Public defense/Community

Issues and Priorities

The responsibilities of the Office of Public Defense (OPD) include screening clients for financial eligibility; attorney case assignments; and negotiation and administration of contracts with four non-profit public defense law firms. These firms provide the majority of defense services to King County’s indigent population.

Based on workload forecasts and financial realities, OPD is proposing a number of significant changes in 2000. OPD will transfer the dependency caseload that had previously been handled by Assigned Counsel to the Associated Counsel for the Accused. OPD's budget also responds to caseload decreases in Misdemeanor, Juvenile, and ITA filings with an appropriate budget reduction.

OPD is forecasting increases in the number of felony, drug court, dependency, and contempt of court cases that will be filed in 2000. This factor, along with defender agency COLA requirements, lease increases, and non-legal staff salary increases has contributed to OPD's request for extra funds to maintain adequate defense services in 2000.

The administrative responsibilities of OPD have increased dramatically in recent years. This has prompted OPD to request expenditure and FTE authority for a Program Analyst II. This position will offer OPD more effective levels of representation, planning, and evaluation as well as provide other County agencies a better grasp of OPD needs and issues when planning programs and operational changes that 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 Budget.

Workload Reduction - ($795,581). This reduction responds to 1999 workload reduction trends caused by projected caseload decreases in Misdemeanor, Juvenile, and ITA filings.

Dependency Case Transfer to Agency - ($107,791). The Department is transferring one caseload (180 credits) of dependency work from Assigned Counsel to Associated Counsel for the Accused (ACA) resulting in a net savings of $107,791.

Felony, Juvenile, Drug Court, & Contempt of Court Workload Growth - $817,581. Based on observed 1999 caseload increases, OPD is forecasting increases in the number of felony, drug court, dependency, and contempt of court cases that will be filed in 2000. Contempt of court cases are primarily cases against parents who have failed to meet court ordered child support payments.

Defender Agency Cost of Living Increase - $380,782. This add will fund a 2% COLA increase for 2000 for defender agency attorneys and staff.

Rent Increase for Agencies - $124,358. This increase is to cover the rent and building maintenance costs of three of the four defender agencies. The rent increase for the fourth agency was built into the base budget.

OPD Staff Increase / Program Analyst II - $55,737/1.0 FTE. The administrative responsibilities of OPD have increased dramatically in recent years. A program analyst will ensure that day-to-day functions such as OPD agency representation and planning/ analysis operations will be more effective.

Non-Legal Staff Salary Increase - $99,000. This salary increase is the first increment of a 4-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.

Assigned Counsel Rate Increase - $184,478. Based on a 1999 Budget Proviso request to solicit pay rate information from assigned counsel, OPD has recommended that attorneys in criminal/felony cases have increased rates of $50 per hour, misdemeanor attorneys be paid $45 per hour, and attorneys in civil cases be paid $40 per hour. This rate increase will be phased in over 5 years and will be based on 1999 Adopted rates.

CX Revenue-Backed Adds - $5,658. This item is the net sum of all of OPD’s CX Revenue- Backed Adds. These include: CX Revenue-Backed ITA Workload Growth, Revenue-Backed Defender COLA Increase, CX Revenue-Backed ITA & SMC Assigned Counsel Rate Increase, and CX Revenue-Backed ITA Increases for Defender Agencies / Rent and Capital.

Non-CX Revenue Backed Adds - $1,678. This item is the net sum of all of OPD’s non-CX Revenue Backed Adds. These include: Non-CX Revenue-Backed CJ COLA for Mental Health Court and Non-CX Revenue-Backed CJ Teamchild Program Increase.

Attorney COLA, Attrition, and Salary Maintenance - $106,392. This OPD request accommodates the 2% COLA, attrition, and appropriate salary maintenance funds for defender agency attorneys.

Annualization of 1999 Supplemental - $1,008,547. This supplemental annualization includes both CX and revenue-backed supplemental requests for Assigned Counsel, Expert Witness, defender agency lease costs, and general legal costs. The CX-backed portion is $423,622 and the revenue-backed portion is $584,925.

Moving BECCA Appropriation to Grants Fund – ($650,961). In 1999 the Becca funds were set up in a Grant Fund. However, the funds were also included in OPD’s 2000 CX appropriation in the base budget. This Technical Adjustment removes that appropriation from the CX fund and moves it to the Grants Fund.

