission Actual 88% No Data 100% 100% 100% Target 100% 100% 100% 100% 100%
How Are We Doing Results come from a survey implemented in January of 2020 sent to the Oregon Fish and Wildlife Commission (OFWC). There are seven total commission seats, but only six commission members are currently serving terms with one vacant Western Oregon seat. All six Commissioners completed the survey on best practice fulfillment for the 2019 reporting period. This self-assessment process allows the OFWC to think about how its activities meet best practice standards. With this information in mind, improvements can be made where they are identified. The current performance level is 100%, as all 15 best practices were met, which meets the target goal.
There were no comments from commissioners indicating any issues affecting overall performance. The vast majority of the comments described how OFWC has met the individual best practices and were either positive or neutral in nature. There was feedback given on best practice five, “The Commission is appropriately involved in review of the agency’s key communications”, noting that weekly reporting, such as the Monday Morning Minutes, serve as an important resource that shares regional and agency-wide information on a routine basis. Survey results recognized that the OFWC is encouraged to discuss constituent issues with the agency and department staff are receptive and often reach out to Commissioners on upcoming topics and public correspondence. There are Commission members who had only been serving for a short time when this survey was implemented; feedback was provided around opportunities to be involved in developing major plans and objectives, along with a desire for information prior to large rule-making meeting agenda items. As new commissioners have spent more time in their roles, they have been able to engage in these kinds of opportunities with the department.
All best practices were reported to be met by respondents. One respondent abstained from answering four of the 15 best practice standards, including best practices one, two, three, and four. Upon review of the comments the reason why the respondent had abstained was that they were new to the Commission and were not part of the OFWC when the best practice was completed in 2019. All abstaining responses were treated as a neutral response. Reviewing all respondent responses, it is notable that there were not any “no” responses, meaning that of the Commissioners who
actual target
responded they all unanimously agreed that each of the best practices had been met in 2019.
Factors Affecting Results Many of the best practices are met by routine commission activities. Keeping on schedule for these activities will allow the Commission to continue to meet these practices.
These results reflect the 2019 OFWC self-assessment. In 2019, five of the seven commission members were newly appointed, for this reason the 2019 APPR self-assessment survey was deployed in January of 2020 giving members time on the commission to provide an accurate self-assessment. For next year’s assessment of 2020, the survey will be implemented in October 2020; this aligns with when the survey has historically been launched.
Fish & Wildlife, Oregon Dept of
Budget Coordinator: Nichols, Brandy - (503)947-6163
Agency Number: 63500Summary Cross Reference Listing and Packages
BAM Analyst: Wittekind, Linnea2021-23 Biennium
Package GroupPriority Package DescriptionCross Reference Description Package Number
Cross Reference Number
010-05-00-00000 Essential Packages021 0 Phase-inInland Fisheries
010-05-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsInland Fisheries
010-05-00-00000 Essential Packages031 0 Standard InflationInland Fisheries
010-05-00-00000 Essential Packages032 0 Above Standard InflationInland Fisheries
010-05-00-00000 Essential Packages033 0 Exceptional InflationInland Fisheries
010-05-00-00000 Essential Packages050 0 FundshiftsInland Fisheries
010-05-00-00000 Essential Packages060 0 Technical AdjustmentsInland Fisheries
010-05-00-00000 Policy Packages080 0 March 2020 EboardInland Fisheries
010-05-00-00000 Policy Packages081 0 April 2020 EboardInland Fisheries
010-05-00-00000 Policy Packages082 0 May 2020 EboardInland Fisheries
010-05-00-00000 Policy Packages083 0 June 2020 EboardInland Fisheries
010-05-00-00000 Policy Packages087 0 August 2020 Special SessionInland Fisheries
010-05-00-00000 Policy Packages088 0 September 2020 Emergency BoardInland Fisheries
010-05-00-00000 Policy Packages090 0 Analyst AdjustmentsInland Fisheries
010-05-00-00000 Policy Packages091 0 Elimination of S&S InflationInland Fisheries
010-05-00-00000 Policy Packages092 0 Personal Services AdjustmentsInland Fisheries
010-05-00-00000 Policy Packages093 0 Transfers to General FundInland Fisheries
010-05-00-00000 Policy Packages094 0 Revenue SolutionsInland Fisheries
010-05-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsInland Fisheries
