The General Government Program area comprises the major administrative and central services support for King County government. Although there are a wide variety of agencies represented in this program area, they can be divided into four main categories: (1) elected officials (for example the County Council, County Executive, and Assessor), (2) central service agencies that provide a service to other County agencies, (3) direct public service agencies, and (4) miscellaneous agencies and central reserves. About 60% of the General Government budget is located within internal services funds, which bill other County departments for their services. A sizable portion (about a third) is located in the Current Expense Fund, and lesser amounts are budgeted in special revenue funds and enterprise funds.

The Emergency Management Division, including the Office of Emergency Management, Radio Communications, and E-911, continues to be reported in the Law, Safety, and Justice Section of the book rather than the General Government Section. This division remains in the Department of Information and Administrative Services. The 2000 Executive Adopted Budget also includes the transfer of the Children and Family Commission from Community and Human Services Administration to the Office of Regional Policy and Planning.

In total, the General Government budget, excluding Grants, is increasing by $36 million or about 13% above the 1999 Adopted level. However, a significant portion of this increase, $14 million, occurs in the Employee Benefits budget which is driven by the cost of medical benefits to County employees. The upward trend in the cost of medical services that began in mid-1997 is expected to continue into 2000. Actuarial estimates and renewal rates of the County’s managed care contracts indicate annual percentage increases from 12% for contracts at the low end to 30% for contracts at the high end in terms of cost increase.

Another area of significant increase for 2000 is in the Salary and Wage Contingency budget which provides funding for mid-year labor settlements and cost of living increases for Current Expense employees. This budget is increasing by $4.7 million in 2000 to accommodate the increased costs of labor and negotiated wage adjustments. These negotiated wage adjustments result from the implementation of new classifications and pay ranges as part of the Classification/Compensation Project.

The transfer of the Children and Family Commission from Community and Human Services Administration to the Office of Regional Policy and Planning contributes $2.7 million to the growth from the 1999 Adopted level of the General Government Budget to the 2000 Executive Adopted level.

The remaining growth can be attributed primarily to program expansion in non-Current Expense funds, which receive their funding from a variety of internal and external sources. This includes growth in Finance, Risk Management, and ITS – Technology Services.

Highlights of the General Government Program area such as Significant Program Additions, Significant Program Reductions, and Central Rate Changes are described below.

In 2000, the County will continue to work on projects funded from the following capital improvement sources:

• $30 million in technology bonds borrowed in early 1996,
• $33 million bonded in late 1997 for financial systems replacement,
• $3.3 million in 1998 and 1999 borrowing for specific technology projects, and
• $1.8 million in interest on previous years’ technology funds allocated in 1999 for Phase III of the Year 2000 Project.

In addition, the County will be making the following new investments in 2000:

• $1 million in pay-as-you-go funding for the highest priority Current Expense personal computer replacements, and
• $1.5 million allocated to a Law, Safety, and Justice Integration project ($1.3 million) and other hardware and software priorities.

Although funding is very limited for new programs, some high priority and mandatory programs are being proposed for funding in 2000, as follows:

• Cultural Development Programmatic Changes – This proposal uses hotel/motel tax revenues (new and fund balance) in the amount of $1.2 million to provide additional support for Arts and Heritage Education, Arts and Heritage Facilities, the Music Festival, and other special arts projects.
• Expansion of Centralized Training Curriculum - The 2000 Executive Adopted Budget includes the curriculum development and delivery of fifteen new training courses in 2000. The courses will be aimed at the development of professional skills identified as critical to achieving a high performance organization.
• Premium Rates and Enrollment Changes - The cost for the County’s self-funded medical plans are projected to rise by well over 15% in 2000 and the renewal rates for the managed care plans are rising from 12% for plans with the smallest increases to 30% for those with the largest increases. The proposed increase to the services and other charges component of the Employee Benefits budget to accommodate these rates is $13.6 million (17%) over the 1999 Adopted level.
• Integrated Disability Management Team – The 2000 Executive Adopted Budget includes a new initiative aimed at Integrated Disability Management (IDM). The creation of an IDM team within Safety and Claims Management (with transfers of 2.50 FTEs from the Human Resources CX budget) will bring together the professionals in OHRM who provide services to the injured employees of King County, regardless of the occupational or non-occupational nature of their injury. The goal of IDM is to improve the coordination of multi-disciplinary expertise and services. IDM will use services, people, and materials to minimize the impact and cost of disability to the County and employees, and will encourage early return to work of employees with disabilities.
• Operation and Maintenance of New Financial Systems - 2000 marks the first year of operation and maintenance (O&M) support for the County’s new financial systems. Over the course of the year, the County’s new financial systems will commence operations and the legacy financial systems will be phased out. The Finance Internal Service Fund budget increases by $1.7 million to accommodate this transition.
• Presidential Primary Special Election - The quadrennial Presidential Primary Election is required to determine the Washington State major political party representatives to the presidential conventions. The proposed cost of the Presidential Preference Primary is $1.2 million. The election is 100% revenue-backed by the State of Washington.
• Insurance Premiums and Claims - The Risk Management budget will increase by $2.6 million to reflect the adjustment of the claims expenditure and insurance premium accounts based on actuarially projected loss levels and insurance contract renewals for 2000.

General Government agencies contributed to the overall balancing of the budget by making reductions in their budgets while minimizing the impact to direct services. Some of the more significant reductions include the following:

• Department of Construction and Facility Management (DCFM) Reductions – Beginning in 2000, DCFM will no longer dedicate craft workers to the Department of Adult Detention (DAD)/Regional Justice Center. Instead, these workers will become part of DCFM’s centralized pool of craft workers. This change in methodology for computing its charge for operation and management services results in a savings of $420,000 to DAD and the Current Expense Fund.
• Airport – The Airport introduced a package of various operating budget adjustments, including the merger of its engineering and shop divisions that resulted in an overall savings of $540,000.
• Records and Elections Staffing and Services Efficiencies – Records and Elections was able to reduce the base level of budget for staffing and services by $370,000 through workflow efficiencies and reorganization of staffing.

• DCFM – The cost of providing O&M services to King County agencies is based on DCFM’s full recovery model that takes into account such services as HVAC, building security, custodial and craft services, square footage, administrative costs, and other direct costs for maintaining certain facilities. For 2000, the O&M costs for some buildings increased while others decreased. Thus, central rate adjustments ranged from -25% to 25% with an average change rate of 9%.
• Flex Benefits - The County has a flexible benefit package from which employees have several options of coverage and providers. All of the benefit costs are accounted for in the Employee Benefits Fund, which then recovers its costs through a single standard monthly rate charged to agencies for each covered employee. The standard rate charged in 1999 was $522 per employee per month. The proposed standard rate for 2000 is $564. This increase is the result of significantly higher costs in the self-funded program and the managed care contracts.
• Current Expense Overhead - The costs of several Current Expense Fund agencies that provide services or support Countywide are recovered through a Current Expense Overhead Plan. The Current Expense agencies or services included in this plan are the Council agencies, Executive offices, Budget Office, Planning, OHRM, Emergency Management, DIAS, Board of Ethics, State Auditor, mail services, asset management services, and records management services. The cost of these Current Expense services is increasing by a total of $1.1 million over the 1999 adopted level.
• ITS – Technology Services - The Information and Telecommunications Services Division charges for the data processing and technology services it provides all County departments. This includes maintaining the County’s wide area network, system development assistance, GIS services, and system operations. Costs for these services have increased by a total of $2.0 million from the 1999 Adopted level.
• ITS - Telecommunications - The Telecommunications Section within the Information and Technology Services Division provides central telecommunications services to all County departments. The cost of these services is recovered by charging an overhead rate on direct telecommunications services. The overhead rate itself (23%) is staying the same as the 1999 level and is a slight budget increase Countywide of $110,000.
• Motor Pool - Central motor pool services are provided to County departments, including permanently assigned vehicles and short-term rentals. The overall cost of these services is increasing by $830,000 over the 1999 level, primarily due to the addition of new vehicles to the fleet, as well as to the first year’s capitalization of the Parks vehicles.
• Risk Management - The central cost of insurance services, both premiums on insurance policies and actual claims costs, are billed back to the affected agencies. The increase over the 1999 level amounts to $4.4 million.
• Radio Services - The Radio Communications Section within the Office of Emergency Management operates the County’s 800 MHz radio system and bills other County agencies for costs associated with servicing and replacing the radios. The radio rates have been held at virtually the same level as adopted for 1999.
• Financial Services - The Office of Finance became an internal service fund in 1998 and began billing for its services directly to County agencies. Prior to 1998, Finance service costs were recovered through the Current Expense Overhead Plan. Financial services cover a broad array of activities including accounts payable, accounts receivable, payroll processing, financial system operations, financial reporting, procurement, Disadvantaged Business Enterprise services, treasury functions, contracts, and construction support. 2000 is the first year in which O&M costs for the County’s new financial system are budgeted. The Finance rates as proposed for 2000 increase by roughly $2.0 million Countywide over the 1999 level; the increase is in large part due to this new requirement.