Underexpenditure Contra – ($17,955). 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 underexpenditure amount for OPD has been calculated on the administrative portion of its budget only.

Central Rate Adjustments – $14,446. This item includes the net effect of all central rate adjustments such as ITS data processing and telecommunications, finance, motor pool, and flex benefits.

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. The core business functions of the Sheriff’s Office are to respond to and resolve criminal incidents, proactively address crime and disorder, and effectively manage department resources. To achieve these core functions, the Sheriff’s Office has implemented a community-oriented policing and problem solving philosophy that encourages proactive crime-fighting as a means to prevent and reduce crime in our neighborhoods. A large part of this effort 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 budget includes proposals in support of 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 throughout King County it 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 Sheriff’s Office budget also responds to the public outcry over illegal drug use and the problem of homeless sex offenders. First, this budget includes the funding of a full-time marijuana testing analyst, as well as a second Deputy Prosecutor to enhance the Sheriff’s Office drug asset forfeiture efforts. Second, 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. An additional Detective has been added to the Registered Sex Offenders Unit, and a Records Clerk for the increased recording requirements. Council changes were made to these items – see below.

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 built in Renton. This facility will house 24 hour emergency call taking and dispatch for police response and serve as the planning/coordination hub for emergency operations during a disaster. Placing these services under one roof will bring prompt and informed consensus on the emergency, more efficient assessment of available resources and their deployment, and provide the public with important response information. 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, to a warehouse/office space 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.

Contra In Lieu of Target Reduction -- ($795,094). The Sheriff’s Office declined to identify the areas of programmatic reductions necessary to meet the target reduction required of all County agencies. This contra amount is in place of the mandatory reductions.

Metro Transit Security Staffing -- $1,097,123/11.0 FTE. The King County Sheriff’s Office is responsible for the management of King County Metro Transit Security services. A joint review by Metro Transit and the Sheriff’s Office of past practices was conducted in 1999. The findings of this review demonstrated a potential to further increase the efficiency, effectiveness and level of security services provided to the public and employees of Metro Transit by the King County Sheriff’s Office. These new positions, a sergeant and ten deputies, are in response to that review.

City of Sammamish Contract -- $1,157,754/11.0 FTEs. The King County Sheriff’s Office continues its commitment of providing police services on a contract basis to cities throughout the county. The newly incorporated City of Sammamish is the thirteenth city to contract with the King County Sheriff’s Office. This proposal represents the annualization and start-up costs of the new officers assigned to the City of Sammamish.

Sound Transit Security Staffing -- $338,781/4.0 FTEs. With the advent of transportation services provided by the three county Sound Transit agency, the King County Sheriff’s Office was chosen to be the primary provider of security services. These positions, a sergeant, deputy and two security assistants, are the first to be assigned to Sound Transit from the Sheriff’s Office.

Police Academy Trainers -- $169,891/3.0 FTEs. The annualized cost of one King County Sheriff’s Office sergeant and two new deputy positions to provide police training and instruction under the auspices of the Washington State Criminal Justice Training Commission.

Homeless Sex Offender Registration -- $132,289/2.0 FTEs. Increased staffing of the Sheriff’s Office’s Special Assault Unit with an additional detective and the Records Unit with a new records clerk in response to State mandated changes to the laws regarding the registration and monitoring of homeless sex offenders.

Marijuana Analysis Technician -- $69,690/1.0 FTE. Testing services of misdemeanor marijuana cases currently conducted by the Washington State Patrol will cease at the end of 1999. This funding would add one technician’s position to test and analyze suspected marijuana in misdemeanor cases.

Deputy Prosecutor for Drug Forfeiture -- $81,496. This item adds a second deputy prosecuting attorney for the prosecution of drug related cases throughout the county. This position is fully backed by revenue from drug property seizures.

Automated Fingerprint Identification System (AFIS) Support Staff Increase -- $85,876/2.0 FTEs. This allows for the addition of support staff for the Live Scan system of information gathering and sharing and the Latent Print Lab which identifies and catalogues fingerprints obtained from crime scenes.

AFIS System Enhancements -- $1,086,000. The current AFIS is undergoing an upgrade in late 1999. To take advantage of these improvements, the proposed system enhancements will allow for desktop computer functions, interoperability between other AFIS systems, retrieving and printing from archives at remote sites and the development of storage at a higher resolution.

