King County government is the largest provider of criminal justice services in the region. Police services are provided in all unincorporated areas of King County as well as in cities choosing to contract with King County for this purpose. Prosecution, defense, trial court and detention services are provided for all juvenile offense cases and all adult felony cases throughout King County. These same services are provided for adult misdemeanor cases in unincorporated areas of the County and in municipal jurisdictions choosing to contract with King County for these services.

As the population grows in King County, growing demands challenge the criminal justice system. New laws require enforcement, prosecution, and public defense resources. Increased sanctions for criminal behavior place additional demands on courts, jails and rehabilitation programs. King County will continue to focus on ensuring public safety, while pursuing long-range planning to ensure criminal justice services are not only efficient, but also effective in reducing criminal behavior in our communities.

The 2000 Budget emphasizes the effective management of resources necessary to respond to the steadily increasing demands on the criminal justice system, along with innovative ways of doing business to offer continued high quality services to King County citizens.

Department of Adult and Juvenile Detention — The Department of Adult and Juvenile Detention will focus on managing growing prisoner population and overtime expenditures. While the 1999 average daily population (ADP) was lower than projected, the proposed ADP for 2000 assumes that the growth rate will increase, but remain lower than the historical average over the last 15 years. Although this population was less than what was projected for 1999, the department is faced with the dual dilemma of housing inmates, while simultaneously managing a major King County Correctional Facility (KCCF) remodel that will displace a total of 352 inmates to the Regional Justice Center Detention Facility (RJC). As part of a reorganization, the Detention division of the Department of Youth Services now falls under the former Department of Adult Detention and now named the Department of Adult and Juvenile Detention.

The 2000 Adopted Budget includes funding to open up the Office of Jail Planning which will look at new capacity for the next six years in conjunction with the operational master planning process. It will serve the Executive, County Council, Adult and Juvenile Detention and other criminal justice agencies by providing timely analyses and recommendations for proceeding with each stage of planning, the possible expansion of the North Rehabilitation Facility, and community corrections. One of the main focuses in 2000 of the Office of Jail Planning will be to analyze the jail inmate population, develop a profile of the population (trends, changes, characteristics), and assess current criminal justice operations and initiatives.

The King County detention facilities have experienced an increase in the level and types of mentally ill and substance-abusing inmates over the last several years. These special populations are increasing at a faster rate than the general population. Jail time for these populations are occurring more often and are increasing in duration. The department is hopeful that new programs and services for mentally ill offenders will help moderate the number of inmates in custody.

The Hammer lawsuit settlement resolved many of the long-standing issues associated with correction facility crowding, but the settlement conditions continue to require the department to maintain minimal levels of staffing in most day-to-day posts. The department will have to work aggressively and creatively to manage the prisoner population within budgeted resources and available capacity

District Court — The King County District Court is committed to establishing innovative services that meet the evolving needs of the region. In 2000, District Court will provide service to seventeen cities under a newly negotiated contract for municipal court services. The new contract creates the foundation for a long-term, cooperative relationship with all contracting cities.

As all of the law, safety and justice agencies struggle to accommodate more intensive workloads. District Court continues to face a significant challenge to meet the demands of changes in legislation, such as the more stringent penalties required in DUI convictions. The 2000 Adopted Budget augments the County’s efforts to ensure public safety by enforcing offender accountability through District Court’s probation compliance program, which ensures convicted defendants are meeting all court conditions. In addition, the Court will update court records on a more timely basis and track warrants and no contact orders which will enhance the Court’s effectiveness.

In 2000, the Court will continue to strive to improve its service levels. Following up on earlier work, which evaluated the core functions, District Court will create and implement a comprehensive performance measurement system. In addition, the Court will continue to work with other criminal justice agencies and the general public to improve court services.

Department of Judicial Administration — The Department of Judicial Administration (DJA) plays an important leadership role in the County’s law, safety, and justice system by maintaining records, providing access to case files, compiling and reporting statistics, scheduling cases, managing special programs and grants, and accounting for fee and court fine revenue collection for Superior Court cases. To effectively keep pace with the burgeoning growth of the law, safety, and justice system, the responsibilities assumed by Judicial Administration have become increasingly important. Judicial Administration continues to expand its technological "connectivity" in order to provide expedient access to legal documents and scheduling information. With a fully operational system, attorneys will be able to file court papers electronically from remote locations, Judicial Administration will require less space to store Court records, and the Court’s clientele will be able to access court files in a more timely fashion.

