The Department of Natural Resources contains the following functional responsibilities: Administration, Wastewater Treatment Division, Water and Land Resources Division, Solid Waste and the Commission for Marketing of Recyclable Materials.

The administrative unit is comprised of the DNR Director’s Office, ESA Policy Office, DNR Human Resources, Public Outreach, Water Supply, and Water Re-use.

The most significant issue facing the Solid Waste Division (SWD) continues to be how to improve operational efficiency while maintaining rate and service stability for solid waste rate payers. SWD is now updating the Comprehensive Solid Waste Management Plan to provide direction on this issue. The updated plan will contain a strategy for the services of solid waste collection, transfer, disposal, and recycling and how they will be delivered over the long term. A draft of the plan is due out in the first quarter of 2000. The budget proposal anticipates the need to improve efficiency and initiates facility upgrades, operational changes, and program enhancements that will make the Solid Waste system safer, more efficient, and better prepared for the eventual closure of the Cedar Hills landfill.

The 2000 adopted budget is based on a workplan that includes several joint projects between the Marketing Commission, other government agencies, and the business community. Among these projects, which received additional support in 2000, are the Product Stewardship and Assistance to Manufacturers Programs, which address emerging regional needs; and the Resource Conservation, Organics, and Sustainable Building Programs, which strive to meet priority environmental goals. The Commission is continuing to adapt existing programs to changing markets and its work in developing the market development section of the Comprehensive Solid Waste Management Plan.

The King County Council recently adopted the 2000 Sewer Rate of $19.50. Included in the 2000 Sewer Rate is an additional $1,000,000 for Watershed Resource Inventory Area (WRIA) activities in addition to 1999 funding of ESA program areas. In response to a Council proviso that cited a preference for complete capitalization of WTD funded ESA expenditures, the 2000 Adopted Budget reflects a shift of 1999 operating costs to capital funding totaling $722,000.

In 1998, the Executive’s Preferred Strategy for the Regional Wastewater Services Plan (RWSP) was presented to Council. The 2000 Sewer Rate and the 2000 Adopted Budget are based on the adoption of a final plan in 1999 and implementation of the plan beginning in late 1999 and continuing through at least 2030. RWSP activities are funded in the 2000 Adopted CIP Budget.

WTD will continue to finalize the fourth stage Comprehensive Plan projects and begin the initial projects under the RWSP as outlined in the Executive Adopted 2000 Sewer Rate Capital Forecast.

In 1998, the West Point Treatment Facility took over the operation of the former "PCL/SMI" biosolids drying/handling facility at West Point. The May 1999 Status Report states that WTD believes they will achieve the reduction to five truck trips of biosolids hauling with the equipment now being installed and the decommissioning of the dryer building is proceeding. In addition they continue to work on improvements to plant equipment and operations to further reduce odors.

The main objectives of the Water and Land Resources Division (WLRD) include protecting public health, resolving flooding problems, sustaining healthy watersheds, and enhancing the environment by protecting agriculture, open space, forestry, and other natural resources of the county.

There are several major issues facing WLRD in 2000. Among these is the challenge of providing adequate resources for ongoing surface water programs in a time of ongoing revenue losses due to annexations and incorporations; and the development of new funding strategies in support of both ongoing and new Surface Water Management programs. A second challenge is the need to respond to ESA and RWSP process/program requirements through prioritization of regional resources in a way that balances emerging demands with changes in existing programs.

The River Improvement Fund has included a Flood Hazard Reduction Supplemental request in its 2000 budget. This $730,336 initiative is funded through a variety of grant and DNR funding sources. In 2000, $435,000 of these expenditures will support ESA projects in unincorporated King County within the WTD and SWM service areas.

The Intercounty River Improvement Fund will return to lower expenditure levels following completion of flood repair work in 1999.

