HomeMy WebLinkAboutAgenda - 04-26-1999 - 1Orange County
Board of Commissioners
Action Agenda
Item No.
Action Agenda Item Abstract
Meeting Date: April 26, 1999
Subject: Recommended New Positions and Changes in Existing Positions
Department: Personnel
Attachment(s):
1999 -2000 Position Report
(under separate cover)
Public Hearing: (Y/1)
Information Contact:
Elaine Holmes, Personnel Director
Telephone Numbers: - - ext. 2550
Hillsborough 732 -8181
Chapel Hill 968 -4501
Durham 688 -7331
Mebane 227 -2031
No
Purpose: To receive a report on recommended new positions and requested changes in
existing positions for 1999 -00 and to discuss any questions, concerns, and
areas of support.
Background: Under separate cover, the Board has been provided with the staff "1999 -
2000 Position Report" covering:
❑ The Manager's recommended new positions for 1999 -00,
❑ Requested changes in existing County positions, and
❑ Potential resources required related to two specific initiatives (expanded
wastewater treatment program, innovation and efficiency).
In follow up to last year's budget work sessions, the Board had decided to
provide for an earlier budget work session on new position requests and
requests for position changes to allow more time for Board questions and
discussion of the position needs. To that end this work session has been
scheduled for Monday, April 26.
The agenda for the Board's April 26 work session provides for discussion of
the recommended new positions, the requested changes in existing positions
and potential resources related to two specific initiatives (expanded
wastewater treatment program and innovation and efficiency).
1999 - 2000
Position Report
Including
• Recommended New Positions
• Existing Positions - Requested Changes
For Board of Commissioners Work Session
April 26, 1999
1999 — 2000 Position Report
For Board of Commissioners Work Sessions
April 26, 1999
- Contents-
Topic
Page
A. Recommended New Positions for 1999 -00
20
1. Recommended New Positions List with Costs
1
2. Individual Position Summaries
Aging - OPT Receptionist
2
EMS — Paramedics
4
Health — Environmental Health Specialist
7
Health - Healthy Carolinians Coordinator and Project Manager
9
Human Rights and Relations — Civil Rights Specialist
13
Planning - GIS Technician
16
Public Works - Custodian for Skills Development Center
18
B. Existing Positions — Recommended Changes for 1999 -00
1. Explanation of Types of Requested Changes
20
2. Existing Positions List with requested changes and costs
21
3. Individual Position Request Summaries
Arts Commission — Arts Coordinator
23
Child Support — Child Support Officer
25
EMS - Telecommunicators
27
ERCD and Planning - Planner I (Shaping Orange County's Future)
29
ERCD - Planning Technician (Water Resources)
32
Health - Office Assistant I
34
Health - Public Health Nurse /School Nurse
36
Health - Intensive Home Visiting Grant Positions
38
Human Rights and Relations — Administrative Assistant II
40
Human Rights and Relations — Civil Rights Specialist
43
Sheriff - COPSFAST Positions
45
Sheriff— Domestic Violence /Crisis Positions
Social Services
46
- Child Protective Services Social Workers
48
Social Services - Social Worker I
50
Topic
C. Potential Resources Required Related to Two Specific Initiatives
1. Expanded Wastewater Treatment Program
2. Innovation and Efficiency
Page
51
51
Appendix 1— Requested, Not Recommended New Positions 54
Appendix 2 — Use of time limited status as compared to reduction in force 56
(pros and cons)
Appendix 3 — Organization charts from approved budget for 1998 -99 for 58
departments with recommended new positions or requested
changes in existing positions.
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April 22, 1999
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•
Section A
0 Recommended New Positions
For 1999 -00
0
• • •
Recommended New Positions
PPT Permanent Part-time
PFT Permanent Full -time
Footnotes
1 90% of salary, benefits, operating and start-up costs funded by Home and Community Care Block Grant
2 Reduction in overtime and temporary personnel.
3 50% of salary and benefits covered by grant funds
4 100% of salary, benefits, operating and start-up costs funded by grant
5 Additional EEOC revenue for 25 cases reimbursed at $500 per case
6 Revenue from map sales
7 Reduction in overtime and temporary personnel.
4 121199Newfinal ~
F
New
Position
Annual
Annual Position
Annual
One -time
Off - setting
Revenue or
o
1999 -00
Position and
position Cost
Department
Position Title
FTE
Type
Salary
Benefits
Cost (Salary &
Operating
Start -Up
Budget
t
Start -Up Cost
After FY
Benefits)
Cost
Costs
Savings
a
(Net)
1999 -00
t
e
Aging/OPT
OPT Receptionist
1
PFT
$19,605
$6,765
$26,370
$520
$2,662
$26,597
1
$2,955
$2,689
EMS
EMT Paramedic
3
PFT
$81,726
$36,909
$118,635
$4,116
$30,750
$58,000
2
$95,501
$64,751
Health
Environmental Health
1
PFT
$35,637
$8,913
$44,550
$5,600
$4,792
$0
- --
$54,942
$50,150
Specialist
Health
11ealthy Carolinians
Coordinator
1
PFT
$31,536
$8,381
$39,917
$2,434
$0
$21,122
3
$21,229
$21,229
Health
ealthy Carolinians
Project Manager
1
PFT
$31,536
$8,381
$39,917
$6,104
$3,639
$49,660
4
$0
$0
Human Rts and
Relations
Civil Rights Specialist
1
PFT
$31,928
$8,639
$40,567
$281
$3,596
$12,500
5
$31,944
$28,348
Planning
GIS Technician
1
PFT
$25,018
$7,532
$32,550
$2,170
$6,292
$500
6
$40,512
$34,220
Public Works
Custodian for Skill
Development Center
1
PFT
$17,561
$6,567
$24,128
$2,000
$2,500
$5,000
7
$23,628
$21,128
Total New Positions
10
$274,547
$92,087
$366,634
$23,225
$54,231
$173,379
$270,711
$222,515
PPT Permanent Part-time
PFT Permanent Full -time
Footnotes
1 90% of salary, benefits, operating and start-up costs funded by Home and Community Care Block Grant
2 Reduction in overtime and temporary personnel.
3 50% of salary and benefits covered by grant funds
4 100% of salary, benefits, operating and start-up costs funded by grant
5 Additional EEOC revenue for 25 cases reimbursed at $500 per case
6 Revenue from map sales
7 Reduction in overtime and temporary personnel.
4 121199Newfinal ~
•
Aging - Orange Public Transportation (OPT) Receptionist
Request: Establish a new permanent full time receptionist (Office Assistant I) position that
is 90 percent grant funded.
Purpose: To handle the increasing number of transportation related telephone calls,
including documenting and directing calls to appropriate staff, scheduling appointments,
receiving payments, and verifying trip reservations and to free other staff to complete their
responsibilities.
Job Functions:
❑ Receiving and recording public and demand response (elderly /disabled clients needing
door to door service) transportation requests and relaying these to the Dispatcher or
Scheduler.
❑ Documenting and directing all transportation calls to appropriate staff. Scheduling
appointments for the part time work first transportation specialist. Verifying
transportation trip reservations with citizens.
❑ Relieve other staff members in responding to transportation inquiries and relaying
information (Facilities Manager, OPT Scheduler, and Dispatcher) so that they can attend
to their job responsibilities.
Needs Addressed:
❑ The number of transportation related telephone calls has been steadily increasing and will
continue to do so due to several factors including the work first transportation assistance
mandate, expansion of the Elderly and Disabled Assistance program's demand response
medical appointment service to include weekly essential service trips and the like. The
chart below shows the current and projected OPT passenger trip growth.
1996 -97
1997 -98
1998 -99 Projected
19994 Estimated
2000 -01 Estimated
103,648
105,389
108,500
112,812
117,369
❑ The Hillsborough Senior Center Facility Manager, OPT Scheduler, Dispatcher and other
staff currently are answering transportation related telephone calls, making it difficult to
attend to essential job duties, including outreach activities by the Facility Manager to
support senior activities with the Friends of the Central Orange Senior Center.
❑ The grant - funded Hillsborough Facility Manager position is required to spend 3/4 of time
coordinating events at the Hillsborough Senior Center, but, because of the need to answer
transportation telephone calls, that position does not meet this requirement. A monitoring
committee for this grant has stated that if this 3/4 -time requirement is not met, grant
funding for the Facility Manager position and $13,000 for the Hillsborough facility may
be withdrawn.
Aging — OPT Receptionist
❑ There is a need to open more of the current human service routes to public ridership. 0
Outcomes:
❑ Because this position will free time of the OPT Scheduler, the Scheduler will increase
OPT public ridership by expanding the number of current human service routes offering
such ridership from eight routes to 12 routes (about 50 percent) and increasing the public
passenger trips by 2,000 (from 4,000 to 6,000).
• Because this position will free time of the Hillsborough Facility Manager, the Facility
Manager will develop and promote senior center activities with the Friends of the Senior
Center for Central Orange. Specific activities would include set up and monitoring of off
site programs at the Sportsplex, Big Barn and Recreation and Parks Center such as bingo,
line dancing, pot lucks, strength training, and other classes. On site the Facility Manager
would be free to meet and encourage senior citizens participation in day trips, arts /crafts,
gardening, cards and special wellness speaker programs.
• Freeing the Facility Manager for the above activities also will secure the current grant
funding for the Facility Manager position.
Financial Impact:
Annual Position Costs
Annual
One Time
Offsetting
1999 -00 Position
(Salary/ Benefits)
Operating Cost
Start Up Cost
Revenue or
and Start Up Cost
Budget Savings
$26,370
$520
$2,662
$26,597
$2,955
It is proposed the position be 90 percent grant funded and 10 percent County general fund.
The offsetting revenue is an approved Home and Community Care Block Grant.
Relation to Board Goal(s): Position relates to the Board's goal to maintain a comprehensive
transportation planning process for Orange County and to seek transportation alternatives for
citizens.
Manager's Comment:
The Manager plans to recommend the position be designated as a "Work First" position.
This would mean the position would be opened for recruitment only to Work First
participants and filled with a Work First candidate if a candidate can be identified with the
capability to perform the job duties. Failing filling the position with a Work First participant,
it then would be opened to recruitment under the County's normal recruitment process.
I: \peg99\report\agrep.doc
April 20, 1999
•
4
Emergency Management — EMT Paramedics
Request: Establish three new
q Permanent Full Time EMT — Paramedic positions.
Purpose: Increase the level of service to citizens by increasing the number of on -duty
paramedics, particularly during peak demand times, and reduce the current heavy overtime
employee work schedules.
Job Functions:
❑ Respond to medical and traumatic emergencies and other calls for assistance.
❑ Perform medical assessment, treatment, and referral or transport of patients.
❑ Maintain equipment, complete paperwork, and participate in required training.
Needs Addressed:
The needs leading to this request include the following:
• There are periods of time when no paramedic is immediately available because all on-
duty personnel already are involved in responding to or processing calls.
• Often, the nearest available paramedic is at or just leaving UNC Hospital in Chapel Hill.
The nearest paramedic then is out of position and is miles away from some calls.
❑ Presently each of the 14 paramedics works an average of 330 hours of overtime each year
in order to provide necessary staff coverage.
These needs remain even though EMS has increased paramedic availability by:
❑ Stopping dispatch of EMS to "unknown injury" vehicle crashes.
❑ Contracting out convalescent and non - emergency ambulance transportation.
❑ Withdrawing EMS service provided to northern Chatham County.
❑ Implementing referral and treat on -scene options for paramedics to reduce transport needs
and patient contact time.
Outcomes: In summary, the three additional positions will:
❑ Increase the number of emergency calls in which a paramedic arrives on the scene within
10 minutes or less by 1,200 calls each year. Presently a paramedic arrives on the
gMgrgwcy scene within 10 minutes 75 percent of the time. With the additional staff,
EMS will have a parame is on the emergency scene within 10 minutes 90 percent of the
time.
5
EMT - Paramedics
❑ Reduce by 60 percent the number of emergency calls in which citizens wait more than 10
minutes for a paramedic. Presently 25 percent of emergency calls involve more than 10
minutes waiting time. With the additional staff this will be reduced to 10 percent of calls.
❑ Reduce the annual overtime hours worked by paramedics from an average of 330 hours
each to an average of 170 hours each and through this reduce annual overtime
expenditures by $58,000. (See below.)