The Office of Public Defense — The Office of Public Defense (OPD) forecasts increases in the number of felony, drug court, dependency, and contempt of court cases filed in 2000. By contrast, OPD also forecasts a caseload decrease in misdemeanors, juvenile, and involuntary commitment filings. The 2000 Adopted Budget focuses on providing sufficient resources to cover the workload changes.

Funding is also included to implement increases for non-legal support staff and for assigned counsel. $99,000 is included as the first increment of a four-year phase-in strategy for non-legal staff salary increases. This request is based on a comparison between private market salary rates and non-legal staff salary rates of King County’s four contracted defender agencies. The intent is to supply a comparable rate increase in an effort to retain qualified staff and to recruit and hire adequately qualified replacement staff. In addition, $184,478 is included to increase rates for assigned counsel. This funding is the first increment of a five-year phase-in plan to increase rates of pay for assigned counsel in felony, misdemeanor, and civil cases.

OPD administrative responsibilities have increased dramatically in recent years. The 2000 Adopted Budget adds a staff position to provide OPD more effective levels of representation, planning, and evaluation when programs and operational changes have system-wide impacts.

Finally, OPD experienced significant increases in Assigned Counsel, Expert Witness, defender agency lease costs, and general legal costs as of mid-year 1999. These increases required a supplemental appropriation in 1999. This appropriation has been incorporated into the 2000 Adopted Budget.

The Prosecuting Attorney’s Office (PAO) — The 2000 Adopted Budget for the Prosecuting Attorney’s Office (PAO) seeks to maintain the PAO’s ability to continually find new ways to improve efficiency. Although the Adopted Budget does not include an increase in the number of Criminal Division attorneys, internal staffing changes will focus existing deputies in the most effective areas. The 2000 Adopted Budget does include additional victim advocates for the Victim Assistance and Domestic Violence Units.

The Prosecuting Attorney’s Civil Division has also experienced workload increases. In particular, the County has been the subject of an increasing number of natural resources and labor-related lawsuits over the past few years. The 2000 Adopted Budget adds three new natural resources-related positions to the PAO’s Civil Division to deal with water, wastewater and parks related issues, and an employment specialist in the Transit Section to improve the Office’s ability to respond to lawsuits on behalf of the County. In addition, the Adopted Budget includes two positions to provide support to Becca Bill truancy and employment-related issues.

In addition, the Civil Division continues to see workload growth associated with the listing of the Puget Sound Chinook Salmon for protection under the Federal Endangered Species Act, and the potential listing of other species. The PAO will provide legal advice and counsel to the County departments who are implementing plans in response to this designation.

Sheriff’s Office — The 2000 Adopted Budget for the Sheriff’s Office reflects funding sufficient to allow the Sheriff to serve King County communities efficiently, effectively and creatively. The budget will maintain police services to prevent and control crime, a key component in the quality of life that the residents of King County expect. A large part of the Sheriff’s Office community-oriented policing and problem solving philosophy is placed in the contracting of police services to partners throughout the county. It provides a seamless, regional provision of public safety services while maintaining local identity and control, and is one of the most successful public safety partnership arrangements in the country.

The 2000 Adopted Budget supports the Sheriff’s Office’s contracting efforts. In 1999, the Sheriff’s Office began contracting partnerships with the cities of Carnation, Newcastle and Sammamish, bringing to thirteen the number of cities King County provides police services to on a contract basis. In addition, the budget contains a marked increase in the number of officers serving the Metro-Transit Division. Finally, the Sound Transit System has selected the King County Sheriff’s Office as the primary provider of security services to its three county service area. This budget fully supports these positions in bringing experienced, efficient police services to new cities, and other contracting partners.

The 2000 Adopted Budget also responds to the problem of homeless sex offenders. There are approximately 132 homeless registered sex offenders living in King County. Recent changes in state law have resulted in the need for closer scrutiny of these offenders by the King County Sheriff’s Office. The 2000 Adopted Budget provides additional staffing to the Registered Sex Offenders Unit.