RLOS’s mission is to preserve and protect natural environment; promote and enhance local and regional forest-based industries and agricultural businesses; and integrate wildlife and wetland habitat, forests, agricultural and open space lands into the growth management strategy for King County. RLOS carries out this mission through programs that provide technical assistance and education of landowners to be responsible stewards of water and land resources. The agency also provides expertise in resources land issues and in acquisition and incentive services that promote sustained economic vitality while supporting water quality and habitat protection.

Resource Lands and Open Space activities include

• Incentive programs to landowners to retain natural environment through the Public Benefit Rating System and Timberland Current Use Taxation programs;

• Promotional marketing support for agricultural businesses through the Puget Sound Fresh program;

• Technical assistance, classes and seminars on development of Forest Management and Agricultural Livestock Management plans that help protect water quality;

• Wildlife programs that protect and enhance the diverse wildlife in King County through public education, policy direction, and incentives;
• Monitoring of acquired farmland development rights and identification of future sites for purchase to preserve the rural heritage of King County;

• Identification, mapping, and eradication of invasive noxious weeds in the County which threaten native vegetation and wildlife;

• Managing an agricultural grant program to help maintain a diverse agricultural production base and promote local marketing of local products;

• Making Urban Reforestation and Habitat Restoration grants to restore natural habitat for the benefit of wildlife and the quality of the environment;

• Managing a program of Best Management Practices grants and technical assistance to help Livestock Owners implement measures to improve water quality;

• Educating the public on the importance of wetlands, water quality, and fish habitat; establishing baseline standards of wetland conditions to prevent extinction of aquatic and wetland species;

• Providing staff resources for four Boards and Commissions (Agriculture, Forest, Livestock Oversight and Noxious Weeds Control).

RLOS also provides acquisition and right of way services for capital projects within the Wastewater Treatment Division (WTD) of DNR, including facilities, conveyance, and biosolid application land purchases. Other projects include acquisition of agricultural Farm Development Rights, Open Space, Watershed Lands, and active recreational (ballfield) sites as well as siting of the third RWSP plant and wastewater easements.

The mission of the Noxious Weeds Control Program is to educate landowners to be responsible stewards of the water and land resources of King County by protecting all lands and natural resources from the degrading impacts of invasive noxious weeds. Program staff identify and map invasive noxious weeds in the County which threaten native vegetation and wildlife, provide technical information to landowners, educate and provide advice to landowners, and carry out an active eradication program. The program also provides staff support to the King County Noxious Weed Control Board.

The Noxious Weed Control Program, a function of Resource Lands and Open Space, provides consultations, weed identification, information on specific weeds, control methods, safety education to prevent injury from plant toxins, advice on proper use of herbicides, and alternative control methods. The Program is funded through an assessment of $0.85 per parcel of land, which enables it to provide a stable level of valuable services to County residents.

Administration/Personnel Technical Changes – ($772,239)/(1.00) FTE. Administration reductions were made and a payroll technician was transferred to WLRD to reduce overhead.

King Street Security - $75,000. This add covers DNR’s share of the cost of security improvements – camera systems, locks, and emergency call boxes. The construction budget allowed for rough-in only. Supported by DNR Administration Overhead. DOT will contribute $75,000 as well.

ESA Program - $124,002/1.50 FTEs. This add provides scientific review of King County capital projects that have federal permits or federal funding and are subject to Section 7 of the Endangered Species Act; provides general support/public outreach for the ESA Program; charges capital programs for BRP support staff costs.

Supported Employment Receptionist - $32,785/1.00 FTE. This add provides for a supported employment receptionist position in the Director’s office. Supported by DNR Administration Overhead.

Transfers from WLRD - $1,142,333/8.00 FTEs. This add includes Transfers of the Public Outreach, Water Supply, and Water Reuse Programs from WLRD. These programs emphasize integration among all divisions in DNR and handles communication, graphic, and organizational support of the department; allow the County to work with other government agencies and elected officials to develop positions and plans in regard to local and state water supply issues and to manage consultant contracts on water strategies; and support development and implementation of water resources policy, specifically reclaimed water use, distribution, and management policies.

Internal Investigation Support to OHRM - $32,472. This add supports a position in OHRM’s Loss Prevention and Control Program. Cost split 50/50 with DOT.