010-05-00-00000 Policy Packages097 0 Statewide AG AdjustmentInland Fisheries
010-05-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationInland Fisheries
Page 1 of 1201/25/21 Summary Cross Reference Listing and Packages
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010-05-00-00000 Policy Packages104 20 Habitat Tools for Oregon Coast & BeyondInland Fisheries
010-05-00-00000 Policy Packages105 18 Culverts Fish PassageInland Fisheries
010-05-00-00000 Policy Packages106 23 COID Mitigation & Enhancement CoordinatorInland Fisheries
010-05-00-00000 Policy Packages112 1 Habitat Division EstablishmentInland Fisheries
010-05-00-00000 Policy Packages118 7 Wallowa Lake Sockeye Salmon ReintroductionInland Fisheries
010-05-00-00000 Policy Packages121 10 Orca Salmon ForageInland Fisheries
010-05-00-00000 Policy Packages122 11 Technical Assistance for Tidegate PartnershipInland Fisheries
010-06-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorMarine and Columbia River Fisheries
010-06-00-00000 Essential Packages021 0 Phase-inMarine and Columbia River Fisheries
010-06-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsMarine and Columbia River Fisheries
010-06-00-00000 Essential Packages031 0 Standard InflationMarine and Columbia River Fisheries
010-06-00-00000 Essential Packages032 0 Above Standard InflationMarine and Columbia River Fisheries
010-06-00-00000 Essential Packages033 0 Exceptional InflationMarine and Columbia River Fisheries
010-06-00-00000 Essential Packages050 0 FundshiftsMarine and Columbia River Fisheries
010-06-00-00000 Essential Packages060 0 Technical AdjustmentsMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages080 0 March 2020 EboardMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages081 0 April 2020 EboardMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages082 0 May 2020 EboardMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages083 0 June 2020 EboardMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages087 0 August 2020 Special SessionMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages088 0 September 2020 Emergency BoardMarine and Columbia River Fisheries
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010-06-00-00000 Policy Packages091 0 Elimination of S&S InflationMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages092 0 Personal Services AdjustmentsMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages093 0 Transfers to General FundMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages094 0 Revenue SolutionsMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages097 0 Statewide AG AdjustmentMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages112 1 Habitat Division EstablishmentMarine and Columbia River Fisheries
010-06-00-00000 Policy Packages120 9 Shellfish and Estuary AssessmentMarine and Columbia River Fisheries
020-01-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorWildlife Management
020-01-00-00000 Essential Packages021 0 Phase-inWildlife Management
020-01-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsWildlife Management
020-01-00-00000 Essential Packages031 0 Standard InflationWildlife Management
020-01-00-00000 Essential Packages032 0 Above Standard InflationWildlife Management
020-01-00-00000 Essential Packages033 0 Exceptional InflationWildlife Management
020-01-00-00000 Essential Packages060 0 Technical AdjustmentsWildlife Management
020-01-00-00000 Policy Packages080 0 March 2020 EboardWildlife Management
020-01-00-00000 Policy Packages081 0 April 2020 EboardWildlife Management
020-01-00-00000 Policy Packages082 0 May 2020 EboardWildlife Management
020-01-00-00000 Policy Packages083 0 June 2020 EboardWildlife Management
020-01-00-00000 Policy Packages087 0 August 2020 Special SessionWildlife Management
BSU-003A4:13 PM
020-01-00-00000 Policy Packages090 0 Analyst AdjustmentsWildlife Management
020-01-00-00000 Policy Packages091 0 Elimination of S&S InflationWildlife Management
020-01-00-00000 Policy Packages092 0 Personal Services AdjustmentsWildlife Management
020-01-00-00000 Policy Packages093 0 Transfers to General FundWildlife Management
020-01-00-00000 Policy Packages094 0 Revenue SolutionsWildlife Management
020-01-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsWildlife Management
020-01-00-00000 Policy Packages097 0 Statewide AG AdjustmentWildlife Management
020-01-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationWildlife Management
020-01-00-00000 Policy Packages102 19 Voluntary Access & Habitat Incentive PrgmWildlife Management
020-01-00-00000 Policy Packages112 1 Habitat Division EstablishmentWildlife Management
020-01-00-00000 Policy Packages119 8 Jordan Cove Energy Project LiaisonWildlife Management
020-02-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorHabitat Resources
020-02-00-00000 Essential Packages021 0 Phase-inHabitat Resources
020-02-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsHabitat Resources