Finally, three significant upgrades to the facilities used by the Department are planned. First, the King County Regional Communications and Emergency Coordination Center will be a 24 hour emergency call taking and dispatch for police response and serve as the planning/coordination hub for emergency operations during a disaster. It will be built specifically to withstand a major earthquake or other natural disaster and remain functional. Second, the Evidence Storage Unit will be leaving their cramped, inadequate, and inefficient space in the Courthouse, for a building that will provide significant improvements in the holding and tracking of evidence. Third, the Automated Fingerprint Identification System (AFIS) will consolidate their dispersed offices and workspaces into the fully remodeled space vacated by Evidence Storage.

Superior Court — The 2000 Adopted Budget for Superior Court increases judicial resources through implementing the recommendations of the Interbranch Protocol Committee. These recommendations are to create the fiftieth Superior Court judgeship in response to an increasing criminal caseload.

In consideration of a joint proposal from the Executive and the Superior Court, the 2000 Adopted Budget reorganizes the three major operational functions of the Department of Youth Services and places them within a different administrative structure. Under the reorganization, juvenile court services are transferred to Superior Court, juvenile detention is administered by the Department of Adult and Juvenile Detention, and responsibility for maintenance of the juvenile detention and court facilities is handled by the Department of Construction and Facility Management. In accordance with the applicable statutes, the Superior Court Judges approved this reorganization on September 27, 1999. Please see the Department of Youth Services section for details.

In addition, a number of initiatives in the 2000 Adopted Budget are geared towards resolving equity or fairness issues in terms of providing comparable pay for Superior Court staff and establishing permanent full-time equivalent positions for ongoing temporary employees.

The Department of Youth Services — In consideration of a joint proposal from the Executive and the Superior Court, the 2000 Adopted Budget reorganizes the three major operational functions of the Department of Youth Services (DYS) and places them within a different administrative structure. Under the reorganization, juvenile court services are transferred to Superior Court, juvenile detention is administered by the Department of Adult and Juvenile Detention (DAJD), and responsibility for maintenance of the juvenile detention and court facilities is handled by the Department of Construction and Facility Management (DCFM). In accordance with the applicable statutes, the Superior Court Judges approved this reorganization on September 27, 1999.

The structural change will improve the management of the two major functions of the former DYS. Juvenile probation counselors, who function as officers of the court, are responsible for enforcing judges’ court orders and are better managed under the direct supervision of the Court. Juvenile detention, though it will always remain completely separate from adult detention, is better managed under the umbrella of an organization whose main mission is operating a twenty-four hour, seven-day-a-week institution, and which has the management skills needed to oversee such a work force. DAJD is uniquely suited to deal with the personnel issues and workforce scheduling issues of juvenile detention.

Juvenile detention will continue to be staffed by people who are specialists in juvenile corrections. Federal law requires that juveniles and adults be confined separately and supervised by different staff. Separate facilities and separate staffing will continue. Equally important, juvenile detention’s mission, methods, and programming continues to be guided by national juvenile correctional standards and best practices. Detention continues to work closely with probation and with other agencies that provide treatment, social services, and alternatives to secure detention.

As a method of increasing accountability for their actions, juveniles sentenced to community supervision will be required to pay a portion of their supervision costs. The Adopted base fees are $25 per month for low-risk offenders, and $50 per month for medium-risk and high-risk offenders. The Superior Court will use a sliding scale for fees based on ability to pay, and use financial data from the Office of Public Defense to assess the offender’s ability to pay the fees.

In 1998, the County began development of a Juvenile Justice Operational Master Plan, working intensely with other criminal justice agencies, elected officials and the community to define a long-term vision for juvenile justice in King County. Building on the creativity and momentum generated in Phase I, the County began Phase II of the Plan. Phase II includes six elements: an analysis of the County’s at-risk youth population, an analysis of potential changes and programs for the juvenile justice system to respond to these youth, a forecast which will analyze staffing and resources required for various scenarios, identification of the roles and responsibilities of affected systems and agencies, recommendations for the most feasible strategies, and the identification of indicators and performance measures to help measure progress and evaluate outcomes. Phase II is expected to be complete in February 2000. Based on the recommendations of the Phase II process, a Phase III Facility Master Plan may be developed, with the process starting in 2000.