Central Rate Adjustments - $295,262. This add includes adjustments made to Flex Benefits, CX Overhead, ITS O&M, ITS Infrastructure, Motor Pool, Radio Access, PAO Rates, Building Modernization, Finance, Retirement, and Industrial Insurance; support for a Deputy Prosecutor to work on water law issues, including surface water management, tribal rights, SEPA, endangered species, and Superfund law; and DNR Admin’s contribution to major maintenance for the King Street Building.

Program Adjustments - $274,704. This add enhances the ability of the Product Stewardship Program to assist manufacturers and product designers manage the environmental impacts of their products throughout their life cycles; enhances the ability of the Assistance to Manufacturers Program to provide technical and marketing assistance to manufacturers that make recycled products and/or are interested in using recycled materials and products to support the county’s recycling programs; provides funding for additional consulting services for the 2000 Northwest EnviroExpo; provides funding for additional consulting services for providing consumers, businesses, and manufacturers the opportunity to learn about and try sustainable building; enhances the Marketing Commission’s ability to support DNR in integrating its marketing efforts for organic materials (including biosolids, compost, food waste, and livestock waste produced in the County) as end products.

Salary/Benefit Adjustments – ($15,660). Due to recent changes in staff positions, salaries and benefits were adjusted, and a TLT added to backfill a temporarily vacant position.

Central Rate Adjustments – ($5,755). This add includes adjustments made to Flex Benefits, CX Overhead, ITS Infrastructure, Motor Pool, DCFM, Insurance, Building Modernization, Finance, and Retirement; adjustments to DNR Admin. Overhead to reflect 2000 charges; and the Marketing Commission’s contribution to major maintenance for the King Street Building.

King Street Moving Costs – ($496,561). One-time costs for moving from Yesler to King Street removed from budget.

Program Adjustments - $1,200,283. Provides grant money to cities to enhance their recycling programs; expands the Moderate Risk Waste Program to include school lab waste recycling, and paint collection/reuse; expands the Yard Waste Reduction Program.

CAMP Program System Improvements - $369,622. Provides for maintenance and safety improvements at the transfer stations as well as gas system construction and erosion control projects at the landfill.

Miscellaneous Adjustments - $28,532. This adjustment includes various adjustments to salaries, benefits, and operating costs; supports OHRM in determining the impact of a gainsharing program on represented employees; supports an FTE in WLRD that will provide additional groundwater testing at closed landfills; and supports the ADR Program, which promotes alternative dispute/conflict resolution strategies that can be applied to EEO complaints, labor management relations, employee relations, and other workplace conflicts.

Transfers to Capital- $12,728,668. Includes transfers to the Construction Fund to support CIP projects commencing in 2000, CERP for equipment replacement, and per-ton waste disposal fees to the Landfill Reserve Fund.

Litter Control - $119,117/3.00 FTEs. Includes additional FTEs to control litter at all transfer stations and provides Roads with additional funding for SWD litter control through the Supported Employee Program.

Tonnage Related Increases - $905,890/6.35 FTEs. Relief factor for Truck Drivers, as well as increased operating and maintenance costs due to revised tonnage of 920,000 – a 32,000 ton increase over original request.

Staffing Increases - $406,474/8.45 FTEs. This add provides staffing necessary to open Vashon Transfer Station; additional Computer Technician and Program Analyst positions recommended in the Moss Adams and Arthur Anderson Studies; first-time staffing of Skykomish Drop Box in response to complaints about irregular hours, unacceptable waste, and scavenging; an Engineer to support programs to upgrade the transfer system and a Plumber to support operations with services formerly done by contract; and gardeners for landscaping at all Solid Waste facilities to prevent pesticide run-off from getting into streams and other waterways.

8 Hour Workday Conversion - $550,000. This add is a result of union negotiations and converting 7 hour workday employees to 8 hour workdays.

