The following are OHRM’s key objectives and milestone issues for 2000 as established in OHRM’s current Business Plan:

• Ensure that the human resources information system has the necessary array of tools to anticipate, track and support process improvement and performance measurement;
• Allow customers to have direct access to appropriate information;
• Provide the necessary information for OHRM to fulfill its role as steward of the County’s human resources management system.

• Develop technical expertise in labor market forecasting, changes in jobs, and changing work force demographics;
• Work in partnership with customer departments to understand their short and long-term business and staffing needs and assist them in planning to meet those needs;
• Design and implement selection procedures that are cost-effective, timely and provide quality candidates;
• Implement an affirmative action/EEO plan that provides greater accountability for departments and flexibility in meeting said goals;
• Work in partnership with our customer departments to develop staffing strategies aimed at ensuring current employees are prepared and competitive for lateral and promotional opportunities.

• Develop strategies that support the Executive’s employee involvement and performance measures initiatives;
• Develop consensus and implement employee and leadership skills training that are common to all departments and further the Executive’s vision of a high performing organization;
• Develop consensus and implement individual and work team performance management and feedback systems;
• Develop consensus and implement individual and group performance reward systems;

• Develop consensus on a total compensation philosophy and related labor policies linked to the achievement of the overall goals and objectives of the County.

• Establish mechanisms to obtain timely feedback from our customers and communicate results;
• Evaluate current organizational structure and HR processes and establish a mechanism for modifying structure and processes within the King County HR community;
• Develop a marketing plan to promote human resources services;
• Create a process for HR policy development that ensures input from key customers and stakeholders.

• Build "on-line" benefits enrollment system into the new HR/Payroll (Peoplesoft) project for direct use by all line departments and employees in order to increase the speed and accuracy of benefits transactions;
• Build comprehensive Intranet/Internet web pages providing program and service details, forms and other information to employee and department customers, and routing information;
• Determine best technology for maintaining and retrieving benefits legal documents such as beneficiary designations that require employee signature;

• Explore implementation of Phase 2 of Service Center Model which more fully and efficiently integrates on-line Intranet/Internet services, call tracking, and voice response system services in order to improve customer service using fewer staff resources.

• Develop a core competency model for OHRM staff;
• Assess individual training and development needs. Implement a competencies-based development plan;
• Develop "case management" tool kits for B&WB staff to ensure customers receive all the services they need (and not just what they ask for).

• Develop a methodology for valuing benefits in a total compensation model used by the County in compensation surveying;

• Develop external contacts with other human resources professionals and service providers to keep abreast of developments in our field and to develop a network of resources to apply to problems and opportunities.

A high priority for the year 2000 is the proposed relocation of King County’s Disability Accommodation Program to the Safety and Claims Management Division. The purpose of this change is to 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. This is a national trend in the public and private sector and is termed Integrated Disability Management (IDM). The goal of IDM is to improve the coordination of multi-disciplinary expertise and services. This includes ensuring that employees are notified of their disability rights, ensuring that disability services are consistently administered, that resources are effectively coordinated, and duplication is reduced. IDM will use services, people, and materials to minimize the impact and cost of disability to the County and employees, and will encourage the return to work for employees with disabilities.

Another high priority for Safety and Claims is preventing injuries with an enhanced ergonomics program. Both the Federal Occupational Safety and Health Administration and the State Department of Labor and Industries have proposed new regulations intended to reduce ergonomic injuries. The King County ergonomics program is being enhanced to comply with the new regulations and reduce the injuries to our employees.

Integration of Disability Management - ($164,538/2.50 FTEs). The 2000 Executive Proposed Budget includes the creation of an integrated disability management team within Safety and Claims Management. This proposal includes the transfer of 2.50 FTEs from the Office Human Resource Management to Safety and Claims Management.

Expansion of Centralized Training Curriculum - $300,000. The 2000 Executive Adopted Budget includes the curriculum development and delivery of fifteen new training courses in 2000. In order to contain and reduce long-run costs the County will own the curriculum. The courses will be rolled out as they are developed, with the initial new course offerings projected to be available by the fourth quarter of 2000.