Adult & Juvenile Detention’s principal efforts will continue to focus on managing a growing prisoner population and overtime expenditures. The department will continue to play a major role in the Executive’s efforts to forestall the need to construct and operate a second Regional Justice Center before it is absolutely necessary.

The 1999 Adult Adopted ADP of 3,013 has been revised to 2,810 because of decline in the growth rate. The Adopted ADP of 2,951 for the budget year assumes that the growth rate will rebound to approximately 5% compared to the historical average over the last 15 years of 6.8%.

While the 2000 Adopted ADP is less than what was projected for 1999, the department is faced with the dual dilemma of housing adult inmates, while simultaneously handling a major King County Correctional Facility (KCCF) remodel that will displace a total of 352 inmates to the Regional Justice Center Detention Facility (RJC).

The implementation of the Security Electronics Project will have an impact on overtime, as the match between classification and capacity and other related operational requirements including court appearances will require many special transports and routine shifts of housing assignments in many areas within both the KCCF and the RJC. The cost of implementation of this project will, however, be offset in the future as the remodel eliminates the need for 17 FTEs in the department.

It is anticipated that the double-bunking at RJC will begin with the KCCF Security Electronics remodel implementation. The major staffing assumption regarding double-bunking is that once an additional inmate is placed in a cell, a second officer will be assigned to the unit. RJC will double-staff first and second shifts while the third shift will be a dedicated post at the present staffing level. The INS unit will be double-bunked to raise additional contract revenues with a modest increase in operating costs.

The Hammer lawsuit settlement resolved many of the long-standing issues associated with crowding, but the settlement conditions continue to require the department to maintain minimal levels of staffing in most day-to-day posts. The department will have to work aggressively and creatively to manage the growing prisoner population within budgeted resources and available capacity.

Adult and Juvenile Detention will continue to support King County's initiatives to forestall the need to open another jail for several years. The Adopted Budget includes planning funds (from the RJC Levy Fund Balance) to assist in this effort.

The King County detention facilities have experienced an increase in the level and types of mentally ill and substance-abusing inmates over the last several years. These special populations are increasing at a faster rate than the general population. Stays in the jail for these populations are occurring more often and are increasing in duration. The department is hopeful that new programs and services for mentally ill offenders will help moderate the number of inmates in custody as well as the resources necessary to provide for their and others’ safety.

Work Crew Program Reduction - ($60,000). The work-crew program, which covers about 10 inmates supervised by the State Department of Corrections, will be eliminated as it is determined to be not cost-effective. Most of these inmates will be absorbed into the in-house local work crew operation.

Remodel Savings/Floor Closure – ($54,252). Due to the implementation of the Security Electronics project, the remodeled 10^th floor at the King County Correctional Facility will result in overtime cost savings. The full benefits of the project will occur beginning the year 2001.

Facility Supplies - ($62,240). This reduction is due to cost savings in inmate food and personal supplies as a result of lower Average Daily Population projected for year 2000. The Adopted Budget contains resources for an ADP of 2,951 compared to 3,013 in the 1999 Budget.

Revenue Increases - $1,268,444. In lieu of expenditure reductions to meet the required target reductions, the budget also proposes to bring additional revenues above the level of the Base Budget from two federal revenue sources: namely The State Criminal Alien Assistance Program, $599,978 and The Immigration and Naturalization Service, $668,466.

Overtime - $199,635. Required additional overtime resources are based on projected inmate population, available staffing, inmate classification blend and other operating and workload factors. This add does not include overtime required to manage the implementation of the Security Electronics Project.

OSHA/WISHA Respiratory Protection - $253,215 /1 FTE. This funding is needed to implement the new respiratory protection standards established by federal and state government requirements (Occupational Safety Hazards Agency and Washington Industrial Safety Health Act) effective June 1999.

Legal Pro Se Services - $57,730. This required additional library services funding is to assist the inmates in the preparation and filing of meaningful legal papers in exercising their right to self-representation. The expanded contract with the King County Library System will provide the inmates with adequate law library resources and/or adequate assistance from persons trained in the law.

Office of Jail Planning - $210,211 /3.5 FTE. Estimated planning funds necessary to construct and activate four new units at the Regional Justice Center. This add will be supported by the RJC Levy Fund. The four positions needed for the planning efforts are: Project Manager, Program Analyst III, Captain, and Office Technician III.