Central Rate Adjustments - $1,064,372. This add includes adjustments made to Flex Benefits, CX Overhead, ITS O&M, ITS Infrastructure, ITS Corporate Communications, Motor Pool, DCFM, Insurance, Radio Access, PAO, Debt Service, Building Modernization, Finance, Retirement, and Industrial Insurance; adjustments to DNR Admin Overhead to reflect 2000 charges; support for half of a paralegal in the PAO’s office to work on SWD issues; and SWD’s contribution to major maintenance for the King Street Building.

Utility Rates Inflation - $61,508. Inflates utilities (gasoline, diesel, and liquid propane gas) per Budget Office instructions.

Post-Closure Maintenance - $533,670. Includes additional support for investigation/potential remediation at Duvall, net administrative adjustments, adjusted operating and maintenance costs, and annualization of 1999 costs at Vashon.

Central Rate Adjustments - $3,228. A net add of $3,228 was made to central rates, including CX Overhead and Finance.

Council Adopted Rate Changes – ($920,165). Reflects Council changes made during the rate process that affect the operating budget. Both changes represent the capitalization of costs related to the implementation of financial systems (e.g., Core Financials debt service and implementation costs for the Mainsaver inventory system). Rate change decreases revenue, but these changes have no revenue impact by themselves.

Miscellaneous Adjustments – ($1,122,346). Reconciles TLTs currently in the budget system with the Temp Tracking system maintained by OHRM and removes 1 TLT in the Surface Water Engineering and Ecological Services Section; supports ORPP Comp Plan development, Clark legal costs, Alternative Dispute Resolution (ADR) Program, and annual contribution to Economic Development Council; includes re-estimates for electricity, chemicals, and haul & application, and corrects mid-April re-estimates; offset for changes to WTD (includes Base Contingency, ESA Contingency, and offsets for Surface Water Engineering and Ecological Services).

Transfer to WLRD – ($1,414,053). Transfer to WLRD adjusted to reflect 2000 charges. (Includes elimination of Transfer to RIF not removed in PSQ.)

Program Adjustments - $50,000/2.00 FTEs. This program revision, shifts support of some areas of the Habitat Conservation Plan from WLRD to WTD and supports the outcome of the Organics RFP and the work associated with it.

Transfers from WLRD – $205,629/8.00 FTEs. Transfers the Public Outreach Section and Technical Library from WLRD to WTD. The cost of the Technical Library is split 50/50 with Transit.

Base Budget Technical Adjustments - $294,371/(7.40) FTEs. Incorporates base and salary and wage adjustments that came up after the 2000 rate fiscal requirements were adopted.

Transfer Construction FTEs from Finance Dept. – 2.00 FTEs. Shifts support of CIP change order and construction contract review from Finance to WTD. The CIP Section currently funds this support.

ESA Support - $153,890. Eliminates one-time ESA program costs; increases transfer to ORPP to cover full cost of Senior Policy Analyst position; supports 2 TLTs in Parks – an ESA Policy Coordi-

nator and an Integrated Pest Management (IPM) Policy Analyst; supports the backfill of a Biologist (Senior Ecologist) position as a TLT in DDES.

Surface Water Engineering & Ecological Services – 1.52 FTEs. Adjusts SWEES Section to reflect $5M capital bond.

Central Rate Adjustments – ($690,007). This add includes adjustments made to Flex Benefits, CX Overhead, ITS O&M, ITS Infrastructure, ITS GIS, Motor Pool, Insurance, Radio, PAO, Building Modernization, Finance, Retirement, and Wastewater Vehicles; adjusts Motor Pool to correct PSQ

level; adjusts DNR Admin Overhead to reflect 2000 charges; and includes WTD’s contribution to major maintenance for the King Street Building.

Rural Drainage Services Extension - $3,047,000/15.00 FTEs. This initiative, shaped by a major public outreach and feedback effort, will provide direct local services to citizens and business on Vashon-Maury Island, in the Snoqualmie and Snohomish watersheds, and in the upper Green and White river watersheds including the Enumclaw Plateau. It will establish a stormwater program which meets the minimum requirements anticipated for local jurisdictions under the Endangered Species Act.