This chart below shows current and estimated paramedic response, both with and without the
proposed new paramedic positions:
100%
90%
50%
70%
V 00%
`o
ao 50%
9
c
e
40%
30%
20%
10%
0%
Paramedic Response for Life - threatening EMS Calls
(non- emergency calls are not Included)
Less than 10 Minutes 11 to 15 Minutes Greater than 15 Minutes
Customer Waiting Time (Dispatch to Arrival)
Financial Impact: (for the three positions)
❑Current
(1 998)
13 With
� Proposed
Positions
NWithout
Proposed
Positions
Annual Position Costs
Annual
One Time
Offsetting
1999 -00 Position
(Salary/ Benefits)
Operating Cost
Start Up Cost
Revenue or
and Start Up Cost
Budget Savings
$118,635
$4,116
$30,750
$58,000
$95,501
The proposed fund source for the new paramedic positions is the County general fund. The
offsetting budget savings is a reduction in overtime costs of $58,000 that would be realized
by the addition of the three positions.
The start up costs include about:
❑ $19,250 for one LifePak 12 -lead ECG Monitor /defibrillator/ pacemaker with accessories,
❑ $3,000 for one complete package of paramedic Advanced Life Support medical
equipment,
•
•
•
EMT - Paramedics
• o $2,500 for portable radios (walkie - talkies) and
v $6,000 for radios and vehicle equipment to convert two off -line Sheriff's cars into
paramedic response vehicles.
Relation to Board Goal(s):
The EMS system in Orange County is focused on achieving the goals established in the EMS
Strategic Plan. In 1996, the Board of County Commissioners endorsed this plan. Two main
goals of the plan are to:
(1) Enhance the level of patient care and improve patient outcomes and
(2) Reduce the number of unnecessary transports.
The EMS Advisory Council has consistently worked to maintain these goals and
recommends the establishment of these positions as essential to maintaining reliable
emergency paramedic call response in Orange County.
I: \peg99 \ems \para.doc
April 17, 1999
•
Health — Environmental Health Specialist
•
Request: Establish a new permanent
full time Environmental Health Specialist position.
Purpose: To reduce the waiting time required for soil/site evaluations and issuance of
permits for construction, repair and operation of septic systems.
Job Functions:
❑ Conduct soil/site evaluations of properties under consideration for development with on—
site septic systems.
❑ Issue permits for properties that are approvable to authorize the installation or repair of
septic systems.
❑ Complete final inspection of new and repaired septic systems.
❑ Re- inspect certain septic systems and other state permitted wastewater systems.
❑ Investigate complaints from citizens regarding septic systems.
Needs Addressed:
❑ The current waiting period for soil/site evaluations is an estimated average of 19 business
days between receipt of the application and the initial site visit. The time between the
initial site visit and issuance or denial of the permit is an average of 3.6 business days. In
total, the average time between application receipt and permit issuance or denial is 22.7
business days.
❑ Timeliness of service for soil/site evaluations and issuance of permits has been and
continues to be a significant customer service issue.
❑ The table below shows several workload indicators in the areas of septic system
inspections.
Indicator
1996 -97
1997 -98
Projected
1998 -99
Projected
1999 -00
Site Evaluations
779
659
645
710
Septic Permits
447
591
535
525
Septic Approvals
1 550
473
545
600
Reinspections
1 175
1 162
1 182
1 225
Outcomes:
With the addition of this position, Environmental Health will reduce the waitin g times for the
septic permitting process by about 30 percent as shown below:
8
Health — Environmental Health Specialist
❑ Reduce the waiting time for initial soil/site environmental health inspections from an •
average of 19 business days to 13 business days.
❑ Reduce the waiting time between the initial inspection and issuance /denial of a permit
from an average of 3.6 business days to 2.5 business days.
❑ Reduce the total average time between receipt of the application and issuance or denial of
the septic permit from an average of 22.7 business days to 15.5 business days.
❑ For comparison, Environmental Health surveyed nine other Counties to assess the
average response time for septic service. The counties surveyed were: Alamance,
Cabarrus, Caswell, Chatham, Durham, Granville, Person, Pitt, and Wake. Those survey
averages are shown below along with the present and projected Orange County averages.
Service
Present
Projected Orange
Nine County Survey
(Average Business Days
Orange
County with Position
Average
Between)
County
Addition
Application receipt and initial
19.1
13
10
soil/site evaluation
$4,792
$0
$54,942
Initial soil/site evaluation and
3.6
2.5
2.5
permit issuance or denial
Application receipt and
22.7
15.5
12.5
permit issuance or denial
Financial Impact:
Annual Position Costs
Annual
One Time
Offsetting
1999 -00 Position
(Salary/Benefits)
Operating Cost
Start Up Cost
Revenue or
and Start Up Cost
Budget Savings
$44,550
$5,600
$4,792
$0
$54,942
It is proposed the new position be funded from the County general fund. The startup costs
include a personal computer, mobile radio, and office furniture. The operating costs include
motor pool expenses, departmental supplies, telephone, training and the like.
Relation to Board Goal(s):
The proposed position does not relate to a specific Board of Commissioners' goal.
I: \peg99\report \ehrep.doc
April 20, 1999
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Health — Healthy Carolinians Coordinator
. and Health Education Project Manager
tcequest: i o establish two new permanent full time Health Educator positions to serve as
Healthy Carolinians Coordinator and Health Education Project Manager in the Health
Department.
rurpose: 1 o staff and fully implement the Healthy Carolinians Initiative and, through this, to
improve the health of Orange County citizens.
.pop runcnons:
Healthy Carolinians Coordinator
❑ Plans, leads, and manages the Healthy Carolinians initiative that is designed to improve
the overall health of Orange County citizens.
❑ Manages and coordinates the activities of existing committees which are composed of
health care advocates and providers. (Committees and providers are primary deliverers of
services.)
0 ❑ Formulates and carries out evaluation plans for each activity undertaken, including
activities of non -profit agencies that receive county funding to deliver health services.
❑ Seeks out grant opportunities and develops grant applications.
❑ Analyzes and compiles data on health indices and goals for "State of Orange County"
Health Report.
❑ Develops and communicates reports on Healthy Carolinians goals and status.
Health Education Project Manager
❑ Delivers directly priority health education programs such as those on child abuse
prevention, preventing teen pregnancy, injury prevention, fitness, and smoking cessation.
❑ Implements programs with partner agencies on pregnancy prevention, substance abuse
prevention, tobacco use prevention, increased use of existing health education programs
and the like. (See outcomes.)
❑ Analyzes effectiveness of health education programs.
. Needs Addressed:
❑ Provide staff for the Healthy Carolinian Initiative to improve the overall health of Orange
County citizens. As a result of a community -wide assessment and a community -wide
priority setting process, the Healthy Carolinians Initiative established high priority areas
10 Health- Healthy Carolinians
that need to be addressed to improve the overall health of Orange County citizens. These •
areas fall into two broad categories:
✓ Preventive services - This embraces goals for reducing the occurrence of
cardiovascular disease, cancer, substance abuse, and injuries by altering or improving
the delivery of preventive services.
✓ Needs of children - This embraces goals for preventing teen pregnancy, child abuse,
and substance abuse (tobacco, alcohol, and illegal substances).
❑ Currently Health Department staff is performing some of the work on an ad hoc basis as
time is available and by working overtime, but this does not yield sufficient time to
accomplish the initiative and the desired outcomes.
Outcomes:
By July 2000:
❑ Develop fully evaluation plans for all Healthy Carolinians strategies undertaken.
❑ Reduce the number of smokers in Orange County by about 3,000. That is, reduce the
smoking rate in the Orange County population from the current 28 percent to 25 percent.
❑ Increase the number of Orange County citizens who engage in regular exercise by about
2,000. That is, increase the regular exercise rate in the population from the current 40
percent to 42 percent.
❑ Determine the number of citizens currently participating in existing nutrition, fitness and
substance abuse programs and increase the number of citizens participating by 25 percent.
❑ Increase the number of citizens who have had a routine medical check up in the last year
by approximately 1,000. That is, increase the routine medical check up rate among
Orange County citizens from the current 70 percent to 80 percent.
• Determine how many Orange County day care providers currently have training in
recognizing and preventing child abuse and increase that number by 10 percent.
• Conduct the Youth Risk Behavior Survey in both school systems to assess levels of
substance use and sexual activity and develop specific intervention plans targeted at
specific behaviors.
❑ Develop and coordinate an "interagency case management group" to assure that the
estimated 2,000 children ages 10 -18 at risk for substance use, child abuse, or sexual •
activity are in a currently existing mentoring or support program.
Health - Healthy Carolinians
0 By July 2001:
•
❑ Through the Healthy Carolinians initiative, coordinate services among community
agencies and have at least five documented examples of this result.
❑ Assure that all County funded non -profit agencies that deliver health services related to
Healthy Carolinian goals have evaluation plans that reflect progress toward Healthy
Carolinians goals.
By 2002:
❑ Implement three private /non -profit health initiatives resulting from the efforts of Healthy
Carolinians such as a joint asthma initiative by UNC Hospitals, Blue Cross and Blue
Shield, the two school systems, and the Health Department.
❑ Establish two public /private partnerships focusing on long -term health strategies resulting
from the efforts of Healthy Carolinians such as development of low -cost health insurance
for uninsured populations or development of a community -based minority health
initiative.
Financial Impact: (for both positions)
Annual Position Costs
Annual
One Time
Offsetting
1999 -00 Position
(Salary/Benefits)
Operating Cost
Start Up Cost
Revenue or
and Start Up Cost
Budget Savings
$79,834
1 $8,538
$3,639
$70,782
$21,229
It is proposed that 50 percent of the Healthy Carolinians Coordinator position and associated
operating costs be funded by the County general fund. The remaining 50 percent of this
position will be funded by a combination of community partner, grant, or state sources. The
University of North Carolina at Chapel Hill has indicated that it will fund 25 percent of this
position for three years.
The Health Education Project Manager position, start-up and operating costs will be 100
percent grant funded. UNC Hospitals already has submitted a grant to the Duke Endowment
for the support of this position including operating costs and start-up. This particular grant
will fund this position for two years and after that time period it is anticipated other grants
will be available.
Relation to Board Goal(s):
The Board of Commissioners has discussed the Healthy Carolinians Initiative and will decide
in April whether it will or will not go forward as a Board adopted goal.
11
12 Health- Healthy Carolinians
Manager's Comment:
The Manager is recommending that one half of the cost (.5 FTE) of the Health Carolinians
Coordinator be County funded and the remainder of the positions' cost (1.5 FTE) be funded
by outside sources. County support for these two positions in the form of general fund
support for 50 percent of one position is viewed as "seed" money for the Healthy Carolinians
Initiative. With this start-up money and the outside resources, it is expected that the initiative
will be able to show what can be done with dedicated full -time staff. The partners in this
effort have shown their willingness to support the cost of this initiative through one -time
funding of special events and projects and, for the coming year, with a longer -term
commitment to staff and programming.
Depending on the outcomes and goals, it is anticipated that the County will be asked to
support the cost of at least one full -time position at the end of the first year and perhaps the
cost of a second position by the end of year three.
I:\perg99\report\hcrep.doc
April 17, 1999
•
•
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Human Rights and Relations — Civil Rights Specialist 13
Request: Establish a
q new permanent full time Civil Rights Specialist position.
Purpose: To improve the services provided to the community by significantly reducing the
time required to complete review of discrimination cases, increasing technical assistance to
business and individuals and expanding efforts to foster positive human relations in the
community:
Job Functions:
❑ Provides intake, investigation and resolution of discrimination complaints in employment
and housing.
❑ Conducts training sessions on equal employment, fair housing and public accommodation
practices for businesses and individuals.
❑ Develops programs for the Human Relations Commission, Commission for Women and
other targeted populations.
Needs Addressed:
❑ There has been an increase in the number of discrimination complaints received and in
the average time required to complete complaint intake, investigation and resolution for
discrimination complaints.
❑ Because of the time required to respond to discrimination complaints, Human Rights and
Relations' effort in providing technical assistance to businesses and educational programs
in the community regarding equal employment, fair housing and public accommodation
practices has been limited. Also the department has been limited in developing activities
and programs for the Human Rights and Relations Commission and for the Commission
for Women on issues that affect women.
Outcomes:
With the addition of the new Civil Rights Specialist position, Human Rights and Relations
will:
By June 30, 2000
❑ Reduce the average time from receipt of a discrimination complaint to resolution of that
complaint from the 273 days in 1998 -99 to 180 days by the end of 1999 -00.
❑ Increase technical assistance to businesses by conducting 12 training sessions on topics
such as employment discrimination for businesses.