Internal Investigations Staff - $116,109/1.50 FTEs. The 2000 Executive Adopted Budget includes the establishment of a loss prevention and control program within OHRM. The program will provide a resource for departments to conduct in-house investigation and informal resolution services. One position is backed by revenue from the Department of Transportation and the Department of Natural Resources. An additional position is funded from savings derived from the reorganization and reallocation of staffing resources within the department.

Solid Waste Labor Relations Staffing - $78,886/1.00 FTE. One Labor Negotiator position has been added to support a gainsharing initiative for Solid Waste Division/DNR. The labor negotiator will negotiate the impact that a gainsharing program will have on represented classifications performing solid waste handling tasks within the division.

Finance Payroll Project Personnel Analyst - $57,150. One term-limited position has been added to continue the support of full implementation of the PeopleSoft Payroll/HR system in 2000. The position will support the resolution of payroll/HR issues and negotiation of a new annual pay year, actual hours-worked payroll processing, and the future implementation of biweekly pay.

Loan-Out Labor – ($200,979). The increase of this contra-expenditure account represents the revenue contributions from Solid Waste/DNR, The Department of Transportation, and Finance to fund the Internal Investigations Staff, Solid Waste Labor Relations Staffing, and Finance Payroll Project Personnel Analyst.

Staff Reallocation/Reorganization - .50 FTE. The division has achieved savings through an internal reorganization and reallocation of staff. This has allowed for the funding of .50 additional FTE without increasing expenditure authority.

Central Rate Adjustments - $32,962. These are comprised of central rate changes in medical benefits, data processing, telecommunications, tenant rate adjustments, finance rates, and motor pool.

Partial Underexpenditure Requirement – ($60,503). 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%.

Contract Services – ($35,093). The department has identified cost savings and efficiencies from the reduction of existing vendor contracts and services.

Premium Rates and Claims - $639,541. The costs 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 in the range of 12.0% to 30.0%.

PeopleSoft Training Program Analyst – 1.00 FTE. One regular position has been added to coordinate training and process improvement for PeopleSoft, the County’s new payroll/HR

information system. The position is funded from existing fund revenue and is offset by a reduction in proposed expenditures for contracted services.

PERS Administration Project - $175,960. Three term-limited positions have been added to complete a liability analysis for 800 current and terminated PERS-eligible employees.

Eligibility and Premium Tracking Accountant – 1.00 FTE. One position has been added to assist in tracking eligibility and collection of premiums. The position is funded by existing fund revenues and is offset by a reduction in proposed expenditures for contracted services.

Interactive Voice Response System - $375,000. The 2000 Executive Adopted Budget includes the implementation of an interactive voice response system to automate the employee benefits call center. The system will handle routine employee requests and transactions.

Central Rate Adjustments - $110,440. These are comprised of central rate changes in medical benefits, CX overhead, ITS O&M, ITS Infrastructure, telecommunications, debt service, tenant rate adjustments, insurance charges, Prosecuting Attorney and finance rates.

Time Loss /Disability Pay - $240,000. The Executive Adopted Budget includes $240,000 for both time loss and permanent disability/pension payments. Each year the Department of Labor and Industries sends notices to self-insured employers informing them of changes in the rate of disability payments. For calendar year 2000, the rate increase is 7.8%.

Vocational Rehabilitation - $300,000. The Executive Adopted Budget includes an increase in the monies allocated to pay for employee vocational rehabilitation. As with the time loss/disability payment increases, this increase is a result of State legislation.

Claims Officer/Return to Work - $58,458/1.00 FTE. The Executive Adopted Budget includes funding for 1.00 FTE Claims Officer/Return to Work. The primary job responsibility for this position will be the identification and placement of injured workers in "light duty" job tasks. Returning injured workers to productive positions results in the reduction of long-term disability claim payments.