Rivers Program/ Grant Leverage for Major Maintenance and Home Buyouts - $705,000. One result of the Rural Drainage Services Extension is the freeing-up of $235,000 of RIF funds. In an effort to maximize public benefit, WLR is proposing that these funds be used to leverage an estimated annual total of $470,000 in state and federal grant funds. These funds will be used for maintenance of major river facilities and home buyout opportunities in flood-prone areas.

Local Hazardous Waste Program Enhancements - $400,000. This enhancement will provide funding for several program enhancements. These include support for the county's annual pesticide sweep; the Natural Lawns campaign; and a "Rehab the Lab" school support program.

Consolidation of WRIA Planning and Watershed Support Activities in Fund 121 - $491,000/3.00 FTEs. A total of 3 FTEs will be transferred from River Improvement Fund 205 to WLR/SWM Fund 121. This staff and related activities will be supported by a combination of RIF levy proceeds and SWM Rural Drainage Services extension fees.

Public Outreach Transfers - ($1,268,255)/(13.00) FTEs. This largely reflects the impacts of a DNR wide reorganization of Public Outreach activities. These included transferring the library and selected staff back to WTD, as well as selected staff and related O & M for department-wide activities to DNR admin.

Drainage Services Changes - ($189,258)/(1.00) FTE. This reflects reductions in drainage services due to loss of service area to annexations and incorporations. This also includes adjustments in city maintenance contracts budgets to more accurately reflect historic expenditure patterns.

ESA/WRIA/Watershed Teams Consolidation - $120,319/5.00 FTEs. This reflects a consolidation of all Watershed/WRIA activities in Fund 121. It also includes the transfer in from Fund 105 of the WRIA 7 team.

Environmental Laboratory - ($434,021)/(4.00) FTEs. This apparent reduction consists of technical loan-out labor adjustments from the internal Proposed Status Quo rate to the Executive Adopted budget. It should be noted that the Environmental Lab's budget for 2000 is actually increasing by $102,315.

Service Area Projects – ($1,464,074). The 2000 budget includes a reduction of $1.46M in a variety of service area projects, with the bulk of this being due to the completion of work programs originating in 1996 flood damage repair and other 1997 river-related projects.

Expansion of RIF Services to New SWM Service Area - $735,000. As a result of the expansion of the Surface Water Management service area to include the eastern two-thirds of the county, the RIF program will have available approximately $235,000 in funds formerly committed to providing river-related services outside the existing service area. the RIF program will use these funds to leverage approximately $500,000 in state and federal grant funds which will enable them to extend a range of river repair and flood-related services throughout the newly created service area.

Green River Flood Control Zone District and ESA - $427,225. RIF is able to propose an increase of over $400,000 in 2000 for enhance involvement in flood control activities in the Green River FCZD and activities specifically targeting Endangered Species Act compliance.

River Planning - $127,426/(2.00) FTEs. The River Planning Section will show an increase of $127,426 in its budget together with a reduction of 2 FTEs in staff.

Central Rates Adjustments - $151,904. Central rates adjustments totaling $151,904 were taken in the areas of flex benefits (a slight decrease), CX overhead, Information Technology O&M, ITS infrastructure, motor pool costs, debt service, and internal finance rates.

Transfer to SWM to support WRIA 7 - $127,365. This transfer of resources to the Surface Water Management section will support Water Resource Inventory Area 7 planning and program activities.

Acquisition Activities and Other Program Reductions - ($376,669). In 1999, ICRI acquired 72 acres of flood-prone lands near Auburn and participated in a variety of noxious weeds, ESA-related, and erosion assessment activities. The work program for 2000 with a total projected fund balance of $50,000 includes a significantly lower level of involvement in these program areas, as described above in the narrative for Inter-County River Improvement.