14 Human Rights and Relations - Civil Rights Specialist
❑ Conduct 12 training sessions on fair housing for Orange County housing providers. 0
❑ Provide educational programs on equal employment, fair housing and public
accommodations to 10 citizen community groups or non - profit organizations.
❑ Coordinate a Family Law series of four workshops (one per quarter) on issues affecting
women in Orange County.
❑ Coordinate and complete a wide range of activities in support of women in Orange
County including an updated report on the status of women and reviewing available
resources for low to moderate income women and families who do not qualify for social
services and are in temporary and catastrophic financial crisis.
o Coordinate four community dialogue interactions through activities such as "listenings ",
fireside chats, and focus groups, including promoting community dialogue with the
Orange County Hispanic — Latino population.
In summary, with the new position proposed, the department will achieve the projected work
results shown for fiscal years 1999 -00 and 2000 -01.
Financial Impact:
Annual Position Costs
95/96
96/97
97/98
98/99
99/00
00 /01
Measures
Actual
Actual
Actual
Projected
Projected
Projected
Complaints
9
66
80
80
100
125
filed
Complaints
3
27
78
35
80
85
closed by staff
Complaints
0
0
0
2
5
7
forwarded to
Judicial System
Average time
150 days
210 days
286 days
273 days
180 days
150 days
for resolution
Number of
8
24
8
12
34
60
Presentations/
workshops
Financial Impact:
Annual Position Costs
Annual
One Time
Offsetting
1999 -00 Position
(Salary/ Benefits)
Operating Cost
Start Up Cost
Revenue or
and Start Up Cost
Budget Savings
$40,567
$281
$3,596
$12,500
$31,944
The proposed fund source is the County general fund. Offsetting revenue will be received
from HUD and EEOC based on the number of cases that are completed, up to the number of
cases for which they have agreed to provide reimbursement. EEOC reimburses at $500 per
completed case. HUD reimburses at $1,700 for each completed case. The offsetting revenue
projected for 1999 -00 takes account of the recruitment and initial training required for the
•
Human Rights and Relations - Civil Rights Specialist
40 position that will impact on the number of completed cases. The revenue estimate is based
on EEOC reimbursement for 25 cases at $500 per case. The start up costs include a personal
computer, telephone and office furniture.
Relation to Board Goal(s):
Not related to a specific Board goal.
I: \peg99\report\hrcrsrep.doc
4/20/99
•
15
171
� ]l
16
Planning — GIS Technician
• Request: Establish a new Permanent Full Time GIS Technician position.
Purpose: To create, update and maintain a comprehensive shared data base for GIS analysis
and mapping and to complete GIS presentations and analysis in support of Board of
Commissioners goals.
Job Functions:
❑ Reconcile, verify and enter data updates to the GIS data base including addresses,
subdivisions, new development and other changing attributes. Assure that a current,
accurate data base of planning related information is maintained.
❑ Compile GIS analyses of information such as patterns of new development and the like.
❑ Develop GIS presentation information for Board of Commissioners, Planning Board and
other public meetings including maps and analyses.
Needs Addressed:
❑ Currently there is a backlog of subdivision addressing system updates, including over
. 16,000 addresses that need to be verified and interfaced with the county -wide system.
Staff time has not been available to maintain the data base on a current basis.
❑ When the database is not current it does not support the information needs of Planning,
Environmental Health, Land Records, Tax Assessor, Schools or the Board of County
Commissioners, among others.
❑ The use of GIS in land use analysis is increasing and GIS needs to be used to a much
greater extent in support of Board goals such as in analyzing development patterns and
creating scenarios of development impacts and alternatives.
Outcomes:
❑ Update and maintain a current, timely subdivision addressing system data base. This is
the base geocode or platform on which other government information is layered.
Through this support the use of the data base:
✓ For policy analysis such as adequate public facilities and transfer of development
rights, among others.
✓ For Board goals as outlined below.
• ✓
By other Coun ty departments such as Environmental Health, Land Records, Tax
Assessor and other agencies such as schools and towns.
17 Planning — GIS Technician
o Free time for the senior GIS Coordinator to work with the Planning Director on analyzing is
regulatory changes through computer applications and to assist the planning staff on
development proposal presentations to the governing boards.
Financial Impact:
Annual Position Costs
Annual
One Time
Offsetting
1999 -00 Position
(Salary/ Benefits)
Operating Cost
Start Up Cost
Revenue or
and Start Up Cost
Budget Savings
$32,550
$2,170
$6,292
$500
$40,512
The proposed fund source is the County general fund. There is a minor revenue offset by the
sale of maps. The operating costs cover telephone, supplies, duplicating, training and the
like. The start up costs cover the purchase of a GIS workstation (estimated cost $5,000),
telephone installation and computer furniture.
Relation to Board Goal(s):
Adequate Public Facilities and Phased Growth: A school adequate public facilities ordinance
requires a high degree of data transfer among the Towns, County and school boards that has
to be geocoded into a county wide plan for analysis.
Analysis of IM pacts of Growth and Development: This position will enable Planning to •
y P p p g
create scenarios of different development proposals and their impact such as cost of services
depending on location and value of household.
Sustainability: Assist in land value analysis to direct various land uses to appropriate areas
where services can be provided economically.
Innovation and Efficiency: Development of a data base that can be shared and used by others
reduces duplication of effort, time spent on data base problem solving/error correction and
provides the capability to be proactive in addressing changing conditions.
Communication: This will enhance understanding and communication by showing through
maps and other graphic presentations the impact of complex regulations.
I: \per99 \gisrep.doc
April 20, 1999. •
•
18
Public Works - Custodian for Skills Development Center
Request: Establish a new
q permanent full time Custodian position.
Purpose: To provide cleaning services to the new Skills Development Center. This is a high
visibility facility that will be widely used by the public. Because of the facility purpose, it
has extended hours and dual use classrooms that increase the cleaning requirements.
Job Functions:
❑ Clean/sanitize rest rooms and replenish supplies twice a day based on usage.
❑ Clean floors, doors, walls, woodwork, fixtures, lights and other interior surfaces.
❑ Dust furniture, windows, files and the like.
❑ Collect trash from waste receptacles. Collect trash and debris from sidewalks and steps at
building entrances.
❑ Strip and reapply floor finish to hard surfaces. Vacuum and steam clean carpets.
❑ Provide limited building security, particularly in the evenings and at closing.
Needs Addressed:
❑ Completion of the new Skills Development Center in January 1999 has increased the total
square footage serviced by Orange County custodial staff by 13,200 square feet; that is
from 306,300 to 319,500 square feet.
❑ Staff has been servicing the Skills Development Center in overtime hours and through
use of temporary staff, but this does not provide for the level of service needed to
maintain the Center as full operations get underway.
❑ Public Works distributed a Request for Proposals to outsource custodial services for the
Center because of its geographically separate location from other facilities. This did not
demonstrate significant savings over adding a new position. The lowest bid received was
about $3,000 less than the County cost, including the County first year start up cost for
equipment of $2,500. The contractor did not agree to pay the County's recommended
living wage of $8 an hour.
Outcomes:
• ❑ Maintain the Skills Development Center and allow citizens to learn and use the Center's
services in a clean, quality environment.
❑ Provide some building security in the evenings and at closing.
19 Public Works - Custodian
❑ Assure the Center cleaning staff receives a living wage of at least $8 an hour.
❑ Maintain the average square footage per Custodian at the current level of about 21,300
square feet.
Financial Impact:
Annual Position Costs
Annual
One Time
Offsetting
1999 -00 Position
(Salary/ Benefits)
Operating Cost
Start Up Cost
Revenue or
and Start Up Cost
Budget Savings
$24,128
$2,000
$2,500
$5,000
$23,628
It is proposed the position be funded from the County general fund. Public Works proposes
to offset $5,000 in the position cost by budget savings in overtime and temporary wages.
The operating cost is for custodial supplies. The start up cost is for custodial equipment.
Relation to Board Goal(s):
The proposed position relates to the Board's goal of developing and implementing the Skills
Development Center.
I: \per99\report\pwcusrep.doc
April 20, 1999
•
•
Section B
� Existing Positions —
Recommended Changes
For 1999 -00
0
0 Existing Positions — Recommended Changes for 1999 -00
•
In summary, changes are proposed that impact 19.8 existing County positions. For
information, outlined below is an explanation of the types of recommended changes for
existing positions found in this report.
1. Time Limited Positions
Of the 19.8 positions, 11 of the requests relate to the position's time limited status. Two
types of changes are represented in the requests:
❑ Extend the position's time limited status. This involves 4 positions.
For example, the position has an ending date of June 30, 1999. It is requested that the
time limited status continue and the position's ending date be extended to June 30,
2000.
❑ Convert the position from permanent time limited status to permanent with no fixed
time limit; that is, the position would become a regular permanent position. This
involves seven positions.
For example, the position is time limited with an ending date of June 30, 1999. It is
requested the position be changed to a regular permanent position with no ending
date.
2. Change from Grant Funded to County Funded Position
The position has been established to be funded from grant funds. Those grant funds are
ending and it is requested the positions be continued based on County funding. This
involves 5.5 positions.
For example, the position was established to be funded from the COPSFAST grant.
Those grant funds are ending and it is proposed the position be funded with County
funds.
3. Increase in hours for a Permanent Part Time Position
The position presently is permanent part time and it is requested that the position's .
authorized hours be increased on a continuing basis. This involves 3.3 positions.
For example, the position is permanent part time 20 hours and it is requested the hours
increase to 30 hours. As another example, the position may be permanent part time 30
hours and it is requested that it be increased to permanent full time (40 hours).
I: \peg99\report\postyp.doc
April, 19, 1999
20
• 0 0
Existing Positions - Proposed Changes for 1999 -00
N
r
Additional Budget Required
Currently Budgeted
for Change
Annual
Net Position
Additional
Additional
Net Additional
Department
Position Title
Proposed Change
Present
Proposed
Net FTE
Salary
Sala
Benefits
Position Cost
Off - setting
Cost to Orang
Position
Offsetting
Annual
FIE
FTE
Change
(Salary &
Revenue
County
Budget
Revenue
Budget
Benefits)
Required
Required
Arts
Arts Coordinator
Increase from 20 to 30 hours
0.50
0.75
0.25
$13,124
$5,767
$18,891
$0
$18,891
$7,487
$0
$7,48
Commission
per week
Child Support
Child Support
Convert time limited to
1.00
1.00
0.00
$28,962
$6,067
$35,029
$23,119
$11,91
$
$
$
Officer/Location
Snecialiqt
permanent
EMS
Telecommunicator I
Convert time limited to
1.00
1.00
0.00
$
$0
$
$
$
$34,347
$
$34,34
permanent
EMS
Telecommunicator I
Convert time limited to
1.00
1.00
0.00
$0
$
$
$
$
$34,347
$
$34,34
permanent
ERCD
Shaping Orange County's
Convert time limited to
1.00,
1.00
0.00
$31,535
$6,399
$37,934
$16,312
$21,622
$16,312
$5,437
$10,87
Future Project Planner
permanent and reassign to
Plannin by 12 -31 -99
ERCD
Water Resources
Extend Time Limited from 6-
0.50
0.50
0.00
$11,766
$5,832
$17,598
$
$17,59
$0
$
$
Technician
30-99 to 6 -30-00
Health
Office Assistant I
Increase from 30 to 40 hours
0.75
1.