Court Detail Correction Officer – $14,994 /1 FTE. This position is to transport the inmates with criminal charges who warrant a mental health review at Western State Hospital. The cost of the new position is partially offset by a reduction in overtime costs.

Video Court Maintenance - $16,088. To fund the maintenance costs of the existing video court program at the Regional Justice Center.

Bureau of Justice Assistance Grant Match - $31,953. This amount is the County match for the county criminal justice programs funded by the Bureau of Justice Assistance Local Law Enforcement grant.

Major Maintenance Sinking Fund - $50,749. Required additional contribution to address major facility maintenance needs of the department on a long term basis. The total 2000 funding is $1,742,377.

Inmate Welfare Fund - $500,000. An increase in the collect-call tariff charged by US West makes it possible to enhance the inmate-funded program instituted for the welfare of the inmates.

Population Management/Security Electronics - $1,177,470/1.42 FTE. Required to double-bunk the Regional Justice Center due to the implementation of the Security Electronics Remodel, the closure of one floor at a time at King County Correctional Center, and the movement of up to 352 inmates from KCCF to RJC. The expenditure in 2000 is fully revenue-backed by receipts from a contract for $1,138,868 to house INS prisoners and from RJC Levy proceeds in the amount of $38,602.

North Rehabilitation Facility - ($297,366). Change in operating costs transferred to the North Rehabilitation Facility to operate the alternative detention facility.

Jail Health Services- ($528,898). Change in operating costs transferred to the Department of Public Health for providing health services at both the detention facilities.

Facilities Management Tenant O & M Costs - ($1,117,976). This reflects the change in the level of funding transferred to DCFM operating budget for the operation and maintenance of County-owned Adult Detention facilities [CX, ($626,981); CJ, ($490,995)].

Salary and Benefit Adjustments – ($79,390). The estimated salary and benefit changes for all positions within Adult and Juvenile Detention is calculated at $1,341,054. The adjustment reflects the difference between the current estimated additional need and $1,420,444 earmarked in the proposed status quo budget under the contingency account.

Term Limited Temporary - $ 0 /1 TLT. To establish two half-time term-limited positions using funding within the base budget to address workload needs.

Central Rate Adjustments - ($398,113). The central rate adjustments are composed of Flex Benefits, ($89,856); Retirement Rate Adjustment, $15,328; Industrial Insurance Rate Adjustment, ($2,751); ITS, $41,568; Motor Pool Rate, ($16,587); Insurance Charges, ($372,684); Radio Communication Access, $2,075; and Finance Rate, $24,794.

Partial Underexpenditure Requirement - ($816,106). The 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 it is a change in that the contra 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 transfer from Adult Detention to NRF and Jail Health budgets will also be reduced by 1% from the budgeted level.

King County District Court continues to work in partnership with the other branches of government to provide the public with high quality criminal justice services. District Court is committed to establishing innovative services that meet the evolving needs of the region by developing specialized programs that address problems such as domestic violence, mental illness and driving under the influence (DUI) offenses.

As law, safety and justice agencies struggle to accommodate more intensive workloads, District Court in particular also faces a significant challenge to meet the demands of changes in legislation, such as the more stringent penalties required in DUI convictions. The Court’s 2000 Budget augments the County’s efforts to ensure public safety by enforcing offender accountability. Specifically, the Court will expand its probation compliance program, which ensures convicted defendants are meeting all court conditions. In addition, the Court will update court records on a more timely basis and track warrants and no contact orders which will enhance the Court’s effectiveness. In the coming year District Court will also provide service to seventeen cities under a newly negotiated contract for municipal court services. The new contract creates the foundation for a long-term, cooperative relationship with all contracting cities.

Following up on earlier work, which evaluated core functions, District Court will create and implement a comprehensive performance measurement system. In addition, the Court will continue to work with other criminal justice agencies and the general public to improve court services. For example, the District Court will participate in a multi-agency effort to reduce the problem of defendants who fail to appear for court.

In 2000, the focus of District Court’s efforts will continue to be the provision of accessible and efficient service.