020-02-00-00000 Essential Packages031 0 Standard InflationHabitat Resources
020-02-00-00000 Essential Packages032 0 Above Standard InflationHabitat Resources
020-02-00-00000 Essential Packages033 0 Exceptional InflationHabitat Resources
020-02-00-00000 Essential Packages060 0 Technical AdjustmentsHabitat Resources
020-02-00-00000 Policy Packages080 0 March 2020 EboardHabitat Resources
020-02-00-00000 Policy Packages081 0 April 2020 EboardHabitat Resources
020-02-00-00000 Policy Packages082 0 May 2020 EboardHabitat Resources
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020-02-00-00000 Policy Packages090 0 Analyst AdjustmentsHabitat Resources
020-02-00-00000 Policy Packages091 0 Elimination of S&S InflationHabitat Resources
020-02-00-00000 Policy Packages092 0 Personal Services AdjustmentsHabitat Resources
020-02-00-00000 Policy Packages093 0 Transfers to General FundHabitat Resources
020-02-00-00000 Policy Packages094 0 Revenue SolutionsHabitat Resources
020-02-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsHabitat Resources
020-02-00-00000 Policy Packages097 0 Statewide AG AdjustmentHabitat Resources
020-02-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationHabitat Resources
020-02-00-00000 Policy Packages112 1 Habitat Division EstablishmentHabitat Resources
020-03-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorConservation
020-03-00-00000 Essential Packages021 0 Phase-inConservation
020-03-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsConservation
020-03-00-00000 Essential Packages031 0 Standard InflationConservation
020-03-00-00000 Essential Packages032 0 Above Standard InflationConservation
020-03-00-00000 Essential Packages033 0 Exceptional InflationConservation
020-03-00-00000 Policy Packages080 0 March 2020 EboardConservation
020-03-00-00000 Policy Packages081 0 April 2020 EboardConservation
020-03-00-00000 Policy Packages082 0 May 2020 EboardConservation
020-03-00-00000 Policy Packages083 0 June 2020 EboardConservation
BSU-003A4:13 PM
020-03-00-00000 Policy Packages090 0 Analyst AdjustmentsConservation
020-03-00-00000 Policy Packages091 0 Elimination of S&S InflationConservation
020-03-00-00000 Policy Packages092 0 Personal Services AdjustmentsConservation
020-03-00-00000 Policy Packages093 0 Transfers to General FundConservation
020-03-00-00000 Policy Packages094 0 Revenue SolutionsConservation
020-03-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsConservation
020-03-00-00000 Policy Packages097 0 Statewide AG AdjustmentConservation
020-03-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationConservation
020-03-00-00000 Policy Packages112 1 Habitat Division EstablishmentConservation
030-00-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorState Police Enforcement
030-00-00-00000 Essential Packages021 0 Phase-inState Police Enforcement
030-00-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsState Police Enforcement
030-00-00-00000 Essential Packages031 0 Standard InflationState Police Enforcement
030-00-00-00000 Essential Packages032 0 Above Standard InflationState Police Enforcement
030-00-00-00000 Essential Packages033 0 Exceptional InflationState Police Enforcement
030-00-00-00000 Policy Packages080 0 March 2020 EboardState Police Enforcement
030-00-00-00000 Policy Packages081 0 April 2020 EboardState Police Enforcement
030-00-00-00000 Policy Packages082 0 May 2020 EboardState Police Enforcement
030-00-00-00000 Policy Packages083 0 June 2020 EboardState Police Enforcement
030-00-00-00000 Policy Packages087 0 August 2020 Special SessionState Police Enforcement
BSU-003A4:13 PM
030-00-00-00000 Policy Packages090 0 Analyst AdjustmentsState Police Enforcement
030-00-00-00000 Policy Packages091 0 Elimination of S&S InflationState Police Enforcement
030-00-00-00000 Policy Packages092 0 Personal Services AdjustmentsState Police Enforcement
030-00-00-00000 Policy Packages093 0 Transfers to General FundState Police Enforcement
030-00-00-00000 Policy Packages094 0 Revenue SolutionsState Police Enforcement
030-00-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsState Police Enforcement
030-00-00-00000 Policy Packages097 0 Statewide AG AdjustmentState Police Enforcement
030-00-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationState Police Enforcement
040-00-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorAdministration
040-00-00-00000 Essential Packages021 0 Phase-inAdministration
040-00-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsAdministration
040-00-00-00000 Essential Packages031 0 Standard InflationAdministration
040-00-00-00000 Essential Packages032 0 Above Standard InflationAdministration
040-00-00-00000 Essential Packages033 0 Exceptional InflationAdministration
040-00-00-00000 Essential Packages060 0 Technical AdjustmentsAdministration
040-00-00-00000 Policy Packages080 0 March 2020 EboardAdministration
040-00-00-00000 Policy Packages081 0 April 2020 EboardAdministration
040-00-00-00000 Policy Packages082 0 May 2020 EboardAdministration