The primary focus of the Assessor's budget is to continue the commitment to taxpayer fairness and equity, and ensure continued compliance with State legislation passed in 1997.

New Construction Overtime - $79,717. The Executive Adopted Budget includes funding in the amount of $79,717 for overtime ensuring the continuation of the extended summer hours program, begun in 1999, allowing field personnel to pick-up additional new construction within King County. Continuation of this program will increase the number of new construction projects on the real property tax roll.

New Construction Staff Support - $172,227/4.00 FTEs. The Executive Adopted Budget funds a new construction team comprised of 3 residential appraisers and 1 commercial appraiser.

Black River Lease Adjustment - $22,850. The Executive Adopted Budget includes a central adjustment of $22,850 to cover increased costs of leased space in the Black River Building.

Central Rate Adjustments – ($154,080). These are comprised of central rate changes in medical benefits, ITS O&M, ITS Infrastructure, ITS GIS, tenant rate adjustments, finance rates, retirement rate, and motor pool.

Partial Underexpenditure Requirement – ($152,129). The Executive Adopted 2000 Budget includes a 1% underexpenditure contra in each CX operating and CX transfer budget to directly budget for assumed underexpenditure levels. A remaining central contra of .75% is being held in the CX Financial Plan, for a total assumption of 1.75% underexpenditure for all CX operating and CX transfer budgets. While this is a change in that it is now directly placed in each budget, it is the same policy as in previous years. CX Departments are asked to manage to a total underexpenditure requirement of 1.75%.

Property Services continues as a CX-supported agency within the Department of Construction and Facilities Management (DCFM). The Airport is supported by the Airport Fund. The Office of the Director, Capital Planning, and Facilities Maintenance are operated as an Internal Service Fund receiving part of their support (approximately 50%) through CX tenant operating and maintenance (square footage) charges.

DCFM – Internal Service Fund.

The total year 2000 Executive Adopted Budget for the Department of Construction and Facilities Management Internal Service Fund is $25,602,469 and 286.75 FTEs. Significant changes to DCFM and its divisions budgets are outlined in the following sections.

O&M New Building Contracts - $501,405/0.75 FTE. King County acquired several new facilities in 1999 and a policy decision was made that DCFM would provide maintenance services to their occupants. These facilities include: Issaquah District Court, Black River (occupied by the Department of Development and Environmental Services and the Assessor’s Office), Barclay Dean and Graybar buildings (the latter two to be occupied primarily by the Sheriff’s Office). The added cost of operations and maintenance in these facilities is $501,405 and that is supported by the non-Current Expense building occupants plus the Assessor’s Office. A 0.75 FTE custodian position was added at the request of the Department of Public Health. This position will be dedicated to Eastgate Health Center, and will be supported with Public Health funds. Council changes were made to this item – see below.