0.25
$19,944
$6,683
$26,627
$26,627
$7,579
$
$7,57
per week
Health
Public Health
Increase from 32 to 40 hours
0.80
1.00
0.20
$25,204
$5,515
$30,719
$0
$30,71
$6,448
$0
$6,44
Nurse/School Nurse
per week
Health
Office Assistant II
Extend Time Limited from 6-
0.50
0.50
0.00
$10,291
$5,401
$15,692
$15,692
$
$
$
$
30-99 to 6 -30-00
Health
Public Health Nurse I
Extend Time Limited from 6-
1.00
0.00
$31,928
$8,192
$40,120
$40,12
$
$
$
30-99 to 6 -30-00
Health
Social Worker II
Extend Time Limited from 6-
1.00
1.00
0.00
$28,961
$7,809
$36,770
$36,77
$
$0
$0
$
30-99 to 6 -30-00
Health
Social Worker I
Extend Time Limited from 6-
1.00
1.00
0.00
$26,270
$7,462
$33,732
$33,732
$
$
$0
$
30-99 to 6 -30-00
Human Rights
Administrative Assistant
Increase from 30 to 40 hours
0.75
1.00
0.25
$26,087
$5,746
$31,833
$
$24,539
$9,791
$0
$9,791
II
per week
Human Rights
Civil Rights Specialist
Convert time limited to
1.00
1.00
0.00
$37,395
$7,276
$44,671
$12,5
$32,171
$0
$
$
permanent
N
r
Existing Positions - Proposed Changes for 1999 -00
N
N
Additional Budget Required
Currently Budgeted
for Change
Annual
Net Position
Additional
Additional
Net Additional
Department
p
Position Title
Pro posed Change
Present
Proposed
Net FTE
Salary
Benefits
Position Cost
Off- setting
Cost to
Position
Annual
FIE
FIE
Change
(Salary &
Revenue
County
my
Budget
Revenue
Revenue
Budget
Benefits)
Required
Required
Sheriff
Social Worker II
Convert from Grant to County
1.00
1.00
0.00
$28,961
$5,919
$34,880
$26,160
$8,72C
$26,160
$
$26,1
Funding
Sheriff
Social Worker II
Convert from Grant to County
1.00
1.00
0.00
$28,951
$5,910
$34,861
$26,146
$8,715
$26,146
$
$26,1
Funding
Sheriff
Social Worker II
Convert from Grant to County
0.50
0.50
0.00
$11,775
$4,891
$16,666
$12,499
$4,166
$12,499
$0
$12,49
Funding
Sheriff
Deputy Sheriff I
Convert from Grant to County
1.00
1.00
0.00
$27,582
$7,181
$34,763
$26,072
$8,691
$26,072
$
$26,07
Funding
Sheriff
Deputy Sheriff
Convert from Grant to County
1.00
1.00
0.00
$20,182
$7,703
$27,885
$20,914
$6,971
$20,91
$
$20,91
Funding
Sheriff
Deputy Sheriff I
Convert from Grant to County
1.00
1.00
0.00
$11,351
$3,649
sis,000
$15,
$
$32,69
$
$32,69
Funding
Social Services
Child Protective Services
Convert Time Limited to
1.00
1.00
0.00
$0
$
$
$
$
$42,288
$42,288
$
Social Worker
Permanent
Social Services
Child Protective Services
Convert Time Limited to
1.00
1.
0.00
$0
so
$0
$
$
$42,288
$42,288
$
Social Worker
IPet
Social Services
Social Worker I
Increase from 20 to 40 hours
0.50
1.00
0.50
$13,135
$4,998
$18,133
$
$18,13
$14,974
$14,974
$
per week
Total
19
2125
1.45
$433,403
$118,400
$551,803
5305,036
$239,47
$360,341
$104,987
$251
N
N
w
23
Arts Commission — Existing Arts Coordinator
•Request: Increase the hours of the existin g p ermanent part time 20 hour Arts Coordinator
uiator
position to 30 hours each week.
Purpose: Increase support to the citizens and artists of Orange County through
accomplishment of Orange County Arts Commission goals.
Job Functions:
❑ Provides information, referral and assistance on the arts in Orange County, serving as
liaison to citizens, artists and arts organizations.
❑ Develops and distributes information materials on the arts, including newsletters and
calendars of events.
❑ Plans and facilitates workshops, sessions on topics of particular interest and collaboration
on arts events and projects.
❑ Manages the activities of the Orange County Arts Commission and communicates these
to the Commission.
. ❑ Researches grant opportunities and develops grant applications to support the arts.
❑ Disseminates state and local arts funding through three annual granting cycles.
Reason for Request:
To provide staff support to accomplish the goals of the Arts Commission in support of the
arts in Orange County.
Outcomes:
❑ Develop an "Arts in Orange County" brochure to introduce citizens and visitors to the
area to the arts in Orange County and let them know where to go for more information.
Distribute 3,000 copies of the brochure at Visitor's Centers and Orange County
information kiosks and also make it available at workshops and public events.
❑ Publish the Arts commission newsletter /calendar four times each year (8,000 copies)
rather than three times (6,000 copies) and supply it to the Visitor's Centers in addition to
artists and arts organizations.
❑ Coordinate three additional workshops for professional artists and organizations on
business issues in the arts, arts advocacy, and audience participation.
❑ Update and maintain an Internet site with information on Orange County arts and arts
events. Develop a link between the Arts Commission database and Internet site to
provide greater access to information on Orange County artists and arts organizations.
1 24
Arts Commission — Arts Coordinator
❑ Develop linkages among community organizations involved in the arts and through this .
help coordinate arts projects and assist community organizations to establish partnerships
with each other and with artists.
Financial Impact:
Additional Position Cost
(Salary/Benefits)
Offsetting
Revenue/Budget
Net Additional 99 -00
Position Cost
$7,487
0
$79487
Relation to Board Goal(s):
The work of this position includes activities related to the past Board goal of increasing
assistance to minority and female -owned businesses. The Arts Commission currently
identifies over 1,000 Orange County professional artists in its artist database and 53 percent
of these artists are women. Through the outcomes noted above, the Arts Commission will
work to assist these women artists and also through additional discussions underway to
partner with the Economic Development Commission in this effort.
I:\peg99\report\artsrep.doc
April 17, 1999
•
•
25
Child Support — Existing Time Limited Child Support Officer
Request: Convert an existing permanent full -time time - limited Child Support Officer
position to permanent status.
Purpose: To locate absent parents by using the Internet and other appropriate databases,
as well as maintain a full service child support caseload.
Job Functions:
❑ Locates absent parents by performing extensive searches on the Internet and other
State and Federal databases.
❑ Provides intake; establishes paternity and support orders; and enforces child support
orders by administrative or judicial actions.
Reasons for Request:
In July 1997 this position was established as a permanent time limited Child Support
Officer with an ending date of June 30, 1999. This position serves as Location Specialist
in Child Support and provides the knowledge and expertise to perform extensive
searches used to locate absent parents.
It is important that this position be continued to maintain child support services. Among
other things:
❑ Without this position, additional time would be required on the part of the other Child
Support Officers to locate parents. This would not be accomplished as efficiently
because the location specialist has developed special expertise using these computer
resources. The impact would be to slow the process of locating absent parents and
collecting child support payments. In some instances, the impact may be that the
absent parent is not located at all.
❑ Having the remaining Child Support Officers perform the location function would
reduce the amount of time they could spend maintaining child support caseloads. In
addition, it would increase their caseloads. Since the location specialist child support
officer maintains a caseload, as well as performs locator searches, the average
caseload for Child Support Officers has decreased from 460 to 400.
❑ Under welfare reform, welfare recipients are given a specific time frame in which
they can receive benefits. After this period, the welfare payment is terminated.
Thus, it is critical that absent parents are located and child support payments are
received because the welfare "safety net" for children has been removed.
•
26
Child Support — Child Support Officer
Outcomes: 0
❑ With continuation, this position will generate an additional $97,000 (from $3,255,000
to $3,352,650) in child support collections for Orange County's children.
❑ The County's cost to operate the Child Support Enforcement program will decrease
by $4,580 because increased collections will generate additional offsetting federal
revenue.
Financial Impact:
Annual Position Cost
(Salary/Benefits)
Offsetting
Revenue/Budget
Net Annual Position
Cost
$35,029
$23,119 (66 %)
$11,910
The offsetting revenue shown is reimbursement by the federal government for child
support services.
Relation to Board Goal(s):
Not related to a specific Board goal. •
I: \peg99\report\csorep.doc
4/17/99
•
EMS - Existing Time Limited Telecommunicators
isRequest: Convert two existing full time permanent time limited Telecommunicator
positions to permanent status.
Purpose: To maintain the level of service currently established for Emergency Management
communications.
Job Functions:
•
❑ Receive and dispatch 911 emergency and non - emergency calls.
❑ Provide Emergency Medical pre - arrival instructions.
❑ Dispatch and monitor all agencies served. Contact required support agencies.
❑ Maintain all required certifications.
Reason for Request:
In July 1997 the Board established two permanent time limited Telecommunicator positions
with an ending date of June 30, 1999 to address the workload and provide coverage for the
continuing high turnover among Telecommunicators. Other than these positions, no
additional positions have been added in EMS Communications since 1993. The chart below
shows how demands have increased for the 9 -1 -1 Communications Center
Telecommunicators from the community over the past five years. Also law enforcement
personnel served have increased. In summary, the number of:
❑ Telecommunicator transactions (emergency and non - emergency calls, Division of
Criminal Information inquiries /entries as to criminal record, driving record and the like,
radio transactions /monitoring for law enforcement, fire and EMS) have about doubled
over the past five years.
Telecommunicator Workload has Increased
From 1993 to 1998
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000, 000
1993 1994 1995 1996 1997 1998
27
28 EMS — Telecommunicators
❑ Law enforcement personnel in Chapel Hill, Carrboro, Hillsborough, and the Sheriff's
Department have increased by a total of over 35 positions since 1993. 0
Beyond the workload increase, high turnover among Telecommunicators and the need for
recruitment and training of new staff continue to impact coverage.
Outcomes:
With continuation of the two Telecommunicator positions, EMS will be able to maintain the
outcomes listed below:
EMS Goal
Outcome
Measure
Calls Properly
Maintain accuracy of dispatches
Error rate less than 2%
Dispatched
Calls Answered Rapidly
Prompt answer of 911 calls
93% of calls within 15 seconds
Calls Dispatched
Rapid dispatch
92% of emergency calls
Rapidly
dispatched within 2 minutes
Protect the safety of
Officer calls are monitored in
Dispatcher away from call one
Officers
emergency situations
minute or less in 95% of
incidents
Number of times officers are told to
37% of calls
stand by while taking 911 calls
Protect the safety of
Amount of time per emergency citizen
80% of emergency calls
citizens
call that calls are not monitored after
monitored after initial contact
initial contact and before law
with a response rate of 5
enforcement arrives
minutes or less
Financial Impact: (for both positions)
Annual Position Cost
(Salary/Benefits)
Offsetting
Budget/Revenue
Net Annual Position Cost
$68,694
$0
$68,694
When the two time limited positions were established, they were set up as recruitment
positions and funded from lapsed salaries. The department's budget was not increased to
accommodate the cost of the new positions. The amount shown above is the amount that the
budget would be increased now to fund the positions as permanent budgeted positions.
Under the current arrangement there are funds budgeted for 23 telecommunicator positions
and funds expended for up to 25 telecommunicator positions (expenditures are lower when
there are vacancies). Under the proposed arrangement, there would be funds budgeted for 25
telecommunicator positions and would still be funds expended for 25 telecommunicator
positions, to the extent all positions are filled.
Relation to Board Goal(s):
Not related to a specific Board goal. I: \peg99\report\emte1rep.doc
•
29
Environment and Resource Conservation — Existing Time Limited
0 Planning and Inspections -
Planner I
Request: To change the existing full time, time limited Planner I position established to
support the Shaping Orange County's Future initiative to a permanent position and reassign it
from the Environment and Resource Conservation Department to the Planning Department
by December 31, 1999 or earlier, depending on the ending date for the Shaping initiative.
Purpose: To complete the Shaping initiative in the Environment and Resource
Conservation Department and then to use the position in Planning to implement a program of
site inspections of new and completed subdivisions to assure compliance with zoning
requirements such as setbacks, landscaping, stream buffers, maintenance of required open
space and the like.
Job Functions:
In Environment and Resource Conservation:
❑ Complete staff support functions for the Shaping Orange County's Future initiative now
in the final stages of report completion.
0 With Reassignment to Plannin
❑ Complete initial site inspections for zoning permits to ensure that new construction
complies with zoning requirements for setbacks from property lines and streams (within
protected watershed areas). Complete second inspections prior to the issuance of the
Certificate of Occupancy to ensure that landscaping and buffer requirements are met
satisfactorily.
❑ Complete site inspections for major and minor subdivisions to verify that all
improvements are in place and that the improvements meet specifications of the approved
plans, including landscaping, impervious surface requirements and any other items in the
Resolution of Approval for the subdivision.
❑ In subdivisions where an erosion control plan is not required, inspect the road for
compliance with private road construction standards as outlined in the subdivision
regulations.
❑ Complete annual site inspections of completed flexible development subdivisions to
ensure that the required open space is maintained and any landscaped buffers are
maintained as set forth in the approved plan. Related to this, participate in the transition
from developer to the Homeowners' Association of the responsibility for maintenance of
common areas and roads. Prior to transition, assure the improvements and open space
still meet standards of originally approved plans. Following the transition, assure the
Homeowners' Association understands its responsibilities as to the approved plans.
30
ERCD/Planning — Planner I
• Issue zoning permits and provide information to the public.