040-00-00-00000 Policy Packages083 0 June 2020 EboardAdministration
040-00-00-00000 Policy Packages087 0 August 2020 Special SessionAdministration
040-00-00-00000 Policy Packages088 0 September 2020 Emergency BoardAdministration
BSU-003A4:13 PM
040-00-00-00000 Policy Packages091 0 Elimination of S&S InflationAdministration
040-00-00-00000 Policy Packages092 0 Personal Services AdjustmentsAdministration
040-00-00-00000 Policy Packages093 0 Transfers to General FundAdministration
040-00-00-00000 Policy Packages094 0 Revenue SolutionsAdministration
040-00-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsAdministration
040-00-00-00000 Policy Packages097 0 Statewide AG AdjustmentAdministration
040-00-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationAdministration
040-00-00-00000 Policy Packages107 21 Application Development PositionsAdministration
050-00-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorDebt Service
050-00-00-00000 Essential Packages021 0 Phase-inDebt Service
050-00-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsDebt Service
050-00-00-00000 Essential Packages031 0 Standard InflationDebt Service
050-00-00-00000 Essential Packages032 0 Above Standard InflationDebt Service
050-00-00-00000 Essential Packages033 0 Exceptional InflationDebt Service
050-00-00-00000 Policy Packages080 0 March 2020 EboardDebt Service
050-00-00-00000 Policy Packages081 0 April 2020 EboardDebt Service
050-00-00-00000 Policy Packages082 0 May 2020 EboardDebt Service
050-00-00-00000 Policy Packages083 0 June 2020 EboardDebt Service
050-00-00-00000 Policy Packages087 0 August 2020 Special SessionDebt Service
050-00-00-00000 Policy Packages088 0 September 2020 Emergency BoardDebt Service
050-00-00-00000 Policy Packages090 0 Analyst AdjustmentsDebt Service
BSU-003A4:13 PM
050-00-00-00000 Policy Packages091 0 Elimination of S&S InflationDebt Service
050-00-00-00000 Policy Packages092 0 Personal Services AdjustmentsDebt Service
050-00-00-00000 Policy Packages093 0 Transfers to General FundDebt Service
050-00-00-00000 Policy Packages094 0 Revenue SolutionsDebt Service
050-00-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsDebt Service
050-00-00-00000 Policy Packages097 0 Statewide AG AdjustmentDebt Service
050-00-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationDebt Service
050-00-00-00000 Policy Packages111 24 Debt Svc for Deferred Maintenance Phase 2Debt Service
060-00-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorHabitat Division
060-00-00-00000 Essential Packages021 0 Phase-inHabitat Division
060-00-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsHabitat Division
060-00-00-00000 Essential Packages031 0 Standard InflationHabitat Division
060-00-00-00000 Essential Packages032 0 Above Standard InflationHabitat Division
060-00-00-00000 Essential Packages033 0 Exceptional InflationHabitat Division
060-00-00-00000 Policy Packages080 0 March 2020 EboardHabitat Division
060-00-00-00000 Policy Packages081 0 April 2020 EboardHabitat Division
060-00-00-00000 Policy Packages082 0 May 2020 EboardHabitat Division
060-00-00-00000 Policy Packages083 0 June 2020 EboardHabitat Division
060-00-00-00000 Policy Packages087 0 August 2020 Special SessionHabitat Division
060-00-00-00000 Policy Packages088 0 September 2020 Emergency BoardHabitat Division
060-00-00-00000 Policy Packages090 0 Analyst AdjustmentsHabitat Division
060-00-00-00000 Policy Packages091 0 Elimination of S&S InflationHabitat Division
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060-00-00-00000 Policy Packages093 0 Transfers to General FundHabitat Division
060-00-00-00000 Policy Packages094 0 Revenue SolutionsHabitat Division
060-00-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsHabitat Division
060-00-00-00000 Policy Packages097 0 Statewide AG AdjustmentHabitat Division
060-00-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationHabitat Division
060-00-00-00000 Policy Packages100 16 OCS Farm Bill Wildlife BiologistsHabitat Division
060-00-00-00000 Policy Packages101 17 OCS Farm Bill Fisheries BiologistHabitat Division
060-00-00-00000 Policy Packages112 1 Habitat Division EstablishmentHabitat Division
060-00-00-00000 Policy Packages113 2 Habitat Resources Fund ShiftHabitat Division
060-00-00-00000 Policy Packages114 3 Basin Water Planning/Mitigation CoordinatorHabitat Division
060-00-00-00000 Policy Packages115 4 Willamette Basin Complex Water IssuesHabitat Division
060-00-00-00000 Policy Packages116 5 Western Oregon Stream Restoration PrgmHabitat Division
060-00-00-00000 Policy Packages117 6 Good Neighbor Authority CoordinatorHabitat Division
060-00-00-00000 Policy Packages119 8 Jordan Cove Energy Project LiaisonHabitat Division
060-00-00-00000 Policy Packages123 12 DSL ESA CoordinatorHabitat Division
088-00-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorCapital Improvements
088-00-00-00000 Essential Packages021 0 Phase-inCapital Improvements