Barclay Dean Building Custodian – 1.00 FTE. DCFM has been given the budget authority for one custodian to support the new Barclay Dean building.

Temporary Help Conversion to FTE - $62,046/1.00 FTE. DCFM has also received budget authority to convert one term limited position (TLT) to one FTE in the Capital Planning Division. The TLT was originally created to focus on "Waterways 2000" projects which were expected to be completed by the year 2000. However, a body of work has developed from the demands of other capital improvement projects (CIPs), primarily ESA-related projects for the Parks Department, that necessitates the retention of this position.

Central Rate Adjustments - $234,959. These adjustments are comprised of central rate changes in CX overhead, insurance and ITS rates, and a decrease in medical benefit rates.

Utility Accounts - $270,242. This technical adjustment is comprised of utility account increases.

Electricity Rate and Electrician - $154,684. DCFM will receive an additional $86,210 in 2000 for electricity rate increases by Seattle City Light, and $68,474 for an electrician to help support the increased number of County-owned facilities.

Adjust Loan-Out Labor, PSQ Payroll, LAN Services - $57,088. Various technical adjustments included correcting 1999 payroll, adjustments for loan-out labor, and an increase in the cost of LAN services. Council changes were made to this item – see below.

Position Reclassification - $14,555. This adjustment reflects the costs of the 1999 reclassification of a Property Leasing Specialist to a Program Analyst position .

Central Rate Adjustments - $115,954. These adjustments are comprised of central rate changes in ITS, finance, medical benefits, and motor pool.

Partial Underexpenditure Requirement - ($23,952). The Executive Adopted 2000 Budget includes a 1% underexpenditure contra in each CX operating and CX transfer budget to directly budget for assumed underexpenditure levels. A remaining central contra of .75% is being held in the CX Financial Plan, for a total assumption of 1.75% underexpenditure for all CX operating and CX transfer budgets. While this is a change in that it is now directly placed in each budget, it is the same policy as in previous years. CX Departments are asked to manage to a total underexpenditure requirement of 1.75%.

Security Screeners - $52,012, 2.00 FTEs. While the Sheriff’s Office is responsible for providing security to the Department of Youth Services (DYS) at Alder Tower by court order, DCFM maintains the budget authority for all King County security screeners. To meet the Sheriff Office’s minimum operating standards of 3 screeners per security checkpoint, 2 additional FTEs were needed and approved for 2000.

Central Rate Adjustments – ($6,626). The decrease in central rates was primarily due to a lower costs for medical benefits and finance rates.

Reduced CX Transfer - ($4,275). The Airport receives partial CX support for its International Trade Program. To meet its CX target reduction of 5.7%, the Airport decreased its level of support to the Trade Program.

Opportunity Skyway Program Staff - $64,829/1.00 FTE. The Skyway Program has proven to be a positive link between the Airport and the community. It offers pilot training education in the areas of noise and safety sensitivity, aviation career exploration and work-based learning for young people, as well as assistance in planning and implementing the Airport’s community meetings. One term-limited position served the Airport’s educational program in 1999. There is now sufficient demand to convert this position to an FTE at $64,829 for a net budget increase of $3,814. There were council changes to this item – see below.

Equipment Operator - $57,396/1.00 FTE. The Airport reports some weaknesses in its compliance with FAA regulations related to foreign objects and debris (FOD) control, vegetation control, and grading in Airport safety areas. Currently, only about one-third to one-half of the sweeping necessary for fully-unobstructed runways and inspections of obstruction-free areas for holes is accomplished. The addition of an equipment operator will allow the Airport to meet the requisite level of inspection, sweeping, and FOD control.