Disability Management Team - $164,796/2.50 FTEs. The 2000 Executive Adopted Budget includes the creation of an integrated disability management team within Safety and Claims Management. The scope of work for the new integrated disability management team consists of injured workers’ compensation issues, non-occupational disability leave requests, light duty requests, accommodation requests, long-term disability benefits and Family Medical Leave Act (FMLA) issues. This proposal is the transfer from the Office of Human Resource Management.

Central Rate Adjustments - $123,161. These are comprised of central rate changes in medical benefits, CX overhead, ITS O&M, ITS Infrastructure, motor pool, insurance charges, Prosecuting Attorney, debt service, tenant rate adjustments, finance rates, retirement rate and industrial insurance rate adjustments.

In 2000, the Department will continue implementation of the Financial Systems Replacement Program. This Program will replace the County’s aging legacy systems with a consolidated accounting, payroll and human resources system. The goal of the project is to create a single integrated financial system that provides timely, accurate and useful financial information to County agencies and to the public.

The Department will also continue to partner with customer departments to identify accounting issues and implement responsive business process improvements to realize operational efficiencies.

The 2000 Budget reflects the completion of the Procurement and Contract Services Division reorganization. In 2000 the Contract Services will expand responsibilities into a new construction support role.

For the County investment pool, Finance will maintain a solid earnings record above what participants could earn if they invested individually.

Central Rate Adjustment – ($387,073). This represents a reduction in Finance Treasury Division expenditures that are recovered from CX.

Partial Underexpenditure Requirement – ($29,673). 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%.

Reorganization of Construction Support - ($167,544/2.00 FTEs). Two employees providing oversight for major construction projects for the Wastewater Division are being transferred from Finance to Wastewater.

Operation and Maintenance of New Financial Systems - $1,655,989. 2000 marks the inception 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 O&M budget for 2000 is comprised of $405,989 in non-recurring expenditures that will be charged to the capital project, and $1,250,000 in on-going operational expenditures that are recovered via the financial services rates charge to County agencies.

Project Control Office - $159,876/2.00 FTEs. This item establishes a project control office role within the Procurement and Contract Services Division. The project control office will provide service to departments engaged in negotiating consulting contracts and change orders to construction contracts. The proposal is funded by charges to capital improvement projects that utilize the services.

Contracts Administrative Support - $85,841. This item provides term-limited administrative support for Contract Services. When the division is co-located, this body of work will be performed by the use of current FTEs in other sections of the division.

Accountant, District Court Distributions - $55,958/1.00 FTE. This position within the Financial Management Division will administer the fiduciary responsibilities resulting from the newly re-negotiated District Court Services contract with 24 cities. The new contract becomes effective January 1, 2000.

Accounting Technician, Travel Reimbursement - $40,431/1.00 FTE. This position within the Financial Management Division will administer new responsibilities resulting from legislative changes to the travel reimbursement policy requiring increased oversight and review.

Contracting Equity "Boost" Program - $141,537/2.00 FTEs. These positions within the Business Development and Contract Compliance Division will administer the Boost Program. The Boost Program has been developed in response to changes mandated by Washington State Initiative 200, to promote Disadvantaged Business Enterprises (DBE). The proposal is funded by charges to capital improvement projects that utilize the services.

Federal Title VI and DBE Program – $87,821/1.00 FTE. This position within the Business Development and Contract Compliance Division will support compliance with the requirements of the Federal Title VI and Disadvantaged Business Enterprise program. The proposal is funded by charges to County agencies using the division’s services.

Property System Replacement Study - $100,000. This item will provide resources for the Treasury Division to conduct a study to assess the property tax financial system and formulate a recommendation regarding possible replacement.

Operating Account Adjustments - $2,579. This is a series of minor adjustments to various operating accounts to better reflect projected expenditures at 2000 levels.

Central Rate Adjustments – $1,730,558. These are comprised of central rate changes in medical benefits, data processing, telecommunications, tenant rate adjustments, insurance, CX overhead, prosecuting attorney, and motor pool.