088-00-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsCapital Improvements
088-00-00-00000 Essential Packages031 0 Standard InflationCapital Improvements
088-00-00-00000 Essential Packages032 0 Above Standard InflationCapital Improvements
088-00-00-00000 Essential Packages033 0 Exceptional InflationCapital Improvements
BSU-003A4:13 PM
088-00-00-00000 Policy Packages090 0 Analyst AdjustmentsCapital Improvements
088-00-00-00000 Policy Packages091 0 Elimination of S&S InflationCapital Improvements
088-00-00-00000 Policy Packages092 0 Personal Services AdjustmentsCapital Improvements
088-00-00-00000 Policy Packages093 0 Transfers to General FundCapital Improvements
088-00-00-00000 Policy Packages094 0 Revenue SolutionsCapital Improvements
088-00-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsCapital Improvements
088-00-00-00000 Policy Packages097 0 Statewide AG AdjustmentCapital Improvements
088-00-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationCapital Improvements
088-00-00-00000 Policy Packages108 22 Recreational Fisheries Project CoordinatorCapital Improvements
089-00-00-00000 Essential Packages010 0 Non-PICS Psnl Svc / Vacancy FactorMajor Construction and Acquisition
089-00-00-00000 Essential Packages021 0 Phase-inMajor Construction and Acquisition
089-00-00-00000 Essential Packages022 0 Phase-out Pgm & One-time CostsMajor Construction and Acquisition
089-00-00-00000 Essential Packages031 0 Standard InflationMajor Construction and Acquisition
089-00-00-00000 Essential Packages032 0 Above Standard InflationMajor Construction and Acquisition
089-00-00-00000 Essential Packages033 0 Exceptional InflationMajor Construction and Acquisition
089-00-00-00000 Policy Packages080 0 March 2020 EboardMajor Construction and Acquisition
BSU-003A4:13 PM
089-00-00-00000 Policy Packages087 0 August 2020 Special SessionMajor Construction and Acquisition
089-00-00-00000 Policy Packages088 0 September 2020 Emergency BoardMajor Construction and Acquisition
089-00-00-00000 Policy Packages090 0 Analyst AdjustmentsMajor Construction and Acquisition
089-00-00-00000 Policy Packages091 0 Elimination of S&S InflationMajor Construction and Acquisition
089-00-00-00000 Policy Packages092 0 Personal Services AdjustmentsMajor Construction and Acquisition
089-00-00-00000 Policy Packages093 0 Transfers to General FundMajor Construction and Acquisition
089-00-00-00000 Policy Packages094 0 Revenue SolutionsMajor Construction and Acquisition
089-00-00-00000 Policy Packages096 0 Statewide Adjustment DAS ChgsMajor Construction and Acquisition
089-00-00-00000 Policy Packages097 0 Statewide AG AdjustmentMajor Construction and Acquisition
089-00-00-00000 Policy Packages099 0 Microsoft 365 ConsolidationMajor Construction and Acquisition
089-00-00-00000 Policy Packages109 15 Deferred Maintenance Facilities EngineerMajor Construction and Acquisition
089-00-00-00000 Policy Packages110 14 Deferred Maintenance Phase 2Major Construction and Acquisition
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Agency Number: 63500Policy Package List by Priority
Cross Reference DescriptionSummary Cross Reference NumberPolicy Pkg Description Policy Pkg
NumberPriority
Wildlife Management020-01-00-00000
Habitat Resources020-02-00-00000
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NumberPriority
Page 2 of 801/25/21 Policy Package List by Priority
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NumberPriority
BSU-004A4:14 PM
NumberPriority
Marine and Columbia River Fisheries010-06-00-00000
BSU-004A4:14 PM
NumberPriority
BSU-004A4:14 PM
NumberPriority
BSU-004A4:14 PM
NumberPriority
BSU-004A4:14 PM
NumberPriority
Habitat Division060-00-00-00000Willamette Basin Complex Water Issues1154
Habitat Division060-00-00-00000Western Oregon Stream Restoration Prgm1165
Habitat Division060-00-00-00000Good Neighbor Authority Coordinator1176
Inland Fisheries010-05-00-00000Wallowa Lake Sockeye Salmon Reintroduction1187
Wildlife Management020-01-00-00000Jordan Cove Energy Project Liaison1198
Habitat Division060-00-00-00000
Inland Fisheries010-05-00-00000Orca Salmon Forage12110
Habitat Division060-00-00-00000DSL ESA Coordinator12312
Major Construction and Acquisition089-00-00-00000Deferred Maintenance Phase 211014
Major Construction and Acquisition089-00-00-00000Deferred Maintenance Facilities Engineer10915
Habitat Division060-00-00-00000OCS Farm Bill Wildlife Biologists10016
Habitat Division060-00-00-00000OCS Farm Bill Fisheries Biologist10117
Inland Fisheries010-05-00-00000Culverts Fish Passage10518
Inland Fisheries010-05-00-00000Habitat Tools for Oregon Coast & Beyond10420
Administration040-00-00-00000Application Development Positions10721
Debt Service050-00-00-00000Debt Svc for Deferred Maintenance Phase 211124
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Budget Support - Detail Revenues and Expenditures Cross Reference Number: 63500-000-00-00-00000 2021-23 Biennium Fish & Wildlife, Oregon Dept of
Description 2021-23 Leg.