Other Combined Operating Expenses - $675,284. The Airport’s legal services expense budget is increasing by $150,000 for 2000 to support additional paralegal service to provide expertise regarding environmental issues and other possible litigation surrounding noise and master planning issues, in response to the Georgetown community’s lawsuit. Training and travel expenditures have increased by $68,475 to support the Airport’s policy of encouraging training beyond the minimum mandatory training required by FAA, OSHA, and WISHA. In order to continue providing an appropriate level of safety in airport operations, the Airport has identified the need to purchase a boom truck, praker vacuum, plow blade, compactor shed, and anti-ice spray trailer for a total equipment add of $115,400. Other general operational increases for 2000 occur in the areas of advertising, overtime, and miscellaneous operating supplies.

Additionally, the Opportunity Skyway Program is expanding. The 2000 Executive Adopted Budget includes a $35,000 increase for printing and graphic arts to advertise program events; higher costs for maintenance contract services at $74,400; increased costs for machinery and equipment used in the aviation classes at $78,000; and other miscellaneous operating equipment and supplies for a total of $162,600 in additional budget authority.

Combined Operating Expense Reductions – ($537,728). The Airport introduced a package of various technical adjustments to budget resulting in overall savings. Reductions have occurred in several areas including surface water utilities, hazardous waste disposal, grounds and pavement maintenance, furniture, equipment repair, and other operating expenses. Also included here are net savings ($5,213) resulting from the merger of the engineering and shop divisions.

Central Rate Adjustments - $186,631. While several of the Airport’s central rates were adjusted downward (medical benefits, ITS infrastructure, ITS GIS, and prosecuting attorney rates), its debt service for new capital project bonding increased by $214,414.

Historically, the Airport has financed its capital program primarily with cash financing and grant funding. However, the Airport anticipates large expenditures in the next five years to support its noise abatement program. Consequently, the 2000 Airport budget assumes debt financing of selected capital projects. These projects selected are not eligible for FAA grant funding and their financing is scheduled in order to keep total debt below $13.3 million at all times. By using bonds to finance a portion of its capital program beginning in 2000, King County Airport will be able to stay above its target minimum fund balance of $2 million.

In addition to its legislative duties, the Metropolitan County Council has six separate sections that perform daily functions.

The Council Administrator provides general support to the Council through administration of the legislative branch budget and general oversight of legislative offices. Within this section, the Chief of Staff supervises the Council’s central staff which analyzes proposed legislation, legal and policy issues, and conducts long-term special studies. The Clerk is responsible for processing legislation and other official County records, including preparation of Council agendas.

The Hearing Examiner conducts quasi-judicial public hearings on land use applications and on appeals of administrative orders and decisions, prepares reports of all hearings, and makes recommendations and decisions on the matters heard.

The Council Auditor conducts management and financial audits and special studies of County departments, agencies, and programs to assist the Metropolitan County Council in its oversight of the effectiveness and efficiency of County government operations.

The Ombudsman-Tax Advisor’s Office investigates complaints against King County administrative agencies, makes recommendations for improvements based on these investigations, and provides information and referral assistance to the public. The Tax Advisor provides advice to the public on property tax law and the appropriate procedures to appeal property tax re-evaluations.

The Board of Appeals provides a fair and impartial hearing process for appeals of personal and real property valuations for tax assessment purposes and of various business license decisions and animal control orders.

King County Civic Television provides citizens accessibility to view Council proceedings from their homes.

The Legislative Branch agencies’ funding, as included in the 2000 adopted budget, totals $14,772,555 supported exclusively by the Current Expense Fund. There are 170.50 positions proposed for the Legislative Branch.

The 2000 Executive Adopted Budget for the Council agencies represents the 1999 adopted appropriation level adjusted for salary and benefit changes, an expenditure contra, and central rate adjustments.