Implement New City Contracts - $145,396. Under the newly signed city contract which takes effect January 1, 2000, District Court is now responsible for paying 100% of interpreter costs for City filed cases and 50% of jury costs for City filed cases. These are additional costs that District Court will incur as a result of this service change. However, the revenue that would ordinarily be generated from case filings will lag below current levels for a number of years. Under the old contract, filing fees were remitted up-front as cases were filed. However, with the new contract, revenues are divided (75% County/25% City) and remitted as they are collected, which may be a number of years after the case was filed. This contractual change will result in a temporary lag in revenues where old cases are still being processed but revenues are not yet being received for the new cases.

Legal Mandates and Revenue Enhancements - $125,235/ 3.50 FTE. This request responds to the recent Clerical Staffing study, which indicated that with additional staffing District Court could better provide mandatory services. Of note is an improved ability to avoid potential liability through creating a tracking system for bench warrants and no contact orders, enhanced opportunity to update court records within 24 hours, and the added maintenance of revenue collection through focusing on reminder notices and decreasing unnecessary booking and arrests on warrants.

Clerks Labor Settlement Costs - $218,129. Implements the incremental difference between the results of a recent Labor Settlement for Court Clerical staff and what is centrally reserved. This amount is the ongoing impact of the 1999 COLA/Step Increases. The increases attributable to the 2000 COLA/Step Increases and to Class/Comp are reserved centrally.

Passport Acceptance Program - $118,925/4.00 FTE. The Court will expand its revenue-backed Passport Acceptance program begun in 1999 to all Divisions. Fees charged for providing Passport Acceptance services at the local District Court sites will allow the Court to generate revenues to support additional staffing.

Expand Probation Compliance - $104,088/3.00 FTE. This revenue-backed item would add Probation Monitoring Clerks to monitor conditions imposed by the Court such as Alcohol Information School or Defensive Driving School. These types of offenders do not need active probation supervision, but the Court believes that they do need to be monitored to ensure compliance with all conditions imposed by the court.

Judicial Salary Increase - $129,326. All judicial salaries have been increased in accordance with the Washington Citizens Commission’s recommendations on salaries for elected officials. This incremental change captures the final decision made by the Commission and exceeds the $186,428 previously included in the 2000 Base Increment (Proposed Status Quo Development Phase).

Central Rates - $ 81,760. This series of adjustments captures the net effect of countywide charges including benefits (including flex-medical, retirement, and industrial insurance); technology O&M and infrastructure; motor pool; facilities maintenance and space rental/lease; and, finance rates.

2000 Underexpenditure Assumption - ($187,069). 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 it is a change in that the contra 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 Department of Judicial Administration’s 2000 Budget reflects the continued emphasis on meeting customer needs through the provision of responsive adult and juvenile justice services. The Department of Judicial Administration (DJA) plays an important leadership role in the County’s law, safety, and justice system by maintaining records, providing access to case files, compiling and reporting statistics, scheduling cases, managing special programs and grants, and accounting for fee and court fine revenue collection for felony and juvenile cases. In addition, DJA performs a valuable coordination service for other County law safety and justice agencies, local and State jurisdictions, and a variety of criminal justice groups in the community.

To effectively keep pace with the burgeoning growth of the law, safety, and justice system, the responsibilities assumed by Judicial Administration have become increasingly important. In response to these pressures, Judicial Administration continues to expand its technological "connectivity" in order to provide expedient access to legal documents and scheduling information. With a fully operational system, attorneys will be able to file court papers electronically from remote locations, Judicial Administration will require less space to store Court records, and the Court’s clientele will be able to access court files in a more timely fashion.

Postage Reduction on Mandated Dismissal Notices - ($6,930). This service reduction would require a change in the King County Local Court Rules to have DJA forego the practice of reminding parties by mail that their case is soon to be dismissed. The Superior Court Judges have been briefed on this proposed change. A change in the local rule could be implemented on an emergency basis to assure no delay in achieving the savings.

Close DJA Satellite Office on Eastside - ($29,283/0.50 FTE). Because the volume of workload at DJA’s Satellite Office at Bellevue District Court does not merit the presence of clerical staff on a day to day basis, the half-time Office Technician position that normally provides clerical support will be eliminated. Instead, DJA will continue to provide clerical staffing only on the alternate Wednesdays when the Court Commissioner hears cases on the Eastside.