Adopted Budget 2021-23
3010 Other Funds Cap Improve 3,509,207 1,633,102 1,633,102 578,541 578,541 -
3400 Other Funds Ltd 48,785,743 57,990,001 57,990,001 61,926,604 61,926,604 -
All Funds 52,294,950 59,623,103 59,623,103 62,505,145 62,505,145 -
0030 Beginning Balance Adjustment
3400 Other Funds Ltd 6,390,376 - - - - -
6010 Federal Funds Cap Improve (418,646) - - - - -
6020 Federal Funds Cap Construct 550,000 - - - - -
6400 Federal Funds Ltd (3,465,363) - - - - -
All Funds 3,199,678 - - - - -
3010 Other Funds Cap Improve 2,280,685 1,633,102 1,633,102 578,541 578,541 -
3020 Other Funds Cap Construct 1,371,833 - - - - -
3400 Other Funds Ltd 55,176,119 57,990,001 57,990,001 61,926,604 61,926,604 -
6010 Federal Funds Cap Improve (418,646) - - - - -
6400 Federal Funds Ltd (3,465,363) - - - - -
TOTAL BEGINNING BALANCE $55,494,628 $59,623,103 $59,623,103 $62,505,145 $62,505,145 -
REVENUE CATEGORIES
GENERAL FUND APPROPRIATION
01/25/21 Page 1 of 193 BDV103A - Budget Support - Detail Revenues & Expenditures
4:15 PM BDV103A
8010 General Fund Cap Improve 149,969 155,668 155,668 162,361 155,668 -
8030 General Fund Debt Svc 174,217 1,640,320 1,640,320 2,717,124 2,717,124 -
All Funds 29,458,285 35,094,508 35,094,508 50,237,075 40,138,854 -
LICENSES AND FEES
3010 Other Funds Cap Improve 4,847 - - - - -
3400 Other Funds Ltd 12,016,407 - - - - -
All Funds 12,021,254 - - - - -
3010 Other Funds Cap Improve 3,816,295 4,483,000 4,483,000 3,804,218 3,804,218 -
3400 Other Funds Ltd 103,780,205 120,624,599 120,624,599 122,776,576 122,776,576 -
All Funds 107,596,500 125,107,599 125,107,599 126,580,794 126,580,794 -
0235 Commercial Fish Lic and Fees
3400 Other Funds Ltd 11,014,376 10,285,680 10,285,680 10,804,906 10,804,906 -
All Funds 11,170,783 10,285,680 10,285,680 10,804,906 10,804,906 -
0255 Park User Fees
LICENSES AND FEES
4:15 PM BDV103A
3400 Other Funds Ltd 128,002,458 131,983,609 131,983,609 134,626,242 134,626,242 -
TOTAL LICENSES AND FEES $131,980,007 $136,466,609 $136,466,609 $138,430,460 $138,430,460 -
CHARGES FOR SERVICES
3400 Other Funds Ltd 346,211 25,432,153 25,432,153 22,761,827 22,537,172 -
6400 Federal Funds Ltd 218 - - - - -
All Funds 346,429 25,432,153 25,432,153 24,572,532 24,347,877 -
FINES, RENTS AND ROYALTIES
0505 Fines and Forfeitures
0510 Rents and Royalties
6400 Federal Funds Ltd (128,691) - - - - -
All Funds 1,018,760 570,797 570,797 475,000 475,000 -
FINES, RENTS AND ROYALTIES
TOTAL FINES, RENTS AND ROYALTIES $2,505,403 $570,797 $570,797 $475,000 $475,000 -
BOND SALES
3020 Other Funds Cap Construct 8,440,000 - - 10,000,000 10,000,000 -
4:15 PM BDV103A
All Funds 8,440,000 257,448 257,448 10,175,000 10,175,000 -
INTEREST EARNINGS
3400 Other Funds Ltd 2,790,591 2,063 2,063 2,063 2,063 -
All Funds 3,012,735 2,063 2,063 2,063 2,063 -
SALES INCOME
6400 Federal Funds Ltd 7,733 - - - - -
All Funds 291,426 3,399,000 3,399,000 3,087,932 3,087,932 -