The Information and Telecommunications Services (ITS) division includes computer systems development, maintenance and processing; network services; strategic technology planning; telecommunications; and printing and graphic arts services. After completing its focus on Y2K issues, ITS will continue to:

• plan, develop, market and deliver a core set of information services and products that meet the business requirements of King County government, outlying cities, and other jurisdictions;
• provide technology leadership and enterprise-wide infrastructure to King County citizens and departments;
• improve ITS’s collaboration with King County agencies as an integral partner in our shared business environment;
• improve King County’s process for making IT investment decisions;
• develop ITS and county-wide IT standards;
• develop and utilize measurements to track and improve the reliability, quality, and performance of the infrastructure and services provided.

The Licensing and Regulatory Services (LARS) Division serves several functions: managing animal control issues, promoting responsible pet ownership, operating customer service centers throughout the County, and providing business, animal, marriage, and vehicle and vessel licenses. In 2000, the Division plans to implement a follow-up program for pet license renewals. A pilot version of this project, conducted in spring 1999, was extremely successful, resulting in the renewal of 946 pet licenses. The division will also manage the vehicle license-plate replacement program, which will serve as the process for the replacement of all older vehicle license plates. Finally, the division, which manages the mail delivery service for all County agencies, will add one new delivery van and driver to improve internal mail service delivery.

The Records and Elections Division will finish implementation of the Open Access Recording System (OARS) project. Citizens will be able to record documents at any of the seven Community Service Centers, rather than travelling to downtown Seattle to record business licenses, marriage certificates, and other recordable documents. Also, title companies will be able to submit documents for recording electronically, saving time and travel expenses to and from downtown. In addition, the OARS system allows for use of the Internet for grantee-grantor index data and electronic images.

The Elections section will conduct a Presidential Preference Primary Special Election on February 29, 2000, and the 2000 Presidential Primary and General Elections in the fall.

The Risk Management Division will continue to administer and provide quality risk management services to County agencies to help them minimize their property losses and to adjust citizen tort claims in a fair and timely manner. A continued emphasis will be placed on proactive loss prevention and control. Risk Management will review County agency operations and loss exposure and provide information and advice to agency management to help prevent and control their exposures to losses.

In 2000 the Division will fully implement a state of the art Risk Management Information System and new work processes to improve department productivity and the quality of service provided to Citizens and County agencies.

The Office of Civil Rights Enforcement (OCRE) enforces County ordinances prohibiting discrimination in housing, employment and public accommodations. OCRE also works to ensure that King County government programs, services and facilities are accessible to persons with disabilities. In 2000, OCRE will continue to develop partnerships with a variety of organizations and individuals, continue to explore the best ways of serving as a resource for community groups seeking to fight discrimination in the region, and implement a new Access database system designed to provide timely access to information. Another primary goal of OCRE is to improve the work lives of King County employees by providing educational materials and training for supervisors and employees in an effort toward establishing an enabling atmosphere.

Two predominantly volunteer organizations exist within the DIAS organization. The Board of Ethics (BOE) is a five-member citizen board with both advisory and quasi-judicial functions. The primary responsibilities of the BOE are to interpret the Code of Ethics through advisory opinions; administer financial and consultant disclosure requirements; and increase awareness of ethics issues through and education and training program. The BOE also hears appeals on findings by the Office of Citizen Complaints – Ombudsman.

The Civil Rights Commission (CRC), composed of sixteen citizen volunteers, serves in an advisory capacity to the County Executive and County Council on civil rights issues in the areas of contract compliance, disability access, employment, housing, minority/women business, and public accommodations.

The Office of Cable Communications (OCC) grants operating franchises to telecommunications providers requesting use of the County’s rights of way. The OCC follows policies and procedures set forth by King County and the Federal Communications Commission to ensure that customers are fairly served, that companies meet specific compliance standards, and that King County receives equitable reimbursement for allowing the use of its rights of way. Priorities for 2000 include moving forward with the INET project with the corollary construction of the fiber system, and the TCI/ATT cable system upgrade.