Central Rate Adjustments and Contract Services Adjustments - $71,060. The total proposed budget for ICRI in 2000 was $50,000, of which $18,940 would have been devoted to CX overhead and finance rates. Council acted to reduce these overhead changes by some $14,000 and increased ICRI program budget by $85,000. ICRI’s budget will be applied in 2000 to noxious weeds abatement, erosion assessment, and a variety of other inter-county activities, including ESA activities in the White River and Hylebos Creek watersheds, and RIF’s public outreach and flood hazard reduction programs.

Acquisition Services - $132,160/2.00 FTEs. RLOS has proposed an addition of two additional positions in the Acquisition Services section, to facilitate the acquisition of significant open space and habitat environments throughout the county.

Forestry Services Program - $70,000/1.00 FTE. RLOS proposes to add one position to its program that provides assistance in forestry and timber management to property owners in the county.

Livestock Management Program - $70,000/1.00 FTE. RLOS’s Livestock Management Program intends to add one full-time position to help meet the need for public education and information services related to environmentally sensitive livestock management services to farmers within the county.

Wetlands Inventory and ESA Initiative - $65,000/1.00 FTE. RLOS will initiate the process of building a database of wetlands resources throughout King County with the objective of providing county departments with a central source of information about wetlands locations and conditions, as well as serving as part of the basis for a comprehensive program of monitoring species conditions in the county.

Central Rate Adjustments – ($22,980). RLOS will realize net central rates reductions in 2000 of nearly $23,000, chiefly in the areas of CX overhead (up $17,000 compared to 1999), finance rates (up $4,524 over 1999), and minor adjustments in other rates, with increases offset by a mandatory 1% underexpenditure applied to all departments funded by CX.

Puget Sound Fresh program enhancement - $24,659. RLOS will enhance King County’s support for this program which promotes regional agricultural production efforts through a variety of programs that encourage local production and marketing of farm products.

Central Rate Adjustments – ($13,633). The Noxious Weed Control Program will take net reductions in central rates of $41,194, with the chief reductions in the areas of motor pool rates and rental rates for the new King Street Center.

Other Technical Adjustments - $10,949. Other technical adjustments amounting to $10,949 (flex benefits, Department of Natural Resources overhead charges, and a contingency reserve of some $5,000) form part of the 2000 budget for this section.

Expansion of groundwater program - $135,000. Funded by carryover of funds from implementation of the 1999 groundwater program, this would support continued development of a permanent funding source for King County groundwater programs, increase data gathering and monitoring at existing sites, and implement a pilot program of groundwater monitoring for Vashon-Maury Island.

The Department of Parks and Recreation in 2000 will continue to implement the Parks, Recreation and Open Space Plan and will work to transfer local facilities and services to annexing or incorporating areas. The Department will bring a number of new facilities and park lands on-line in 2000, and will continue to provide a high level of service in maintaining facilities and providing stewardship of park lands and open spaces. Parks provides a variety of valuable recreational activities and the Department continues to work with communities to tailor services and engage volunteers. Forging partnerships and identifying private sponsorship for formerly County-funded activities and events continue to be high priorities for the Parks and Recreation Department in 2000.

Expiration of Pool Subsidies – (280,400). By the close of 1999, Parks will make the final payments necessary to satisfy the pool transfer agreements signed with Bellevue ($139,500) and Shoreline ($140,900).

Enumclaw Pool/Golf Course Transfer – ($269, 674/ 2.00 FTE). The Parks Department and Executive Office are currently negotiating an interlocal agreement with the City of Enumclaw for the transfer of the pool and golf course currently owned by the County. The revenue loss associated with this transfer is estimated at $256,785.

Auburn Pool Transfer – (277,968/ 3.00 FTE). The Parks Department is currently negotiating an interlocal agreement with the Auburn School District for the transfer of this county-owned pool. The revenue loss associated with this transfer is estimated at $198,200.

St. Edward Pool Closure – ($175,194/ 2.00 FTE). The St. Edward Pool is owned by the Washington State DNR. The County currently operates the pool but is not under legal obligation to continue these operations. Parks staff have notified the Assistant Director of Parks for the State of Washington that closure of St. Edward Pool has been proposed. Closure of St. Edward Pool will put greater pressure on the Juanita Pool (operated by Lake Washington School District) and the county’s Redmond Pool to meet demand. The revenue loss associated with this transfer is estimated at $136,351.