DONATIONS AND CONTRIBUTIONS
0910 Grants (Non-Fed)
3400 Other Funds Ltd 9,340,773 - - - - -
All Funds 9,470,944 - - - - -
DONATIONS AND CONTRIBUTIONS
3400 Other Funds Ltd 9,404,018 - - - - -
4:15 PM BDV103A
OTHER
3400 Other Funds Ltd 1,387,265 50,000 50,000 50,000 50,000 -
All Funds 1,307,003 50,000 50,000 50,000 50,000 -
FEDERAL FUNDS REVENUE
0995 Federal Funds
6010 Federal Funds Cap Improve 906,511 3,210,520 3,210,520 3,348,572 3,348,572 -
6400 Federal Funds Ltd 146,357,678 162,365,806 162,365,806 172,134,462 172,042,812 -
All Funds 147,242,060 165,576,326 165,576,326 175,483,034 175,391,384 -
TRANSFERS IN
3010 Other Funds Cap Improve 702,401 680,307 680,307 307,601 307,601 -
3400 Other Funds Ltd 29,661,527 59,616,237 59,616,237 59,358,787 59,358,787 -
3430 Other Funds Debt Svc Ltd 1,832,210 1,836,410 1,836,410 1,837,010 1,837,010 -
6010 Federal Funds Cap Improve 129,818 - - - - -
All Funds 37,755,998 62,132,954 62,132,954 61,503,398 61,503,398 -
4:15 PM BDV103A
3400 Other Funds Ltd 25,358,661 19,950,000 19,950,000 19,950,000 19,950,000 -
1040 Transfer In Lottery Proceeds
4400 Lottery Funds Ltd - - - 200,010 - -
1150 Tsfr From Revenue, Dept of
3400 Other Funds Ltd 75,237 30,000 30,000 30,000 30,000 -
1250 Tsfr From Marine Bd, Or State
3400 Other Funds Ltd 989,745 999,649 999,649 999,649 999,649 -
1330 Tsfr From Energy, Dept of
3400 Other Funds Ltd 65,053 89,974 89,974 89,974 89,974 -
1629 Tsfr From Forestry, Dept of
3400 Other Funds Ltd 100,000 - - - - -
1690 Tsfr From Water Resources Dept
3400 Other Funds Ltd 1,865,940 1,976,000 1,976,000 2,747,390 2,747,390 -
1691 Tsfr From Watershed Enhance Bd
4400 Lottery Funds Ltd 5,326,259 7,640,031 7,640,031 6,433,734 6,243,283 -
3400 Other Funds Ltd 11,062,361 11,437,034 11,437,034 12,883,378 12,883,378 -
All Funds 16,388,620 19,077,065 19,077,065 19,317,112 19,126,661 -
1730 Tsfr From Transportation, Dept
3400 Other Funds Ltd - 898,755 898,755 937,401 937,401 -
TRANSFERS IN
4:15 PM BDV103A
3400 Other Funds Ltd 69,178,524 94,997,649 94,997,649 96,996,579 96,996,579 -
6010 Federal Funds Cap Improve 129,818 - - - - -
TOTAL TRANSFERS IN $82,599,254 $105,154,397 $105,154,397 $105,774,934 $105,384,473 -
REVENUE CATEGORIES
3020 Other Funds Cap Construct 8,662,144 - - 10,000,000 10,000,000 -
3400 Other Funds Ltd 214,004,725 256,692,719 256,692,719 258,174,643 257,949,988 -
6010 Federal Funds Cap Improve 1,036,329 3,210,520 3,210,520 3,348,572 3,348,572 -
TOTAL REVENUE CATEGORIES $416,716,791 $472,003,301 $472,003,301 $508,288,030 $497,483,043 -
TRANSFERS OUT
3010 Other Funds Cap Improve (93,610) - - - - -
3020 Other Funds Cap Construct (33,977) - - - - -
3400 Other Funds Ltd (34,978,318) (62,132,954) (62,132,954) (61,503,398) (61,503,398) -
4:15 PM BDV103A
All Funds (40,676,663) (62,132,954) (62,132,954) (61,503,398) (61,503,398) -
2020 Transfer Out - Indirect Cost