Administrative Staff Reorganization – ($45,769/1.00 FTE). This reorganization includes the creation of a new low org for the Civil Rights Commission and the corresponding consolidation of the existing civil rights commissioner position and associated program funding. This reorganization also results in the transfer of one existing OT III position from the Department of Information and Administrative Services to Licensing and Regulatory Services which presently has no administrative support.

Internal Staff Reorganizations - $147,876/2.00 FTEs. This reorganization transfers the existing Board of Ethics from LARS to DIAS, and also transfers one existing LAN Administrator position from LARS to DIAS. Relocating the LAN Administrator in DIAS will accomplish increased support and maintenance services to all agencies within DIAS. While these transfers increase the DIAS budget, the overall net increase to the County budget is $0.

Central Rate Adjustments – $73,561. These adjustments are comprised of central rate changes for the following services: medical benefits, ITS O&M, ITS Infrastructure, motor pool, DCFM, radio access, building modification, Finance and retirement.

1% Underexpenditure Contra – ($11,793). 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%.

Animal Control Environmental Barrier – ($81,000). The Environmental Barrier at the Kent Animal Shelter was completed in 1999. These funds will not be needed in 2000.

Vehicle License-Plate Replacement Project – $194,982/2.00 FTEs. State of Washington Substitute House Bill 1008 requires that all older vehicle license plates be replaced beginning in 2000. This addition will provide funding for increased staff, warehouse space and postage costs associated with storing license plates and notifying registered vehicle-owners about the new law.

Pet License Follow-Up Program - $46,045/1.00 FTE. This add will fund one FTE for follow-up with citizens who have not renewed their pet licenses. A pilot program in early 1999 proved contact with citizens in person and by phone is an effective method of obtaining pet license renewals.

PSQ Adjustment to Transportation/Equipment Fund - $2,090. This adjustment corrects the 2000 Proposed Status Quo (PSQ) Budget.

Internal Staff Reorganizations – ($102,107/1.00 FTE). These reorganizations include the transfer of the Board of Ethics to Information and Administrative Services, transfer of a LAN Administrator

to Information and Administrative Services, and transfer of one Office Technician III from Information and Administrative Services to Licensing and Regulatory Services.

Central Rate Adjustments – $36,562. This change is comprised of adjustments to the central rate charges for ITS services, motor pool, radio rates, building leases, finance rates and retirement rates.

Partial Underexpenditure Requirement – ($61,122). 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 of 1.75%.

Election Staffing Efficiencies – ($125,743/0.90 FTE). This reduction is to provide for a more efficient use of truly temporary and permanent part-time staff and for more efficient workflow allocations within the Elections Section.

Staff and Services Reductions – ($242,254/1.25 FTEs). This reduction includes elimination of a vacant Records Management position, reduction of the Public Disclosure Files maintenance position, reduction of postage requirements, the move of Archives and Records Management to the King County Administration Building, and a reduction of ITS Division Services.

Presidential Election Staff and Services Increase - $660,020/1.63 FTEs. Presidential elections traditionally have a larger voter turnout than other elections and require increased numbers of staff and services to accommodate the voters. This addition will ensure all voters are served in an efficient and timely manner.

Presidential Primary Special Election - $1,178,501. The quadrennial Presidential Primary Election is required by RCW 29.19.020 to determine the Washington State major political party representatives to the Presidential conventions. The election will be conducted on February 29, 2000. This addition is 100% revenue backed.

Absentee Ballot Projected Volume Increase - $243,256. In 2000, the Elections section expects a 25% increase in the number of voters who vote by absentee ballot, bringing the total to approximately 40% of the registered voters in King County. This addition will fund the increased costs for postage, printing, and miscellaneous services.

Election Worker Minimum Wage Increase - $168,727. In 1998, State Initiative 688 passed amending the minimum wage law. The minimum wage in 2000 will be $6.50 per hour. This addition funds the increase in minimum wage for election workers.

Records Staffing Needs - Workload Increase - $90,235/2.50 FTEs. This addition will provide 2.5 FTE to support on-going work in the Recorder’s Office. A large increase in the number of documents to be recorded has resulted in a backlog for several years. The additional staff will ensure the backlog does not continue.