Electronic Court Records Staff Reduction - ($35,220/1.00 TLT). This efficiency staffing reduction builds on DJA’s ongoing process of converting records to electronic file storage. The positions represent a mid-year implementation, so the ongoing impact in 2001 and beyond would total $70,440 in annualized expenditures.

Support Positions for New Judge – $118,742/3.00 FTE. One Court Clerk position and two Office Technician I positions are required to support the Protocol Committee recommendation of the addition of one new judgeship in January 2000. The Clerk provides courtroom coverage and Office Technicians are used to complete the resulting tasks associated with moving cases through the system more rapidly.

Court Clerk Vacation Coverage Addition – $40,779/1.00 FTE. Presently the staffing of Court Clerks within the Department of Judicial Administration is insufficient to allow existing staff to take vacations, which are guaranteed under the terms of the Clerks’ labor agreement with the County. Adding one full-time equivalent position would allow coverage for Court clerks to use accrued vacation or leave.

Record Hearings-Family Court/Ex-Parte – $65,665/1.00 FTE. By statute, recorded transcripts of hearings before a magistrate must be maintained, according to RCW 2.24.050, which states that revisions to the court commissioner’s ruling shall be based upon the record of the case. Once the proceeding is captured on tape, it must then be stored, and available for retrieval and copying. By adding this position, DJA would be in a position to comply with the State’s requirement. Currently, there is no record of live testimony before the commissioners that can be used as evidence. As a result, cases that require revision must be reviewed again by a Superior Court judge.

Replacing Microfilm Reader/Printers-Public Access - $32,460. Microfilm reader/printers are used by the public to view and print archive cases that are in microfilm format. DJA’s three oldest microfilm reader/printers are heavily used and have been in use for over six years. Each machine was intended to produce up to 175,000 copies. Currently, these machines, which have produced more than 200,000 copies each, have surpassed their useful life.

Electronic Court Record Infrastructure Upgrade - $61,491. This component of DJA’s overall technology needs list is deemed the most critical in terms of bringing key components of hardware up to electronic court record (ECR) capability. DJA is undergoing a major transformation in how it does business, from paper record to documents stored as electronic images and moving from a myriad of small database applications to a more centralized platform, with links to other data sources both within and without DJA. To make these sweeping changes in business practices, without hiring additional staff, requires a major upgrade to the general computer infrastructure, in order that necessary and up-to-date software can be run. This item is designed to provide the needed infrastructure upgrades by replacing the first phase of personal computers throughout DJA.

Law Library - $62,233. The King County Law Library sites in the downtown Seattle County Courthouse and the Regional Justice Center (RJC) in Kent will have $100,000 in base funding in the Executive’s Adopted 2000 Budget. Additional support of $62,233 for Law Library operations will be provided on a one-year only basis to address present financial obligations, which are outstripping revenues primarily as a result of the increased cost of publications. The Law Library will continue to seek statutory approval for additional revenue generating capacity from filing fees.

Collection of Criminal Legal Financial Obligations (LFO) - $105,132/2.00 FTE. Each year, the Department of Corrections (DOC) terminates supervision and collection of more than 1,500 cases. Most of those cases have unpaid court costs. The Legal Financial Obligations (LFO) collection program would increase revenue for the county by using 1.00 FTE dedicated to the collection of the LFOs from cases that are terminated by DOC. This method has been proven successful in other jurisdictions, with 150-200% return in the revenue to the county from court costs.

Electronic Court Record Filing/Access - 2.00 TLT. These positions will support the phased ECR Program through a loan-out labor arrangement with the Technology Bond funded project.

Central Rates - ($137,705). This series of adjustments captures the net effect of countywide charges including benefits (including flex-medical, retirement, and industrial insurance); technology O&M and infrastructure; motor pool; facilities maintenance and space rental/lease, and finance rates.

2000 Underexpenditure Assumption - ($111,622). The 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 it is a change in that the contra 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 2000 Adopted Budget for the Prosecuting Attorney’s Office (PAO) seeks to maintain the PAO’s ability to continue to find new ways to improve efficiency. Although the Adopted Budget does not include an increase in the number of Criminal Division attorneys, internal staffing changes will focus existing deputies in the most effective areas.