6400 Federal Funds Ltd (25,358,661) (19,950,000) (19,950,000) (19,950,000) (19,950,000) -
2257 Tsfr To Police, Dept of State
3400 Other Funds Ltd (638,507) (697,697) (697,697) (762,374) (762,374) -
2603 Tsfr To Agriculture, Dept of
3400 Other Funds Ltd (429,147) (445,454) (445,454) (464,609) (464,609) -
2629 Tsfr To Forestry, Dept of
3400 Other Funds Ltd (100,000) - - - - -
TRANSFERS OUT
3010 Other Funds Cap Improve (93,610) - - - - -
3020 Other Funds Cap Construct (33,977) - - - - -
3400 Other Funds Ltd (36,145,972) (63,276,105) (63,276,105) (62,730,381) (62,730,381) -
6400 Federal Funds Ltd (25,499,922) (19,950,000) (19,950,000) (19,950,000) (19,950,000) -
TOTAL TRANSFERS OUT ($67,202,978) ($83,226,105) ($83,226,105) ($82,680,381) ($82,680,381) -
AVAILABLE REVENUES
4:15 PM BDV103A
3400 Other Funds Ltd 233,034,872 251,406,615 251,406,615 257,370,866 257,146,211 -
6010 Federal Funds Cap Improve 617,683 3,210,520 3,210,520 3,348,572 3,348,572 -
TOTAL AVAILABLE REVENUES $405,008,441 $448,400,299 $448,400,299 $488,112,794 $477,307,807 -
EXPENDITURES
8000 General Fund 12,189,943 13,280,153 13,280,153 18,834,231 14,962,210 -
3020 Other Funds Cap Construct 182,187 173,904 173,904 360,360 360,360 -
3400 Other Funds Ltd 56,225,122 63,268,783 63,268,783 69,446,691 69,474,620 -
All Funds 117,324,546 134,843,433 134,843,433 149,489,676 146,994,300 -
3160 Temporary Appointments
4400 Lottery Funds Ltd 41,425 - - - - -
3400 Other Funds Ltd 877,263 648,551 648,551 676,436 676,436 -
4:15 PM BDV103A
All Funds 1,921,781 1,353,869 1,353,869 1,412,082 1,412,082 -
3170 Overtime Payments
4400 Lottery Funds Ltd 1,472 60,713 60,713 63,324 63,324 -
3020 Other Funds Cap Construct 33 - - - - -
3400 Other Funds Ltd 158,049 378,180 378,180 394,441 394,441 -
6400 Federal Funds Ltd 343,391 261,284 261,284 272,519 272,519 -
All Funds 556,434 735,854 735,854 767,495 767,495 -
3180 Shift Differential
4400 Lottery Funds Ltd 317 10,033 10,033 10,465 10,465 -
3400 Other Funds Ltd 52,651 408,343 408,343 425,904 425,904 -
All Funds 172,962 1,614,633 1,614,633 1,684,066 1,684,066 -
3190 All Other Differential
8000 General Fund 304,405 - - - - -
4:15 PM BDV103A
All Funds 2,046,546 - - - - -
3020 Other Funds Cap Construct 182,330 173,904 173,904 360,360 360,360 -
3400 Other Funds Ltd 57,870,850 64,703,857 64,703,857 70,943,472 70,971,401 -
TOTAL SALARIES & WAGES $122,022,269 $138,547,789 $138,547,789 $153,353,319 $150,857,943 -
OTHER PAYROLL EXPENSES
8000 General Fund 5,324 6,590 6,590 8,262 6,305 -
3010 Other Funds Cap Improve 241 122 122 174 174 -
3020 Other Funds Cap Construct 71 61 61 174 174 -
3400 Other Funds Ltd 23,558 31,548 31,548 29,649 29,638 -
All Funds 52,443 70,829 70,829 68,325 67,049 -
3220 Public Employees' Retire Cont
8000 General Fund 1,835,499 2,305,021 2,305,021 3,280,404 2,617,127 -
01/25/21 Page 11 of 193 BDV103A - Budget Support - Detail Revenues &

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