• Review applications for amendments, special use permits, home occupation permits and
subdivisions for completeness.
Reason for Request:
In Environment and Resource Conservation:
❑ The Planner I position presently is time limited through June 30, 1999 and additional
time (not later than December 31) will be required to complete the Shaping report.
In Planning:
❑ Currently staff does not inspect for compliance with zoning ordinance requirements.
Staff approves the site plan for a building permit but does not inspect the actual on the
ground layout for compliance with the site plan.
❑ Once subdivision plans are approved, there currently is no mechanism to ensure that
landscaped buffers and open space are maintained. Also inspections are needed for
development that does not require an Erosion Control Plan, particularly private roads, to
assure development activities do not have detrimental effects on the natural environment.
❑ The staff currently shares the zoning authorization function through the Planning
Ambassador duty. This causes the time consuming but necessary function of zoning
authorization for building permits to be delayed or inconsistently handled. It needs to be
assigned to one person.
Outcomes:
❑ Completing field inspections of compliance with development restrictions and
subdivision resolutions will:
✓ Assure the County's policies as to new development, open space and the like are in
fact carried out and the conditions incurred upon approval of the site or subdivision
plan are met. This serves the purposes for which those regulations and plans were
approved of maintaining the quality of our community and protecting open space.
✓ Identify any problems or issues of non - compliance early in the development process
while there is the best opportunity for correction and potentially less expense
compared to measures to correct the violation at a later date.
If the position change and reassignment are approved, the projected work in the following
chart will be completed:
31
•
ERCD/Planning — Planner I
Measures*
97/98
Actual
98/99
Estimate
99 -00
Projected
00 /01
Projected
Site Inspections
General Zoning Compliance
Landscaping
Subdivision Open Space
0
0
950
1000
103
220
1 250
300
0
3
11
20
Meetings with HOA -
0
8
9
11
*Without the position reassignment, only the landscaping inspections would be
completed.
❑ The zoning permit process will be made more customer friendly and efficient with an
inspector familiar with field conditions and specializing in this process.
Financial Impact:
Additional Position
Cost (Salary/Benefits)
Offsetting
Revenue/Budget
Net Additional 99-
00 County Cost
$16,312
$5,437
$10,874
Orange County presently funds 57 percent of the position. The Towns of Chapel Hill and
Carrboro fund 43 percent. With the completion of the Shaping report, the Towns' funding
will end. With the continuation of the position and reassignment to Planning, the County
would assume the full cost of the position. The estimated annual additional County cost is
about $16,312. The chart above shows the net actual additional County cost for 1999 -00 and
takes account of the Towns' funding for part of 1999 -00.
Relation to Board Goal(s):
Rural Character Preservation: Regulations are only as good as inspections and long term
monitoring permit. Zoning inspector will conduct on going inspection and field oversight
duties.
Current Zoning Regulations Updating: The existing regulations are in need of updating and
clarification. The Planner I efforts along with Planner II staff efforts in the field and office
will permit the Current Planning Supervisor to work with the Planning Director to revise
regulations to meet new goals.
Shaping Orange County's Future: In response to the Shaping Orange County's Future
Reports, this also will help provide necessary staff support to free time to develop a list of
future activities that further rural character goals.
• I: \peg\report\planl.doc
April 17, 1999
32
Environment and Resource Conservation — Existing Time Limited
• Planning Technician (Water Resources)
Request: To extend the existing time limit for the permanent part time 20 hour time limited
Planning Technician (water resources) from June 30, 1999 to June 30, 2000.
Purpose: To develop and maintain the County's groundwater database in support of water
resource conservation in Orange County.
Job Functions:
❑ Updates and maintains the groundwater GIS database.
❑ Locates new well and septic systems using Global Positioning System receivers and
downloads this information into the GIS database.
❑ Identifies wellhead protection areas.
❑ Using data gathered for GIS groundwater database creates GIS map coverages for
analysis.
Reason for Request:
• In 1997 this position was established as permanent time limited in support of the Board's
"Water Resource Quantity and Quality Goal." The extension of the time - limited status is
requested to continue support to the County's Water Resources project.
This position develops and overlays GIS data with different coverages that have ground
water significance. Accurate location of wells and septic tanks has been identified as critical
for long term understanding of ground water resources. This identifies source entry points
for possible contamination. In the next year delineation of well head capture areas will be a
significant part of groundwater efforts as well as maintenance and updates to the data base
collected to date.
Outcomes:
❑ Complete the water resources GIS database.
❑ Maintain and update the groundwater data base including the addition of the 360 — 400
new wells added each year.
Financial Impact:
Annual Position Cost Offsetting Net Annual
(Salary/Benefits) Revenue/Budget Position Cost
$17,598 $0 $17,598
133
ERCD — Planner Technician (Water Resources)
Relation to Board Goal(s): •
Water Resource Quantity and Quality: Develop the water resources database for use in
analysis, planning and water resources protection.
I:\peg\report\ercdrep.doc
April 17, 1999
•
•
34
Health — Existing Office Assistant I
Request: Increase the hours for an existing permanent part time (30 hours) position to
permanent full time (40 hours).
Purpose: To provide reception and related office support during peak clinic hours on
Wednesdays at the Health Department clinics in the Southern Human Services Center.
Job Functions:
For 30 hours per week, the position presently provides office support in the Dental Clinic in
Carrboro. Two of the additional hours will be used to do reminder calls for patients
scheduled for dental health clinics in Carrboro. Eight of the additional hours will be used one
day each week in Southern Human Services Center as follows:
❑ Serves as receptionist, for the Health Department Clinics, assisting patients using clinic
services.
❑ Files and retrieves medical records. Enters patient data into automated medical records.
Reason for Request:
. Demands on Southern Human Services Center clinic staff have increased due to greater
demand for services, particularly at the Wednesday clinics for sexually transmitted diseases,
family planning and HIV testing, and due to Hepatitis B initiative. Because of the need for
direct assistance to clinic patients, additional services such as data entry, filing of medical
records and posting of laboratory results may be backlogged. Beyond this, the increased
volume of HIV testing and the Hepatitis B initiative have increased data entry demands.
Outcomes:
❑ Allow nurses to spend more time with patients and less time providing office support.
❑ Process patients in more quickly, thus improving clinic flow and reducing waiting times.
❑ Increases the timeliness of Medicaid revenue acquisition by enabling Medicaid claims to
be completed in a more timely way.
❑ Improves medical record set -up, retrieval and filing which allows patients to be served in
a more timely fashion.
Workload Indicators
FY 1994 -95 FY 1995 -96 FY 1996 -97 FY 1997 -98
Encounters 1 22,338 25,927 1 26,373 27,388
135
Health — Office Assistant I
Financial Impact:
Additional Position Cost
(Salary/Benefits)
Offsetting
Revenue/Budget
Net Additional 99 -00
County Cost
$7,579
$0
$7,579
The proposed fund source is the County General Fund.
Relation to Board Goal(s):
Not related to a specific Board goal.
I: \peg99\report\hoffasst.doc
4/17/99
•
�J
•
Health — Existing Public Health Nurse I/School Health Nurse
Request: Increase the hours of a permanent part-time (32 hours) Public Health
Nurse I to permanent full -time (40 hours).
Purpose: To increase the number of students receiving Hepatitis B immunizations and
increase the number of public health education presentations on Hepatitis B for students,
parents and teachers. To increase nursing services to the two public schools to which the
nurse is assigned.
Job Functions:
Plans and implements the Hepatitis B Immunization program for sixth graders.
• Schedules and administers vaccines.
• Coordinates with school nurses for clinic setup.
• Educates parents and teachers on immunization information.
Provides nursing services to two public schools.
• Makes regularly visits to schools. -
❑ Provides individualized health counseling, referral and follow -up.
• Identifies health problems.
❑ Provides case management and services to children with chronic diseases in the
school setting.
Reason for Request:
The increase in hours is needed to address the following areas:
❑ Orange County and Chapel Hill/Carrboro Schools have school nurses that are
available to assist with the Hepatitis B immunizations. However the charter and
private schools do not have nurses available and the number of private and/or charter
schools has increased from 4 to 7 over the past few years. In those schools, this
position has full responsibility for the entire Hepatitis B immunization process.
❑ The Hepatitis B vaccine series consists of three injections: an initial shot, the second
shot administered 30 days later and a third shot administered five months later. The
student may opt to get an MRR shot along with the second Hepatitis B immunization
and may opt to get a Tetanus shot along with the third Hepatitis B immunization.
Therefore, the Public Health Nurse may potentially administer five shots to a student
over the course of the year.
• Due to the overall growth of the Hepatitis B immunization program, the Public Health
Nurse I is spending a minimal amount of time on conducting public health education
presentations on Hepatitis B to students, parents and teachers.
• Due to the increase in student enrollment and additional school sites to be visited to
administer the Hepatitis B immunization, the Public Health Nurse I is spending less
37
Health — Public Health Nurse I
time providing nursing services to the two assigned schools for which she serves as
school nurse. The nurses deals with a variety of health issues at the schools (such as
first aid, sexually transmitted diseases, birth control, counseling, and the like) which
may result in increased health knowledge and awareness and disease prevention.
Outcomes:
Increasing the hours for this position will:
❑ Increase by six percent (from 805 -850) the number of sixth grade students that will
complete the Hepatitis B vaccine series. This will increase the immunization rate and
reduce the incidence of this communicable disease.
❑ Increase the number of health education presentations conducted from 5 to 20.
❑ Maximize the receipt of Medicaid revenue by assuring 100 percent of all student
personal data sheets are reviewed and tallied with the number of children on
Medicaid.
❑ Increase the number of student contacts in the two public schools assigned for
medical issues by 20 percent (from 500 to 600) resulting in improved health
knowledge, disease prevention and increased school attendance. In addition, other
increases in student contacts are expected in the areas of case management for Is
students with chronic illnesses, health education activities and other
medical/psycho /social issues.
Financial Impact:
Additional Position Cost
(Salary/Benefits)
Offsetting
Revenue/Budget
Net Additional 99 -00
Position Cost
$6,448
$0
$6,448
The additional cost for the increase in hours from 32 to 40 hours for the 10.5 months this
position works is $6,448.
Relation to Board Goals:
Not related to a specific Board goal.
I: \peg99\report\hphnrep.doc
April 17, 1999
38
• Health — Existing Time Limited Intensive Home Visiting Grant
Positions
Request: To extend the permanent time - limited status for 3.5 grant funded positions (a
Public Health Nurse I, Social Worker II, Social Worker I and 20 hour Office Assistant II)
from June 30, 1999 to June 30, 2000.
Purpose: To continue the grant funded Intensive Home Visiting program for another
year.
Job Functions:
❑ The Social Worker II and Public Health Nurse I conduct the intensive home visits.
❑ The Social Worker I provides screening and intake and referral functions for the
program.
❑ The Office Assistant II performs scheduling, record keeping, reporting and general
office support.
Reasons for Request:
The Health Department has been advised it will continue to receive Intensive Home
Visiting grant funds for at least another year. The Intensive Home program provides
assessment, home visiting and case management services to medically fragile and/or
psychosocially complicated children (age 0 —5 years) and their families. The purpose of
the program is to:
❑ Decrease child abuse and neglect.
o Improve parent -child interaction.
❑ Ensure adequate use of preventive family support services.
❑ Improve children's health and development and
❑ Improve the service delivery system in Orange County by decreasing fragmentation
and duplication.
Outcomes:
0 If the program continues the Health Department will accomplish the outcomes:
Health — Intensive Home Visiting Grant Continuation
❑ 50 families will receive intensive home visiting services.
❑ 90 percent of families enrolled will not have substantiated cases of child abuse or
neglect.
❑ 90 percent of parents served will receive a score of at least 80 percent on a test of
parenting knowledge.
❑ 100 percent of children served will have a consistent primary medical care provider.
❑ 90 percent of children served will be up -to -date with immunizations and well
childcare exams.
Financial Impact: (for the 3.5 positions)
Annual Position Cost
(Salary/Benefits)
Offsetting Revenue/Budget
Net Annual County Position
Cost
$126,314
$126,314
$0
The program is fully funded by the N.C. Division of Women's and Children's Health of
the Department of Health and Human Services and the Orange County Partnership for
Young Children grants.
Relation to Board Goal(s):
Not related to a specific Board goal.
I: \peg99\report\hihvrep. doc
4/17/99
C7
•
•
Human Rights and Relations — Existing Administrative Assistant II
Request: Increase the hours of a permanent part time 30 hour Administrative Assistant II
position to permanent full time 40 hours.