AFIS Vehicle Upgrades -- $82,538. This provides funding for the purchase of a specialized van for crime scene callouts and a sedan for the Regional Justice Center’s Jail Identification Unit.

AFIS Renovation -- $1,360,000. This funding provides for the renovation of Floor 1A of the King County Courthouse to provide workspace for AFIS’s growing workforce and improve the mechanical systems throughout the AFIS space. The Sheriff’s Office expects to realize improved efficiencies by consolidating AFIS operations into a single space instead of the three different areas currently being used.

Washington State Court of Appeals Security -- $11,134. This provides funding of security services provided by the Sheriff’s Office to the Washington State Court of Appeals. Work is done on an overtime basis and is completely revenue backed.

Barclay-Dean O&M -- $94,961. The Sheriff’s Property Management Unit and the AFIS Latent Print Lab will be moved into a warehouse/office space to be purchased by the County. This addition is for the operation and maintenance of the building on a pro-rated basis between the Criminal Justice Fund and AFIS Levy.

Central Rate Adjustments -- ($1,243,345). This item includes the net effect of all central rate adjustments such as ITS data processing and telecommunications, motor pool, medical and dental benefits, and insurance charges.

Partial Underexpenditure Requirement – ($782,748). 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%.

Overtime and Retirement Benefit Increases -- $844,269. Recognizing the increases in personnel expenses incurred by a surge in retirements and benefit rates, this add provides the Sheriff’s Office with funding for the direct personnel costs of police services.

Salary and Benefit Adjustments -- $993,656/1.0 FTE. These adjustments include recent labor agreements for 519B Union members. Annual step changes for individual officers as per the Guild contract and COLA on special pays and overtime is also included. Another major component of this request is the increase in special pays; especially increased longevity pay due to a large number of officers reaching the 5 year date when they realize step increases. They also annualize two full-time Planner positions that began in mid-1999.

Sammamish Subprecinct Lease Reduction -- ($20,124). The Sheriff’s Office will no longer be leasing space for the Sammamish Subprecinct. The officers serving unincorporated King County will be housed in a new facility provided by the City of Sammamish. A credit for this

space will be included in Sammamish’s charges for police services in lieu of any lease payments.

Superior Court’s 2000 Budget increases judicial resources through the implementation of 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.

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.

Legal Services Account Reduction - ($46,996). In the course of converting three contract program attorneys to full-time county employees (2.50 FTEs), it was determined that the budget in the legal services and the temporary help accounts exceeded the cost of the FTE conversion by approximately forty-seven thousand dollars.

New Judge and Bailiff - $122,154/3.00 FTE. This item represents the Protocol Committee’s recommendation that King County add one new Superior Court judge and one new bailiff, along with associated supplies, equipment and furnishings for the coming year. In addition, a position (one FTE with no expenditure budget in 2000) was added for the Superior Court judge approved for 2001 in order to allow the new judge to be selected in the 2000 election process.

Class-Comp Implementation - $137,839. Phase II of the Classification/Compensation Study completed in 1999 reclassified Superior Court staff in order to provide equitable pay to employees in comparable positions in King County or in court-specific positions in the regional and national market. The additional $137,839 for Classification/Compensation Implementation represents the ongoing costs for salary and benefits relating to annualizing the $100,000 adopted in the 1999 budget.

Volunteer Contract Attorneys - $0/2.50 FTE. This initiative converts four separate program attorney staff positions into one full-time and three half-time career service positions for the CASA (Court Appointed Special Advocate) and GAL (Guardian Ad Litem) programs. This conversion puts no additional strain on the Current Expense Fund, as corresponding reductions in the contract and temporary help expenditure account lines more than offset the cost of conversion.

Judges Salary Increase - $125,966. 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 $191,800 previously included in the 2000 Base Increment (Proposed Status Quo/PSQ Development Phase).

ProTem Judges, Commissioners & Arbitrators Salary Increase - $139,248. Salaries for superior court personnel including pro tem judges, commissioners, arbitrators, and two top administrators are tied to the judicial salary increase described above.

Stay in School Initiative Transfer from DYS - $150,000. To consolidate all truancy programs, the Department of Youth Services will transfer its Stay in School Initiative to Superior Court where the County’s other truancy programs reside.