Central Rate Adjustments – $4,815. These adjustments are comprised of central rate changes in medical benefits, motor pool, finance rates, retirement and industrial insurance, ITS Infrastructure, ITS GIS and tenant O&M charges for all Council agencies.

Partial Underexpenditure Requirement – ($149,217). The Executive Adopted 2000 Budget includes a 1% underexpenditure contra in each CX operating and CX transfer budget to directly budget for assumed underexpenditure levels. A remaining central contra of .75% is being held in the CX Financial Plan, for a total assumption of 1.75% underexpenditure for all CX operating and CX transfer budgets. While this is a change in that it is now directly placed in each budget, it is the same policy as in previous years. CX Departments are asked to manage to a total underexpenditure requirement of 1.75%.

Administrative Efficiencies Reduction – ($53,744/8.00 FTEs). Following the passage of I-695, operational and management efficiencies were implemented resulting in a reduction of $53,744 and 8.00 FTEs.

Central Rate Adjustments – ($3,714). Included within the central rate adjustments are medical benefits, ITS Infrastructure, finance rates and retirement.

Operational Efficiencies – ($60,499). These continuing office operating efficiencies will result in a cost savings of $60,499. They are comprised of the reclassification of two Executive Administrative Assistants and reduction in association memberships.

Central Rate Adjustments - $39,449. These adjustments are comprised of central rate changes in medical benefits, retirement , ITS Infrastructure, ITS GIS, motor pool, tenant O&M, finance rates, and radio rates.

Partial Underexpenditure Requirement – ($30,617). The Executive Adopted 2000 Budget includes a 1% underexpenditure contra in each CX operating and CX transfer budget to directly budget for assumed underexpenditure levels. A remaining central contra of .75% is being held in the CX Financial Plan, for a total assumption of 1.75% underexpenditure for all CX operating and CX transfer budgets. While this is a change in that it is now directly placed in each budget, it is the same policy as in previous years. CX Departments are asked to manage to a total underexpenditure requirement of 1.75%. The underexpenditure requirement for the County Executive’s budget is accommodated within the Deputy County Executive’s proposed appropriation due to the size and account constraints within the County Executive’s budget.

Special Project Completion - ($84,541). The Sustained Support Program will be reduced to reflect the successful completion of several one-time only projects during 1999.

Administrative Savings/Reductions - ($26,075). Administrative expenses were reduced to reflect efficiencies resulting from on-line services.

Central Rate Adjustments - $19,678. These adjustments are comprised of central rate changes in medical benefits, ITS O&M, ITS Infrastructure, Telecommunications Direct, Telecommunications Overhead, Motor Pool, Building Modernization, and Finance.

Partial Underexpenditure Requirement – ($18,862). The Executive Adopted 2000 Budget includes a 1% underexpenditure contra in each CX operating and CX transfer budget to directly budget for assumed underexpenditure levels. A remaining central contra of .75% is being held in the CX Financial Plan, for a total assumption of 1.75% underexpenditure for all CX operating and CX transfer budgets. While this is a change in that it is now directly placed in each budget, it is the same policy as in previous years. CX Departments are asked to manage to a total underexpenditure requirement of 1.75%.

Programmatic Changes - $1,245,158. This proposal uses hotel/motel tax revenues to provide additional support for Arts and Heritage Education, Arts and Heritage Facilities, Arts and Heritage Facilities Emergency, Arts Debt Service, Arts and Heritage Special Projects, Community Arts Initiative, and Music Festival; and improve the capacity to monitor and administer contracts and artists for all of the above.

Enhanced Program Administration - $30,083. This funding supports the administration of the Cultural Development programs.

Database Project – $44,950. This proposal will allow the Office of Cultural Resources to create one database for storing all information pertaining to the various artists and organizations. Currently they operate with numerous databases, leading to inefficiencies and redundancy.

Central Rate Adjustments - $321,756. These adjustments are comprised of central rate changes in health benefits, CX Overhead, Telecommunications Direct, Telecommunications Overhead, Debt Service, and Finance. $297,914 of the increase is a result of incorporating the debt service on the 1999 bonds for the Bellevue Art Museum.