Purpose: To increase the administrative /clerical support provided to the Human Rights and
Relations Department, the Commission for Women and Orange County Human Rights and
Relations Commission.
Job Functions:
❑ Performs case administration duties such as intake, research, data entry, tracking, follow
up and preparing a wide range of correspondence and notices.
• Answers telephones and receives visitors. Gives information to the public about
department or makes appropriate referral.
• Arranges meetings and conferences. Prepares minutes for the Commissions.
• Administers department business activities including supplies, personnel action forms,
budget, leave records and the like.
Reason for Request:
This position originally was established to serve part time 20 hours as administrative /clerical
support for the Commission for Women. Effective July 1, 1993 the Board approved
increasing the position from 20 hours to 30 hours per week to support work then in progress
on development of the Civil Rights Ordinance. Since then:
❑ The Civil Rights Ordinance has been developed and implemented. It now is administered
on an on -going basis by the Human Rights and Relations Department including
responding to citizen questions, receiving complaints, handling cases and so forth.
❑ The Human Rights and Relations Department has become certified as a substantially
equivalent agency with both EEOC and HUD, causing a substantial increase in caseload,
case management demands and the paperwork generated.
❑ The department has added two additional professional staff to do the substantive work,
but has not added to the support staff.
To meet the current workload, the Human Rights and Relations Department needs additional
office coverage and administrative support beyond that provided by the 30 hour position.
Among other things, the part-time position has caused a critical need for office coverage
between the hours of 3 -5 p.m. The professional staff has had to cut back on time spent on
cases to ensure office coverage.
40
Human Rights and Relations - Administrative Assistant II
The additional hours would enable the Human Rights and Relations Director and Civil
Rights Specialists to focus their time on intake, investigation and resolution of discrimination
complaints; technical assistance to businesses and programming within the community.
Outcomes:
❑ Provide telephone coverage for the County business hours of 8 to 5. Return 100 percent
of all telephone calls within 24 hours.
❑ Take and transcribe minutes for Commission for Women and Human Relations
Commission meetings.
• Create a database for tracking civil rights complaints, inquiries, request for information,
request for services and training, activities and prepare monthly and quarterly reports to
Commission for Women, Human Relations Commission, EEOC and HUD.
• Prepare form letters required by HUD and EEOC case processing guidelines, conduct
preliminary intake on complaints within 48 hours of date received or case action, refer
non jurisdictional complaints to appropriate agency and jurisdictional complaints to civil
rights specialist.
❑ Conduct routine administrative work such as copying, faxing, arranging and scheduling
meetings, routine correspondence, preparing agenda packets and telephoning HRC and
Women commission members on meetings and updates - to provide timely staff support
to these commissions.
❑ Prepare mass mailings to employers, housing providers, citizen groups, and the faith
community to provide information on technical assistance, education and outreach
training by the civil rights specialists and the director.
Financial Impact:
Additional Position Cost
(Salary/Benefits)
Offsetting
Revenue/Budget
Net Additional 99 -00
Position Cost
$9,791
0
$9,791
The position is currently funded through the County general fund at 30 hours per week. The
cost of the additional 10 hours. is $9,791. The proposed fund source is the general fund.
Relation to Board Goal(s):
Not related to a specific Board goal.
I; \peg99\report\hraa2.doc
April 22, 1999
43
Human Rights and Relations — Existing Time Limited Civil Rights
• Specialist
Request: Convert an existing full time permanent time - limited Civil Rights Specialist to
permanent status.
Purpose: To continue the current level of services to the community by maintaining the
existing number of employment and housing discrimination complaints resolved and training
sessions and programs conducted.
Job Functions:
❑ Provides intake, investigation and resolution of discrimination complaints in employment
and housing.
❑ Conducts training sessions on equal employment, fair housing and public accommodation
practices for businesses and individuals.
Reason for Request:
In July 1997 the Board established this permanent time limited Civil Rights Specialist
position with an ending date of June 30, 1999 to address caseload. It is requested that the
position be continued to address caseload and maintain the current levels of service as shown
below.
Fiscal Impact:
• Annual Position Cost Offsetting Net Annual Position
(Salary/Benefits) Revenue/Budget Costs
$44,671 $12,500 $32,171
95/96
96/97
97/98
98/99
99/00
00 /01
Measures
Actual
Actual
Actual
Projections
Estimates
Projection
s
Complaints
9
66
80
80
100
125
filed
Complaints
3
27
78
35
75
85
closed by staff
Complaints
0
0
0
2
5
7
forwarded to
Judicial System
Average time
150 days
210 days
286 days
273 days
250 days
260 days
for resolution
Number of
8
24
8
12
12
12
Presentations/
workshops
Fiscal Impact:
• Annual Position Cost Offsetting Net Annual Position
(Salary/Benefits) Revenue/Budget Costs
$44,671 $12,500 $32,171
44
Human Rights and Relations - Civil Rights Specialist
Offsetting revenue is received from HUD and EEOC based on the number of cases that are
completed. EEOC reimburses $500 per case and HUD reimburses $1700 for each completed
case.
Relation to Board Goal(s):
Not related to a specific Board goal.
l:\peg99\report\hrcstl.doc
April 22, 1999
•
•
•
Sheriff— Existing COPSFAST Positions
Request: q Convert three existing permanent full time Deputy Sheriff I positions to full
County funding. For the past three years, the COPSFAST grant has funded 75 percent of the
cost of these positions and the County has funded 25 percent of the cost.
Purpose: To continue the community policing and patrol program at its present level.
Job Functions:
❑ Provide policing and patrol in high drug traffic areas, including use of K -9 enforcement.
❑ Provide law enforcement coverage for after hours school events in the Orange County
School system.
❑ Act as liaison between the Sheriff s Department and community groups throughout the
County.
Reason for Request:
A stipulation of the COPSFAST grant is that the County must assume full funding of the
positions after the three -year grant expires.
Outcomes: (for the three positions)
With continuation of the COPSFAST positions, the Sheriffs Department will be able to
maintain the outcomes listed below:
Outcome
Workload
Misdemeanor and Felony Drug Arrests
152 per year
Traffic Charges
172 per year
Alcohol Charges
20 per year
Community Meetings
50 per year
K -9 Assisted Calls Answered
278 per year
Fiscal Impact: (for the three positions)
Additional Position
Cost (Salary/Benefits)
Offsetting
Revenue/Budget
Total Net Additional
99 -00 County Cost
$78,956
$0
$78,956
The additional position cost shown above is the new cost to Orange County as a result of the
• grant ending for these three positions
Relation to Board Goal(s):
Not related to a specific Board goal.
I:\peg99\report\shercops.doc
April 20, 1999
45
46
Sheriff — Existing Domestic Violence /Crisis Positions
Request: Convert 2.5 existing Social Worker II positions to full County funding. For the past
six years, these positions have been funded 75 percent by a Governors Crime Control Grant and
25 percent by the County.
Purpose: To continue the domestic violence and other crime victims' assistance and school
crisis function programs.
Job Functions:
❑ Provide support, mediation and other assistance for domestic violence and sexual assault
crime victims and investigative officers in Orange County, UNC Campus, and the Towns of
Carrboro, Chapel Hill, Hillsborough and Mebane.
❑ Augment services provided by Social Services with regard to non - custodial and stranger
assaults to children that Social Services cannot investigate as a matter of law.
❑ Provide support to the new Victims Rights Bill recently approved by the General Assembly.
This includes notifying victims of their rights at the time of assault and informing them that
their assailants have been released from jail.
❑ Assist in enforcing legislation recently enacted by the General Assembly that requires North
Carolina to honor restraining and custody orders from other states.
Reason for Request:
These services are not offered by any other agency in Orange County. If the program does not
continue, services currently offered for domestic violence and sexual assault victims and
investigators will no longer be available.
Outcomes: (for the 2.5 positions)
With continuation of the Domestic Violence /Crisis positions, the Sheriffs Department will be
able to maintain the outcomes listed below:
Outcome
Workload/Per Year
Domestic Violence Victims Assisted
431
Physically and Sexually Abused Children Assisted
171
Assault Victims Assisted
153
Other Victims and Survivors Assisted
129
Financial Impact:
Additional Position Offsetting Net Additional
Cost (Salary/Benefits) Revenue/Budget Position Costs
$64,805 $0 1 $64,805
Sheriff — Domestic Violence /Crisis
The additional position cost is the cost to fund the 75 percent portion of the positions
previously paid by grant funds.
Relation to Board Goal(s):
Not related to a specific Board goal.
I: \peg99\report\domviol.doc
April 22, 199
•
•
48
Social Services — Existing Time Limited Child Protective Services Social
Workers
Request: Convert two full -time permanent CPS Social Workers to permanent status.
Purpose: To continue to provide adequate child protective services for children and
families.
Job Functions:
❑ Receives child protective services referrals and investigates reports of child abuse and
neglect.
❑ Conducts an assessment of client/family needs by identifying areas of deficit and strength
regarding all facets of the family.
❑ Provides individual and family counseling, therapy and crisis intervention using
techniques /methods that are most appropriate to client.
❑ Develops comprehensive treatment plan to remedy abusive and neglectful behavior and
conditions in families.
0 ❑ Prepares written case material and plans court strategy with agency attorney. Prepares
witnesses, testifies in hearings as an expert witness and prepares written court reports.
Reason for Request:
In July 1997 these positions were established as permanent time limited CPS Social Workers
with an ending date of June 30, 1999 to address workload and high turnover among Child
Protective Services Social Workers. These positions are responsible for providing adequate
protective services for children and families.
It is essential that these positions be continued to:
❑ Comply with minimum State staffing standards. The State staffing standards are one
Investigations CPS Social Worker for every 12 families in the investigations caseload and
one Treatment CPS Social Worker for every 15 families in the treatment caseload. In the
Orange County Social Services Investigations unit the average caseload currently is
between 10 and 12 cases. In the Social Services Treatment units the average caseload
currently is 18 cases.
❑ To respond to increases in the workload partly due to changes in the N.C. General Statute
7A -544. Effective October 1, 1997, the N.C. General Statute requires Social Services to
ascertain immediately after a report is received whether other children live in the reported
child's home and if so, initiate an investigation on all children in the home. All children
living in the same household (including group homes and multi - family households) with
49
Social Services - CPS Social Workers
the alleged victim child at the time of the report must be opened for a CPS investigation. 0
❑ To respond to increases in court work. Court related activities include attending judicial
reviews and permanency planning hearings; consulting with attorneys to prepare for
court; obtaining authorization from judges to take emergency custody; preparing reports
and the like.
Outcomes:
Continuation of these positions supports the following outcomes:
❑ 100 percent of children reported as abused/neglected /dependent will be seen within the
statutory time frames (24 hours for abuse and 72 hours for neglect/dependency).
❑ 100 percent of children found to be abused/neglected will have protection plans to
address safety.
❑ All of the children residing in a home where one child has been reported to be
abused/neglected will be assessed for signs of abuse /neglect.
Fiscal Impact:
Annual Position Cost
(Salary/Benefits)
Offsetting
Revenue/Budget
Net Annual County
Positron Costs
$84,576
$84,576
0
When the two time limited positions were established, they were set up as recruitment
positions and funded from lapsed salaries. The amount shown above is the amount to be
added to the budget to fund the positions as permanent budgeted positions. All of the
positions' costs will be offset by funding from the Work First Block Grant (Children's'
Services) funds.
Relation to Board Goal(s):
Not related to specific Board goal.
PJ
I: \peg99\repoort\sscps.doc
April 20, 1999 0
•
Social Services — Existing Social Worker I
Request: Increase the hours of a permanent part time (20 hours) Social Worker I to
permanent full time (40 hours).
Purpose: To increase the support provided to the Community Alternatives program for
Disabled Adults (CAP/DA) to the end that adults who qualify for skilled nursing care may
remain at home and out of a nursing home facility.
Job Functions:
❑ Conducts assessment of physical needs, family support and mental status of disabled
adults. Develops and revises plan of care.
❑ Makes home visits to provide ongoing assessment of needs and provision of services.
Arranges for services such as medical supplies, durable medical equipment, in -home aide
services and the like. Monitors delivery of services such as aide time, supplies, nursing
visits and the like.
❑ Prepares documentation to meet State and Federal regulations.
Reason for Request:
To ensure that staffing hours are available to provide case management support to individuals
who qualify for the Community Alternatives program. In the past, a waiting list of
individuals has been formed due to lack of staffing hours to support the program.