Central Rate Adjustments - $146,841. This change is comprised of adjustments to the central rate charges for ITS services, motor pool, finance rates, retirement rates and industrial insurance rates.

Partial Underexpenditure Requirement – ($96,466). 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 of 1.75%.

Phase II and IV of Open Access Recording System (OARS) - $265,000. This addition will allow citizens to record documents at the county’s Community Service Centers, and allow title companies to submit images electronically for recording. The need for citizens to travel to downtown Seattle to submit documents for recording will be greatly reduced.

Central Rate Adjustments - $2,646. This change is comprised of adjustments to the central rate charges for CX Overhead, ITS services, debt service adjustments, finance rates, retirement rates and industrial insurance rates.

Loss Control Initiative - $100,000. The proactive loss control program and contingency funds are available to provide County agencies with resources to support loss prevention and loss control projects. The additional resources proposed in the 2000 budget increase the loss control contingency funds to $200,000.

Contract Officer - $59,781/1.00 FTE. This position will provide County agencies additional support in contract review, negotiation and risk evaluation.

New Claims System - $100,384. This item provides funds to augment and support the new Risk Management Information System (RMIS) that was implemented in 1999. Implementation of Phase II in 2000 will include an accounts payable interface and additional workstations for Transit and the County’s third-party claims administrator.

Insurance Premiums and Claims - $2,762,459. This item reflects the adjustment of the claims expenditure and insurance premium accounts based on actuarially projected loss levels and insurance contract renewals for 2000.

Central Rate Adjustments - $106,351. These are comprised of central rate changes in flex benefits, data processing, telecommunications, tenant rate adjustments, insurance, CX overhead, prosecuting attorney, and motor pool.

This section covers a group of miscellaneous, unrelated cost centers that do not belong to any one particular department. Budgets in this category include the State Auditor, the Boundary Review Board, Fund Transfers, Salary and Wage Contingency, Executive Contingency, Internal Support, Sales Tax Reserve Contingency, and the Miscellaneous Grants Fund. Listed below are the 2000 budgets for these agencies.

State Auditor - $551,989. The State Auditor’s 2000 budget increased by $30 as a result of central rate adjustments in ITS O&M and finance rates.

Boundary Review Board - $236,290/2.00 FTEs. The Boundary Review Board’s 2000 budget is reduced by a .50 FTE Office Assistant III and the implementation of central rate adjustments (flex benefits, ITS Infrastructure, motor pool, building modernization, finance, retirement, and a partial underexpenditure requirement of 1%).

Fund Transfers - $28,669,278. Fund Transfers provide Current Expense funding for programs budgeted in other funds. In 2000, CX transfer increases will help fund projects in Major Maintenance, Division of Alcoholism and Substance Abuse Services (DASAS), Developmental Disabilities, Employee Benefits, and Mental Health. CX Transfer decreases will occur in Airport, Department of Development and Environmental Services (DDES), Housing Opportunity, and Public Health.

Salary and Wage Contingency - $12,621,045. An 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 $4.8 million in 2000 to accommodate the increased cost of labor and the negotiated wage adjustments resulting from the implementation of new classifications and pay ranges as part of the Classification/Compensation Project.

Executive Contingency - $2,000,000. The 1999 Contingency included $1 million set aside for potential INS revenue losses from the Department of Adult Detention. The 2000 proposed appropriation returns the contingency to the historical level.

Internal Support - $5,294,472. This budget increased over the 1999 Adopted level due to increases in the Bus Pass Subsidy Program, a Finance Rate Adjustment, increases in Prosecuting Attorney Fees and a reserve for CX computer licensing priorities. There were small adjustments in Construction and Facility Management and Financial Services.

Sales Tax Reserve Contingency - $4,514,261. This budget is required to keep a reserve balance of $15,000,000. This proposed appropriation accommodates that required reserve level.

Miscellaneous Grants - $11,490,944/68.01 FTE. In the year 2000, King County will be the recipient of new grants, from Federal and State governments, in the amount of $11,490,944.