The Budget Office provides leadership and direction to budgeting and financial monitoring for County government.

During 2000, the Budget Office will work closely with individual County agencies to assure continuing high standards of fiscal management and provide analysis on issues of concern to the Executive.

Operational Efficiencies – ($ 63,621). These efficiencies are comprised of reductions in consulting, contract and other professional services.

Central Rate Adjustments - $ 92,381. These adjustments are comprised of central rate changes in health benefits, Motor Pool, Data Processing, tenant operating and maintenance costs, and Finance rates.

1 % Partial Underexpenditure Requirement – ($ 33,008). The Executive Adopted 2000 Budget includes a 1 % underexpenditure contra in each CX operating and CX transfer budget to directly budget for assumed underexpenditure levels. A remaining central contra of .75 % is being held in the CX Financial Plan, for a total assumption of 1.75 % underexpenditure for all CX operating and CX transfer budgets. While this is a change in that it is now directly placed in each budget, it is the same policy as in previous years. CX Departments are asked to manage to a total underexpenditure requirement of 1.75 %.

Council Adopted Budget reflects a reduction of $71,590 in various operating accounts.

The Office of Regional Policy and Planning (ORPP) is responsible for coordinating planning within the Executive branch of County government, including growth management, transportation, water resources, and other infrastructure components. This office will focus on integrating the various growth management planning and implementation activities and translating them into a cohesive strategy for King County. In accomplishing this task, ORPP is also taking the lead in working with King County’s numerous regional partners, including the City of Seattle, suburban cities, special districts, neighboring counties and various other entities to implement regional initiatives. Updating the County’s comprehensive plan will be a major focus of the office in 2000.

Operational Efficiencies – ($ 74,990). These efficiencies are comprised of reductions in special programs (5.7 %) , printing and other miscellaneous operating accounts.

Census Translation Services - $ 20,000. The 2000 Executive Adopted Budget includes $20,000 for translation and outreach work related to the 2000 Federal Census. The Census Bureau currently prints the questionnaire forms in only six languages, yet there are over 70 languages spoken by King County residents. This project will allow for the printing of census information in other languages to improve the accuracy of the census count in King County.

Department of Social and Human Services Contract Services - $ 60,000. The 2000 Executive Adopted Budget includes a 100 % revenue-backed addition in order for the King County Jobs Initiative Program to provide training, employment, and retention services to DSHS welfare recipients. DSHS has expressed a desire to contract with King County for employment services that the department is mandated to provide to welfare recipients.

Comprehensive Plan/ESA - $ 52,499. This initiative funds a TLT to assist in the development of the 2000 Comprehensive Plan Update. Revenue to the Current Expense Fund from the assignment of a position from ORPP to the Salmon Office made this one-time add possible for 2000.

Central Rate Adjustments - $ 22,952. These adjustments are comprised of central rate changes in medical benefits, Motor Pool, Data Processing, tenant O&M costs, and Finance Rates.

1 % Partial Underexpenditure Requirement – ($ 65,908). The Executive Adopted 2000 Budget includes a 1% underexpenditure contra in each CX operating and CX transfer budget to directly budget for assumed underexpenditure levels. A remaining central contra of .75% is being held in the CX Financial Plan, for a total assumption of 1.75% underexpenditure for all CX operating and CX transfer budgets. While this is a change in that it is now directly placed in each budget, it is the same policy as in previous years. CX Departments are asked to manage to a total underexpenditure requirement of 1.75%.

Children and Family Services. The 2000 Executive Adopted Budget includes the transfer of the Children and Family Commission from Community and Human Services Administration to the Office of Regional Policy and Planning. While the transfer affects a significant increase in ORPP’s budget over the 1999 Adopted level, a corresponding reduction can be seen in the 2000 Adopted Community and Human Services Budget.