Outcomes:
❑ Enable 25 disabled adults to receive comprehensive medical and social assessments and
plans of care.
❑ Prevent 15 nursing home placements and save over $1,000 per placement in federal, state
and local funds.
❑ Enhance the quality of life for disabled adults by assisting them to remain in their homes
and prevent elder abuse and neglect.
Financial Impact:
Additional Position Cost
(Salary/Benefits)
Offsetting
Revenue/Budget
Net Additional 99 -00
Position Cost
$14,974
$14,974
$0
Social Services advises the cost of the additional hours will be offset by Medicaid revenue.
Relation to Board Goal(s):
Not related to a specific Board goal. I: \peg99\report\ssswi.doc
59
0
•
Section C
• Potential Resources Required
Related to Two Specific Initiatives
•
51
Potential Resources Required Related to Two Specific Initiatives
(Expanded Wastewater Treatment Program/Innovation and Efficiency)
1. Expansion of the Wastewater Treatment Management Program
In 1998, the Orange County Board of Health formed an ad hoc committee to develop a
proposal to expand the current Wastewater Treatment Management Program. The current
program focuses on monitoring alternative on -site wastewater treatment systems and does
not include conventional septic systems.
In October 1998 the ad hoc committee forwarded a proposal for an expanded Wastewater
Treatment Management Program that would include conventional septic systems to the
Board of Health. In November 1998 the Board forwarded the adopted proposal to the Board
of Commissioners. On March 8, 1999, the Board of Health and the Board of Commissioners
discussed the proposal in a joint work session.
The proposal includes a three- pronged approach of education, inspections, and homeowner
incentives. It.proposes to start the inspection phase of the program in the water quality
critical areas of the watersheds and move outward from there. The funding mechanisms for
the program were proposed to be a combination of fees and County general fund support.
At the March work session, the Commissioners agreed in principle that this is an important
40 The to consider for protecting the health of the public and for protecting the environment.
The Board asked the Health Department to start this program with a more fully developed
educational plan. This would specifically target educating current homeowners about
maintenance of their septic systems and raise general public awareness about safe drinking
water. Funding needs and strategies for the remaining portion of the program also would be
more fully developed in the first year.
The Health Department is in the process of recalling the ad hoc committee for additional
work on the education plan and will return to the Board of Health in June and to the Board of
Commissioners in August with a fully developed educational plan. It is expected that a
request for a new environmental educator position will be made at that time for the remainder
of the 1999 -2000 budget year.
In the 1999 -00 budget process, the Health Department is requesting that two- thirds of the
environmental health educator position's cost and associated costs for implementing the
educational plan be placed in reserve for potential implementation in 1999 -00. If the position
were approved effective October 1, the estimated 1999 -00 cost is as follows:
Annual Position
Annual
One Time
Offsetting
Net 99 -00 Position Cost
Costs (Salary/
Operating
Start Up
Revenue or
(prorated for 10 /1 date)
Benefits)
Cost
Cost
Budget Savings
and Start Up Costs
$44,550
$15,350
$3,292
$0
$48,217
• 2. Innovation and Efficiency
During discussions of proposed goals for 1999 -2000, the Board of Commissioners has
indicated its desire to reconstitute the Innovation and Efficiency Committee. In April 1996,
52
that group produced a report with 13 recommendations for potential cost savings and
streamlining of organizational structure and operations. That group, or a newly appointed
successor committee, would review the results of the 1996 study and identify other
opportunities for operational innovation and efficiency, consistent with a new charge to be
developed by the Board of Commissioners.
The 1996 study involved many hundreds of staff hours to support the I &E Committee in its
work. Given that experience, and the County's current heavy workload, it would be
important to provide additional resources to ensure that the Committee could complete its
charge in a timely and thorough manner. Existing staff would naturally provide technical
assistance to the committee as it reviews various departmental operations. However, there
would need to be a dedicated entity that would handle the administrative and logistic support,
including the necessary organization, coordination, writing, and production of the
committee's working materials and final report and presentation. This support function
could be provided by: 1) outsourcing; 2) a new position (with this and other responsibilities);
or 3) a combination of outsourcing and additional County staff.
If the outsourcing approach were chosen, the effort might be similar to that undertaken by the
recently engaged Y2K Coordinator. A qualified firm or individual, with extensive
experience in organization, coordination, and technical writing, would serve as the principal
liaison to the I &E Committee, and keep the project on time and on track. The cost of this
effort would depend on the scope of work required to assist the Committee in carrying out its
charge. It would be reasonable to expect that the hourly cost of this type of support would
run in the range of $75 -$150 per hour.
Alternatively or in combination with the above, the County could consider adding a new •
position that would likely be housed in the Personnel Department, but which would also
work very closely with Budget staff. The position would handle the I &E coordination
function, both with the reconstituted I &E Committee, and on an ongoing basis after the
Committee completes its charge. In addition, during the annual budget process, this position
would evaluate new position and position change requests, under the joint direction of the
Budget Director and Personnel Director. For the remainder of the year, the position, under
the direction of the Personnel Director and with the input of the County management team,
would:
❑ Follow through to support operating departments to implement recommendations
resulting from the I &E and new position processes (e.g. outsourcing, staff realignment,
internal system changes).
❑ Complete systematic evaluation of vacant positions to assure the most effective use of
County resources and recommend realignment or other alternatives when identified.
❑ Develop guidelines for outsourcing and provide enterprise -wide technical assistance to
departments that are pursuing outsource support.
❑ Complete organization and staffing studies including assessment of the organization,
functionality and efficiency of positions /programs such as solid waste. •
❑ Through focus groups and brainstorming session with department heads, employees and
work groups, identify employee ideas for improved efficiency and follow through to
support consideration and accomplishment of these.
❑ Follow through to support consideration and, if determined, implementation of policy
initiatives to enhance efficiency and effectiveness. For example, analysis and revision of
the grant request process as needed to assure adequate funds are requested for the
proposed work and indirect costs are recouped. As another example, assess assigned
areas to identify any duplication of services and develop with input of all involved
recommendations to address such duplication.
The estimated cost of the additional position is shown below.
Annual Position
Annual
One Time
Offsetting
Net Annual Position
Costs (Salary/
Operating
Start Up Cost
Revenue or
Cost and Start Up
Benefits)
Cost
Budget Savings
Costs
$44,055
$1,000
$0
$0
$45,055
•
53
•
Appendix 1
• Requested, Not Recommended
New Positions
•
0 • !
Requested, Not
Recommended New Positions
4 120 199Newfinal
Ln
-r--
Annual
Annual
One Time
Off - setting
1999 -00
Position
Department
Position Title
New
Position
Annual
Benefits
Position Cost
Operating
Start Up
Revenue or
Position and
Cost After
Status Comment
FTE
Type
Salary
(Salary &
Cost
Costs
Budget
Startup Costs
1999 -00
Benefits)
Savings
(Net)
Cooperative
Program
1
PFT
$25,015
$7,534
$32,549
$2,442
$235
$0
$35,226
$34,991
Withdrawn - State funds not
Extension
Assistant
available
EMS
Firefighter/
1
PFT
$25,945
$7,655
$33,600
$4,887
$30,292
$0
$68,779
$38,487
Withdrawn after review with
Admin Off
Fire Departments
EMS
Firefighter/
1
PFT
$25,945
$7,655
$33,600
$4,887
$30,292
$0
$68,779
$38,487
Withdrawn after review with
Admin Off
Fire Departments
Health
Billing Clerk
1
PFT
$19,605
$6,832
$26,437
$460
$2,922
$0
$29,819
$26,897
Pursue outsourcing third party
billing
Health
Envir Health
Educator
1
PFT
$35,637
$8,913
$44,550
$15,350
$3,292
$0
$63,192
$59,900
See Report Section C
Health
Envir Health
Specialist
1
PFT
$35,637
$8,913
$44,550
$5,600
$18,792
$0
$68,942
$50,150
See Report Section C
Health
IDatabase
0.50
PPT20
$17,819
$4,865
$22,684
$5,950
$13,292
$0
$41,926
$28,634
See Report Section C
Spec
Health
Health
Outreach
1
PFT
$36,506
$9,026
$45,532
$2,435
$3,789
$0
$51,756
$47,967
Withdrawn - May request next
Educator
I
year
Health
Receptionist
1
PFT
$19,605
$6,832
$26,437
$460
$2,922
$0
$29,819
$26,897
Pursue outsourcing third party
billing
Information
Services
PC Support
Specialist
1
PFT
$26,270
$7,608
$33,878
$0
$0
$0
$33,878
$33,878
Pursue outsourcing
Use strategies to address peak
Land Records
Mapper
1
PFT
$22,413
$7,196
$29,609
$1,390
$4,350
$0
$35,349
$30,999
workloads and assess service
standard
Library
ESL Office
0.50
PPT20
$10,164
$4,947
$15,111
$1,160
$3,047
$0
$19,318
$16,271
Withdrawn - pursuing ESL
Asst
realignment and review
Library
ESL Prog
0.75
PPT30
$16,810
$5,924
$22,734
$325
$812
$0
$23,871
$23,059
Withdrawn - pursuing ESL
Coord
realignment and review
4 120 199Newfinal
Ln
-r--
0
•
Requested, Not
Recommended New Positions
LA
tA
4 120 199Newfinal
Annual
Off - setting
1999 -00
New
Position
Annual
Position Cost
Annual
One Time
Revenue or
Position and
Position
Department
Position Title
FTE
Type
Salary
Benefits
(Salary &
Operating
Start Up
Budget
Startup Costs
Cost After
Status Comment
Benefits)
Cost
Costs
Savings
(Net)
1999 -00
Withdrawn - Pursuing in
Planning
Code
Enforcement
1
PFT
$30,408
$8,131
$38,539
$0
$0
$0
$38,539
$38,539
house review of workload,
functions, practices,
Officer III
inspections requirements
Use existing Shaping time
Planning
Planner I
1
PFT
$30,408
$8,131
$38,539
$0
$0
$0
$38,539
$38,539
limited Planner I when work
done, convert to permanent
and reassign to Planning
Sheriff
Deputy
1
PFT
$27,242
$9,092
$36,334
$0
$1,200
$10,000
$27,534
$26,334
Use vacant position for
Sheriff I
educational grant recipient
Social
Services (for
SHS Recept./
1
PFT
$23,532
$7,342
$30,874
$1,750
$0
$0
$32,624
$32,624
Pursue collaboration among
SHSC Depts
Office Asst
SHSC)
Total Requested, Not
15.75
$428,961
$126,596
$555,557
$47,096
$115,237
$10,000
$707,890
$592,653
Recommended Positions
LA
tA
4 120 199Newfinal
•
•
r�
U
Appendix 2
Time Limited Status
As Compared To Reduction In Force
56
Appendix 2
Use of Time Limited Status
As Compared to Reduction in Force
For the Board's information as it considers whether to designate a position as time
limited, outlined below is a comparison of the relative impacts (pros /cons) of time limited
status as compared to using reduction in force when a position ends.
1. Time Limited Status — Description
When the position is established, the Board designates it as time limited and sets an
ending date. During the recruitment and selection process, Personnel communicates
the time limited status to candidates and the final candidate selected. Absent a Board
decision to extend the position's time limit or to convert the position to permanent
status, the position ends on the designated ending date and employment of the
employee in the position is terminated.
2. Reduction In Force — Description
In the event a reduction in force becomes necessary (such as might result through a
position's funding end, elimination of the function/program or other reason) and the
employee is not appointed on a time limited basis, consideration is given to the
employee's past work performance, service and seniority in determining the
employees to be retained. In identifying the employee to be laid off such factors
would be looked at systematically among employees in the same department in the
same job classification. The employee to be laid off would be provided advance
notice of layoff.
3. Time Limited Status Impacts (Pros /Cons)
a. Clearly communicates "up front" to the employee who accepts the position that
the position has an ending date and, absent a Board decision to contrary, his or her
employment will end on that date.
b. Fixes a set date for review of the position and unless that review results in a
different decision, ends the position.
c. Impacts greatly on the number and quality of candidates applying for the position.
In this employment market, most candidates already have other jobs. Increases
recruitment time and costs in efforts to identify qualified candidates. As turnover
occurs in the position and it becomes closer to the established ending date, these
effects are increased such as in the remaining six to nine months of a two year
time limited position.
d. Leads to increased turnover in the position as the ending date comes closer and
the employee seeks to obtain continuing employment.