The 2000 Budget will allow the Prosecuting Attorney’s Office (PAO) to hire additional victim advocates for the Victim Assistance and Domestic Violence Units. The PAO is receiving increased funding from the Victim Penalty Assessment fines charged to convicted felons and gross misdemeanants, based on the State Legislature’s 1996 action increasing the fine from $100 to $500.

The Prosecuting Attorney’s Civil Division has also experienced workload increases. In particular, the County has been the subject of an increasing number of natural resources and labor-related lawsuits over the past few years. The 2000 Adopted Budget adds three new natural resources related positions to the PAO’s Civil Division to deal with water, wastewater and parks related issues, and an employment specialist in the Transit Section to improve the Office’s ability to respond to lawsuits on behalf of the County. In addition, the Adopted Budget includes of two positions to provide support to Becca Bill truancy issues and employment related issues.

The PAO’s Civil Division also continues to see workload growth associated with the listing of the Puget Sound Chinook Salmon for protection under the Federal Endangered Species Act, and the potential listing of other species. The PAO will provide legal advice and counsel to the County departments who are implementing plans in response to this designation.

Salary Contra – ($330,000). The 2000 Adopted Budget for the PAO includes a contra based on historical turnover rates, average salaries, and average hiring time.

Crime Victim Advocates - $126,122/3.0 FTE. The Prosecuting Attorney’s Office will add three Crime Victim Advocates in 2000 to handle victim restitution, juvenile court, and domestic violence cases, funded from the Crime Victim Compensation fund.

Civil Division Enhancements - $306,809/3.0 FTE. This package adds four positions to the PAO’s Civil Division (3.0 FTEs and 1.0 one-year TLT). In recent years, the County has been the subject of an increasing number of labor-related lawsuits. The PAO is adding one deputy to the Employment Section devoted exclusively to the Department of Transportation’s labor related issues. In addition, funding is included to add two positions to handle legal issues surrounding water and waste water issues in the Department of Natural Resources. Furthermore, the Department of Development and Environmental Services and the Parks Department are jointly funding a one-year TLT deputy to handle increased land acquisition issues.

Drug Forfeiture Fund Deputies – ($86,196)/1.0 FTE. The 2000 Adopted Budget annualizes a new Deputy Attorney backed by revenue from drug property seizures, while clarifying funding for an existing Deputy Attorney. As a technical note, while the Budget Office has shown this item as an increase in FTE authority in the PAO, a contra equal to the salary and benefits of both the new and the existing Deputy Attorney was placed in the PAO budget to correctly show the expenditure from the Drug Forfeiture fund, rather than the Current Expense fund. This change was done to prevent the appearance of "double budgeting" the positions, and results in an apparent decrease of $86,169. A corresponding decrease in PAO revenues was also shown. The cost of the two positions is budgeted in the Sheriff’s Drug Forfeiture fund.

Central Rate Changes – ($21,960). The 2000 Adopted Budget includes a net reduction for central rates including benefit rate changes, ITS charges, motor pool rates, County owned space charges, insurance, finance, and lease changes.

Partial Underexpenditure Assumption – ($331,491). The 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 it is a change in that the contra 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%.

Annual Salary Adjustment – ($31,518). The 2000 Adopted Budget includes a reduction to the PSQ Budget to adjust the cost of the Prosecuting Attorney’s 2000 salary plan to the anticipated actual expenditure level.

Annualization of 1999 Positions – $143,076/2.0 FTE. The PAO created two positions in 1999 following the 2000 PSQ Budget adjustments. The first position, $42,952, is a Civil Division paralegal funded half from Solid Waste and half from the Airport. Secondly, the 2000 Adopted Budget includes a Senior Deputy position, $100,124, to focus on labor related issues. In addition, the 2000 Adopted Budget includes a grant funded (Becca Bill) deputy to deal with truancy issues. Both the funding and FTE for this position are displayed in the Grants Fund.

Operating Account Increases – $100,000. The 2000 Adopted Budget includes an increase to certain operating accounts that have historically been overspent. These accounts include witness expense, supplies, private auto mileage, and electronic data processing supplies.

Contra Restoration - $300,000. The 2000 PSQ Budget inadvertently included a ($300,000) contra to the PAO’s budget, carried over from the 1999 Adopted Budget. This item removes the contra.

Updated: June 28, 2000