Reduced Maintenance Levels – ($223,446/ 3.68 FTE). Parks plans to lower mowing standards in natural areas and to eliminate one of two positions designated to monitor playground equipment repair and replacement needs. The playground specialist position to be eliminated is currently vacant.

Special Contracts - ($19,000). This reduction eliminates grant funds provided for local services largely within incorporated areas. The Department anticipates that local jurisdictions will be able to fund the services currently funded by these grants.

Allowance for System Growth - $417,192/ 5.00 FTE. New park sites as well as increased use of existing sites have placed greater demands on the Parks Maintenance Division. Examples include the South County Ballfields, West Sammamish trail additions, and increased activity at conference

facilities and community centers. New budget authority will provide funding for basic maintenance and operation requirements associated with an expanding park system.

ESA/IPM Policy Development - $119,201/ 2.00 TLT. Throughout 1999 the Parks Department has contributed to ESA policy formulation without a corresponding funding increase. For 2000, the Department will receive $119,201 in Wastewater funding to continue their contribution to the ESA Policy Office and to develop a countywide Integrated Pest Management policy.

WOMAD Contribution - $55,000. This add reserves budget authority for a potential general fund contribution to the annual WOMAD (World of Music and Dance) festival held at Marymoor Park.

Revenue-Backed Program Enhancements - $100,000/ 1.08 FTE. This addition uses increased grant revenues to fully fund a support position for the King County fairgrounds and to provide after-school and summer programming to students in Skyway. It also provides partial FTE authority to establish new interpretative programs with area schools.

Central Rates and Labor Adjustments - $1,184,719/ 1.00 FTE. Technical adjustments for Parks and Recreation include central rate changes and county-wide benefit adjustments. Significant expenditure increases can be traced to recent Parks-related litigation affecting insurance rates, a shift from pay-as-you-go-based vehicle replacement to an accrual basis, and changes in the way finance rates are assessed.

Partial Underexpenditure Requirement – ($235,465). 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%.

Youth Sports Facilities Grant Fund: Increase Planned Grants - $98,765. A growing fund balance has led YSFG administrators to increase planned grants from $600,000 to $700,000 for the year 2000. Minor adjustments of other labor and non-labor expenditure categories are also included in this total.

Youth Sports Facilities Grant Fund: Central Rates – ($21,245). This adjustment reflects changes to county-wide benefit rates and corrects a central rate error in the Status Quo budget phase.

Natural Resources Criminal Justice - ($2,263). Technical adjustments for Natural Resources CJ include central rate changes and county-wide benefit adjustments.

Parks and Recreation has made significant strides in complying with the Logan Knox settlement. The Department has converted many temporary help positions to full-time positions over the course of the past year. In addition, Parks carefully monitors the schedules worked by the truly temporary workers who are critical in meeting short-term and seasonal needs.

The Department of Parks and Recreation employs truly temporary workers for four main purposes:

• Aquatics- Temporary help is used to staff the County’s 17 pools and 5 beaches. Short-term workers are especially needed during the short but intensive summer season.
• Maintenance- In helping to maintain 196 parks and nearly 200 miles of trails, temporary workers handle tasks such as landscaping, trash pickup, indoor and outdoor facility cleanup and setup, and ballfield preparation.
• King County Fair- Temporary help employees help to set up, run, and dismantle the annual county fair. A few temporaries are hired during the rest of the year to help with major off-season events held at the fairgrounds.
• Recreation- During the peak summer season, temporary employees serve as instructors for short-term classes. Other temporaries support full-time recreation staff who administer interpretive programs, day-camps, and other recreation activities in widely-scattered locations.

In 2000, Parks proposes to decrease its temporary help budget due to pool transfers and maintenance reductions but will add temporaries to address system growth and after-school programming needs. Overall, the Department will see a reduction of approximately $110,000 in its temporary help budget.