57
e. Both 3c and 3d above may cause the work for which the position was approved
not to be accomplished or to be accomplished at a reduced level. Is
f. Avoids the need to systematically analyze the work force to identify whose
employment will end if the position is eliminated and any controversy that may be
associated with such decision making.
g. Eliminates the flexibility to be able to retain the better performing or more senior
employee when the position ends if he or she is the one in the time limited
position. May result in the situation that a higher performing or more senior
employee's employment ends and a less senior or lower performing employee is
retained.
4. Reduction in Force Impacts (pros /cons)
a. Permits recruitment for a permanent position and best supports recruitment of a
well - qualified candidate.
b. Does not result in an increase in turnover over that which would be experienced
normally.
c. Through 4a and 4b above supports accomplishing the work of the position.
d. When a position is eliminated, provides the flexibility to:
❑ Systematically consider performance and seniority among employee in the
same job classification in the same department in deciding who will be laid
off and
❑ Retain the best performing and/or longer service employee.
e. May lead to more difficult decision - making when a position ends because of the
management judgement required to determine the employee to be laid off.
f. Does not automatically fix a date for review of a position although the Board
may choose to do so when the position is established.
5. Recommended Strategy
It is recommended that the Board use time limited status strategically and target it to
specific situations where it may be most useful. In this context, time limited status is
most useful in situations where the position has a clear, finite (time limited) and
relatively short term (two years or less) purpose such as accomplishing a particular
project and the work will end.
•
r�
•
•
Appendix 3
Organization Charts
From Approved Budget For 1998 - 99
on Aging and
I Comanmity I
Bernd
Senior Centers
Administrator
(1)
program
Coordinator
(1)
*Senior-Health
Coordinator
(1)
58
Function Hamm services
Full Time Equivalent 26 General Fwg
Position (F.T.E.) 1.0 Other Fandl
Notex The. Senior Citizen Pnoram Coaedinaw
The Senior Health Cowduator positions
receives ftmft tom UNC Hospual.
Director
Program Office Assistant
Administ<ator II
Elder Care Retired Senior
Program Vow
_ (•4)
Information and Project Director Supervisor Progr
Referral (1) (1) Transportation Adm»nist
Specialist Specialist (.4)
Assistant Project Assistant
II Carr Merger Dire=
(3) (2.0) (1) Office Assistant
I
. (1)
Orange County, North CaroU as
(1)
Driver
(9)
(1)
r�
•
Support Enforcement
Orange County North Camlina
Function Humn-Services
Full Time Equivalent 11.0 General Fund
Position (F,T.E.) 00.0 Oder Funds.
Child Support
Director (1)
Administrativel I I Office
Assistant H (1) Assistant II
Child Support
Officer (8)
59
(Economic Development
(Including Arts Commission and
Visitors Bureau)
60
Function Community Planning
Full Tiasem Equivalent 3.5 General Fund
Position (F.T.E.) 6.0 Ocher Funds
Notes: The Economic Development Commission is a
14 member advisory board to the Board of
Commissioners. The Visitors Bureau and the
Arts Commission are each 11 member
advirory boards.
The Visitm Bureau is funded by a 2%
County -wide Hoteymotel occupancy tax,
Development
Director
(1)
Administrative Economic
Assistant II Development
(1) Assistant
(1)
Director of Sales
(1)
Sales
Assistant
(1)
nrnr►ao rnrjnty Nnrth r^nmli»n
Visitors Bureau
Director
(1)
Communications
Specialist
(1)
Publications
Coordinator
(1)
Arts Commis
Director
(0.5)
Administrative
Assistant
(1) .
61
Management Function Public safety
Full Time Equivalent 5 0.0 General Fund
Position (F.T.E.) 1.0 Emergency Telephone Fund
Notes: There are 100 rescue squad
volunteers and 20 Hazadous
Materials Team volunteers.
Emergency
Management
Services Director
(1)
Emergency I I Fire
Medical Services
Deputy Director Deputy Director
EMS. Fire Marshal
(1) (1)
Field Supervisor
Assistant Fire
(2)
Marshal
(1)
Paramedic
Training
(14)
Coordinator
(•5
Training
Coordinator
(5)
Orange County. North Carolina
Administrative
Assistant II
(1)
Office Assistant I
(1)
Communications
Deputy Director
Communications
(1)
Training Specialist
(1)
Data Technician
Emergency
Telephone Fund
(1)
IShM Supervisor I
I
(17)
Telecommunicator
H
(3)
•
•
El
n
L_J
•
Environment and Resource Conservation
Community Planning
5.5
General Fund
62
Health Department
I Dental I
Dental Program
Coordinator
(.8)
Office
Assistant
I
(1.5)
Dental
Hygienist
. (1)
Dental
Assistant
(3)
Health
Director
(1)
Administrative
Assistant 11
(1)
Personal Environmental
Health Health
(See separate
Chart)
63
Function HIUM Services
Full Time Equivalent
Position (F.T.E.) 81.79 General Fund
Administrative Accounting
Officer Technician
(1) (1)
Administrative
Assistant I
(1)
Environmental
Health Director
(1)
Water, Sewage,
General Sanitation
Environmental
Health
Supervisor I
(1)
Administrative
Assistant I
(1)
Office
Assistant I
(1)
Food,
Lodging, and
Institutions
Environmental
Health Specialist
(2.S)
Soil Scientist Environmental Environmental
(1) Health Health Program
Specialist Specialist
(3.S) (1)
Orange County, North Carolina
Animal Health
Control Educaitions
Supervisor
(1)
Animal Control Public Health
Director Educator
(1) 11 (1)
Animal
Control
Officer
(5)
Office
Assistant II
(1)
Office
Assistant I
(1)
�iealth Department
Personal Health Division
Administrative
Assistant II
(1)
M.,
Function
Human Services
Full Time Egmvalent
See Departmental Main Char
Position (F.T.E.)
.26 Public Health Nurse I
•83 Child Service Coordinator
Personal Health
.125 Family Nurse Practitioner II
Director (1)
.5 Office Assistant II
1.0 Public Health Nurse I
1.0 Social Worker II
1.0 Social Wodwr I
Office Office
Assistant II Assistant II
(1) (.S)*
Nurse /Allied Maternal/Child Social Adult Health Management
Health Supervisor Work Supervisor Support
Supervisor (1) Supervisor (1) Supervisor
(1) (1)
Public Health Social Adult/Health . Mcal
Nurse I* Maternal Child Health Worker H Promotion ffie
(9) Health 'Coordinator (5)* Coordinator [Asss6t.'cj(5)
Laboratory Coordinator (1) (1) Social (1)
Office Asst. I
Technician Comm. Health Comm. Health Worker I* Communicable (1)
(2) Asst. (1) Asst. (1) (1) Disease
Coordinator (1)
Nutritionist . Child Service Community
(1) Coordinator* Services j [C,Health
(1) Technician (1)
Public Health (4) Family Nurse
Nurse I Practitioner II
(2.8) (1) ,
School FamilyNurse
Health Aide Practitioner I
(•40) 1 1 (1.5)
Family
Planning/STD
Coordinator (1)
Comm. Health
Asst. (1)
HIV
Counseling/
Testing (1)
nrnnoe rnunty. Nnrth r'nrwinn
�j
•
for Human
Rights and Relations
Orange County, North Carolina
Function Human Services
Full Time Equivalent 3.750 General Fund
Position (F.T.E.) 0.000 Other Funds
Notes: The Human Rights and Relations
Commission and the Commission
for women are advisory boards to
the County Board of
Commissioners.
I
Director
l
Administrative
Assistant II
(.7s)
Civil Rights
Specialist
(2) ., 5-
c_S 1_
65
•
r�
•
Function Community Planning
Full Time Equivalent 24.0 &r Fund
Position (F.T.E.) 1.5 Other Fbgds o?�t
Notes: The Planning Board, appointed by the Board
of Commissioners, has 12 members and
serves as an advisory board to the Board of
Commissioners.
Planning Director
(1)
Services
Planner II (Special Projects)
(1)
Administrative Assistant II
(1)
Administrative Assistant I
(1)
G.I.S. Project Coordinator
11% (1)
Code Enforcement
Supervisor (1)
Code Enforcement
Officer III (3)
Planner II
(1)
Permits Te
(1)
Orange County, North Carolina
Current
Planning
Planner III I I Planner III
(Supervisor) (1) (Supervisor) (1)
Planner II Planner II
(3)
Planner I
(1) P}Wr I 7 o
Piaiuiir 4�7*
Erosion Control
Erosion Contrc
Supervisor (1)
Erosion Control
Officer (3)
66
Uc Works Department
Solid Waste
Manager
(1)
Supervisor
(1)
Solid Waste
Collector
(7)
Ctr.
Operator
(7)
Function Public Worb
Full Time Equivalent 53.0 General Fund
Position (F.T.E.) 00.0 Other Funds
Public Works
Director (1)
Building and
Grounds
Supervisor
(1)
HVAC
Mechanic
(1)
Sr. Building
Maintenance
Mechanic (6)
Maintenance
Mechanic (2)
Electrician
(1)
Administrative
Assistant III
(2)
Office
Assistant I
(1)
Asst. Public
Works
Director (1)
Motor Pool
Supervisor
(1)
Auto
Mechanic I
(3)
Auto
Mechanic
Helper
(1)
Custodian
Supervisor
(1)
Custodian
(15)
67
Orange County. North Camlina '
s Department
Investigations Patrol
Lieutenant Lieutenant
(1) (4)
Sergeant Sergeant
(�) (4)
Imrestigator Deputy
(7) Sheriff II
(3)
DARE
Program Deputy
Sheriff I
(32)
Deputy
Sheriff II
(•5)
Deputy
Sheriff I
(•5)
Sergeant
(•5)
{ /7rvswnA /�n�is�}�s ]►Tnrtb /�is�n /iw.�
68
Function
Public Safety
Full Time Equivalent
101.5 General Fund
Position (F.T.E.)
17 Otter Funds
Notes:
The Sheriff is elected by the
voters of Orange County for a
four year term.
Sheriff (1)
Major (1)
Z
COPSFAST
Deputy I
Jail
School Resource
Officers
Lieutes
(1)
Deputy II
. (2)
Deputy I
(5)
Crisis
Intervention
*Social
Worker II
(3)_-
Domestic
Violence
*Domestic
Violence
Coordinator
(1)
Doty
Sheriff II
IDeputy
Sheriff I
Jailer
(8)
Cook
Supervisor
(1)
Cook
(2)
Custodian
CZ)
Jail
Office
Assistant
(.$)
CRM
Sergeant M
(1)
Criminal ataD
Specialist (1)
Administrative
Assistant III
(1)
Administrative
Assistant II
(3)
Captain (1)
Court/
Transportation
Deputy Sheriff
Jul (1)
Bailiff
Temporary
Crime
Prevention
Ali 1� 1
Lieutenant
(1)
1S(5)M1
69
ODepartment of Social Services Function xuman
Administration FuU Time Equivalent 15.0 Cienerai Fund
Position (F.T.E.)
Notes: Veterans'Service position is on this chart
Social Services
Director
(1)
Services Accounting/
Division Administration
(See separate Unit
chart)
Officer II
(1)
Rick Poole
Office
Assistant II
(1)
Office
Assistant I
(1)
Administrative Income Systems
Unit Maintenance Analyst
(See separate (1)
chart)
Office
Supervisor II
(1)
Office
Assistant I
(4)
Community . Accounting Veterans'
Social Technician I Services
Services (3) Officer
Assistant (1)
(1)
epartment of Social Services
"Children/Family Services
•
7G
Function Human Services
Full Time Equivalent 52 General Fund
Position (F.T.E.) 2 other Funds*
Social Work Program
Director
(1)
CPS Supportive
Intake/ Investment I Services
CPS Supervisor SW Supervisor
(2) 1 1 (1)
CPS Social Worker
Child Welfare Program
(10)
Specialist
(1)
CPS
Social Worker I
1 (1)
Treatment
SW Clinical Specialist
Social Worker I
(1)
(1)
CPS Supervisor
Social Worker M
(3)
(1)
Office Assistant H
CPS Social Worker
(1)
(14)
Community Social
Services Technician
(1)
Community Social
Serv. Assistant
(2)
Adult Day Care
Services
SW Supervisor Social Work
(1) Coordinator
(1)
Social Worker III
(Long Term Screening)
(3)
Social Worker II
(3)
Social Worker H
(3)
Social Worker I
1 (1)
Social Worker I
(1)
*Smart Start Social
Worker H
(.5)
Office Assistant 11
(1)
*Smart Start Office
Assistant II
(1)
*Accounting Technician