Conversion of Temporary Help to FTEs - $0/7.30 FTE. In the interest of equity, and to comply with recent legal decisions relating to the long-term and/or ongoing use of temporary employees, Superior Court has examined its complement of employees paid as "Extra-Help" and determined that there are 7.30 FTEs (full time equivalent positions) performing ongoing bodies of work for the Court.

Central Rates - ($115,967). 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 - ($216,833). 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%.

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.

Anticipated changes in detention population size will be handled within existing resources through increased use of secure detention alternatives for detained youth who can safely be placed in less structured programs, instead of maximum secure detention. The increased use of alternatives to detention will be accomplished with the cooperation of the Superior Court judiciary.

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.

DYS Administration - ($105,363/1.0 FTE). The department proposes reducing expenditures for the DYS Deputy Director’s salary and benefits by holding open the current vacancy for the first six months of 2000, and eliminating the 1.0 FTE Administrative Assistant to the Deputy Director.

STARS Program Reduction - ($189,413/3.0 FTE). The existing STARS program is being eliminated, and replaced by a grant funded day and evening reporting center.

Regional Justice Center Transportation - ($58,699/1.25 FTE). As juvenile hearings are no longer being held in the Regional Justice Center, the associated transportation and personnel costs are proposed for elimination.

Court Services Division - Crime Free Futures - ($22,078). This item transfers funding of a 0.5 FTE project coordinator from CX to the Crime Free Futures appropriation in the Department of Community and Human Services (DCHS).

Lease/Rental Reductions - ($156,401). This item reduces the DYS lease account under the assumption that the existing lease at the Boren building will be sublet by January 1, 2000.

Staff Training Reduction - ($50,000). The diversity training plan for DYS staff would be stretched an additional year, delaying the training for some staff until 2001. The DYS would save $50,000 in 2000.

Stay-In-School Fund Transfer - ($150,000). This item shifts the administration of the Stay-In-School program from DYS to the Superior Court. The Superior Court is the administrator of all other truancy programs.

Inmate Welfare Revenue - $44,000. This item provides additional expenditure authority for moneys donated by US West. The donations are projected to be $44,000 in 2000, and are based on calls made by detained youth. Such moneys are dedicated to recreation and welfare for detained youth.

Court Services Division Reorganization/Workload - $221,534/5.0 FTE. The department proposes the addition of 5 Juvenile Probation Counselors (JPC), 3 Community Surveillance Officers (CSO), and 3 Office Technicians I (OT), over a period of three years. The DYS states that the proposal will bring the department into line with nationally accepted workload standards of 1 JPC to 35 medium or high-risk offenders and would partially restore positions lost due to changes in State grant funding (Option B and EIAP).

In the first year (2000) the department proposes adding 3 JPCs, 1 CSO and 1 OT at a cost of $221,534. In 2001, DYS would add 2 JPCs and 2 OTs at a cost of $164,398. In 2002, the department would add the remaining 2 CSOs for $84,780. (Note that out-year costs are given at 1999 rates.) The 2001 and 2002 additions are dependent on the availability of sufficient resources.

Central Rate Adjustments - ($124,116). These adjustments are comprised of central rate changes in the following rates: flex benefits, ITS O&M, ITS Infrastructure, motor pool, DCFM, radio access, building modification, Finance and retirement.

Partial Underexpenditure Requirement - ($186,293). 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%.

Convert TLT Computer Operator to FTE - 1.0 FTE. In order to better support critical information systems technology, the Department is converting a Term Limited Temporary computer operator to a permanent position.

The Emergency Management Division of the Department of Information and Administrative Services is composed of three distinct programs: the Office of Emergency Management (OEM), the E-911 Program Office, and Radio Communications Services. These three programs provide support and services to the region in several areas.

The OEM coordinates disaster preparedness, planning, response and recovery effort for King County, maintains operational readiness for the County’s Emergency Operations Center (EOC), and provides regional leadership in cooperative disaster planning and preparedness. The program provides and coordinates a variety of training programs targeted at both the community level and towards personnel responsible for emergency management issues in their organizations. In addition, the OEM coordinates a number of programs and activities related to hazardous materials and Community Right to Know data. Priorities for 2000 include continuing its role as the facilitator in the regional disaster planning process, assisting in coordinating resources and actions in early 2000 if any Y2K-related problems occur, and continuing the planning and design work for the Regional Communications and Emergency Coordination Center project.

The Enhanced-911 Program Office administers the County-wide E-911 telephone system, administers the collection and distribution of the E-911 telephone excise tax, manages various systems and service contracts that allow E-911 emergency telecommunications services to be provided throughout King County, and leads policy and technical processes aimed at keeping the E-911 system at the highest possible quality to meet the needs of the public. Priorities for 2000 include working with the Washington State Legislature in an effort to facilitate enacting of a funding mechanism for wireless 911, coordinating the E-911 network upgrade, and implementing the Wireless Phase I and Initial Wireless Phase II projects.

The Radio Communications Services section is responsible for the construction, operation and maintenance of wireless communications systems for public safety and general government agencies both within County government and in numerous suburban cities and special purpose districts. The primary priorities for 2000 is to continue to expand the customer base both for access to the regional 800 MHz trunked radio system and for other services such as radio repair and installation.

Target Reduction – ($16,452). The Office of Emergency Management portion of the overall DIAS target reduction plan includes the elimination of the existing overtime line item and the corresponding benefit funding, the elimination of the Urban Search and Rescue line item, and the elimination of the Capital EDP funds.

Emergency Management and Related Training - $11,670. The Executive Adopted Budget includes this 100% revenue-backed add for expansion of the existing emergency preparedness training program for internal and external clients. Revenue to cover the costs associated with this training program will be recovered by payments made by the individuals and agencies that receive the training coordinated by the Office of Emergency Management.

Miscellaneous Technical Adjustments to PSQ – $5,238. The net amount of this technical adjustment reflects various adjustments to the base budget and central rate changes for the following services: medical benefits, ITS Infrastructure, radio access, Finance and retirement.

1% Underexpenditure Contra – ($8,494). 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%.

E-911 Network Upgrade - $982,008. $907,380 was approved in the 1999 Adopted Budget for this project, and since that time, the upgrade project has been more thoroughly defined and the pricing finalized with engineers from U.S. West. This funding, as well as three additional years of financing at $982,008 per year, will be needed to complete the project.

Wireless Phase I Implementation - $1,852,942. The FCC has required that wireless companies implement Phase I wireless 911 service by April 1, 1998 if the service is requested and if the funding mechanism is in place to pay for it. In the absence of any state-wide funding mechanism for wireless 911 service, the agency is using a portion of the revenues from the local $0.25 wireless 911 excise tax to fund the implementation of this service in all 18 public safety answering points (PSAPs) in King County.

Initial Wireless Phase II Implementation - $3,080,751/1.00 FTE. The FCC has required that wireless companies implement Phase II wireless 911 service by October 1, 2001 if the service is requested and if the funding mechanism is in place to pay for it. As with the Wireless Phase I implementation project, in the absence of any state-wide funding mechanism for wireless 911 service, the agency is using a portion of the revenues from the local $0.25 wireless 911 excise tax to fund the implementation of this service to the five primary cellular PSAPs in King County.

Miscellaneous Technical Adjustments to PSQ – $26,840. $13,840 of this total amount represents the reallocation of division management overhead costs from the Office of Emergency Management to the E-911. Since E-911 annually funds 1.50 FTEs in the DDES budget to perform duties beneficial to the E-911 program, the remaining $13,000 of this adjustment represents the projected cost increase for these employees.

Central Rate Adjustments – ($157,121). These adjustments are comprised of central rate changes for the following services: medical benefits, CX overhead, ITS O&M, ITS infrastructure, motor pool, radio access, Finance and retirement.

Miscellaneous Technical Adjustments to PSQ – ($48,010). This adjustment represents a series of technical changes requested by the agency within its base budget

Conversion of 2 TLTs to 2 FTEs – $3,871/2.00 FTEs. The Executive Adopted Budget includes funding for the conversion of 2.00 existing TLT positions to 2.00 FTE positions. The TLTs have been assisting with the workload generated by the construction of the regional 800 MHz trunked radio system. Management has concluded that these employees will be needed on a permanent basis, so to avoid any potential Logan/Knox issues, this request has been included in the budget.

Central Rate Adjustments – $34,954. These adjustments are comprised of central rate changes for the following services: medical benefits, CX overhead, ITS infrastructure, motor pool, PAO, and building mod.

Updated: June 28, 2000