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HomeMy WebLinkAboutAgenda - 04-22-2002 - 1 1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: April 22, 2002 Action Agenda Item No. 1 SUBJECT: Budget and CIP Issues Discussion DEPARTMENT: Manager/Budget PUBLIC HEARING: (YIN) No ATTACHMENT(S): INFORMATION CONTACT: As noted in "Background" John Link or Rod Visser, 245-2300 Donna Dean, 245-2151 TELEPHONE NUMBERS: Hillsborough 732-8181 Chapel Hill 968-4501 Durham 688-7331 Mebane 336-227-2031 PURPOSE: To discuss various issues related to Orange County's FY 2002-03 operating budget and 2002-2012 ten-year Capital Investment Plan (CIP). BACKGROUND: a. Major Factors Affecting FY 2002-03 Budget The 2002-03 fiscal year is likely to be the most challenging that Orange County has faced in more than a decade. As are other North Carolina local governments, Orange County is facing the ramifications of the overall slowdown in the national economy, spillover from the State's budget shortfalls br the current and next fiscal year, and declining growth in major revenue sources. The Manager and Budget Director will brief the Board on some of the most significant aspects of anticipated revenues and proposed expenditures for 2002-03, and consider feedback from the BOCC in preparing the Manager's recommended budget during the next month. Attachment 1 — Table: Major Revenue/Expenditure Impacts on FY 2002-03 Budget (to be provided underseparate cover ahead of 4122 work session) b. New Staff Resources/Changes to Existing Positions During the past few budget review cycles, the Board has received preliminary assessments of proposed new positions and changes to existing positions during budget work sessions in April or May, rather than waiting until the June work sessions to review them for the first time. This 2 has enabled the Board to provide the Manager with questions and feedback that help him shape the specific recommendations regarding positions in his proposed operating budget for the subsequent fiscal year. This year, given the fiscal constraints discussed during the first part of this April 22 work session, the Manager's current inclination is to recommend only a handful of changes to the County's current staffing pattern. The Manager and Budget Director will briefly outline proposals for new or changed positions, to include thoughts about a process and reserve funding to implement some of the recommendations arising from Institute of Government consultant Kevin FitzGerald's reports earlier this year. Attachment 2— 2002-03 Position Report c. 2002-2012 Capital Investment Plan At the March 18 work session, the Board received a presentation on the proposed Capital Investment Plan for 2002-2012. The Board has since conducted two public hearings on the CIP to receive comment from citizens about various capital projects. This work session affords the Board the opportunity to identify projects about which they may wish to have additional information and discussion, and any that they may believe should be approved as reflected in the proposed CIP. The Board need not make any decisions on individual capital project allocations at this time. Additional discussion of the proposed CIP is planned for work sessions in May and June. ace the Board reaches a decision in June about the CIP as revised, individual projects will be implemented only through the Board's adoption of individual capital project ordinances. Attachment 3 — Manager's Recommended 2002-12 CIP (previously distributed — Please bring your copy to the meeting.) FINANCIAL IMPACT: The financial impacts will be discussed during the work session. RECOMMENDATION(S): The Manager recommends that the Board of County Commissioners discuss the topics noted and provide appropriate direction to staff. Orange County North Carolina 2002-03 Position Report =e Including Recommendations for: • New Positions • Staff Reserve Funds • Extension of Existing Position • Solid Waste Enterprise Fund Positions 2002-03 POSITION REPORT— TABLE OF CONTENTS RECOMMENDED NEW GENERAL FUND STAFF RESOURCES New General Fund Positions Summary Table..............................................1 Health — Social Worker, Intensive Psychosocial Counselor....................2 Staff Reserve Funds Summary Table.........................................................5 Information Systems......................................................................6 Recreation and Parks.....................................................................8 EXTENSION OF TIME-LIMIT FOR CURRENT GRANT-FUNDED POSITION SummaryTable....................................................................................11 Senior Public Health Educator-Community Health Awareness.............12 SOLID WASTE ENTERPRISE FUND PROGRAM CHANGE Solid Waste Enterprise Fund Summary Table............................................14 Multi-Family Recycling Program......................................................15 REQUESTED, NOT RECOMMENDED SummaryTable...................................................................................18 J i Opp- °until of � t Sz ott a ot�fi This.page left intentionally blank Recommended New Positions 2002-03 Annual One-Time Off-setting 2002-03 Net Position Department Position Title Position New FTE Personnel Operating Start-Up Revenue or Position and Cost After Type Costs Costs Costs Savings Start-up Costs FY 2002-03 Health(Personal) Social Worker-Intensive Psychosocial Counselor PFT 0.5 $23,778 $1,422 $0 $25,200 $0 $0 Total 1 0.50 $23,778 $1,422 $0 $25,200 $0 $0 Health — Intensive Psychosocial Counselor (Social Worker) Request: To establish a new permanent, half-time Social Worker II position within the Health Department. Purpose: To improve health outcomes for pregnant mothers and their unborn children by providing intensive psychosocial counseling services. Job Functions: o Provide Intensive Psychosocial Counseling to at-risk Orange County women eligible for Maternity Care Coordination Services. ❑ Complete all required billing paperwork to ensure the Medicaid billing process is done accurately and timely. o Communicate on a regular basis with OCHD Maternity Care Coordinators and clinical staff who share assigned cases. ❑ Provide community outreach and marketing of the Intensive Psychosocial Counseling service offered. o Provide ongoing educational information to Medical practices that accept "Medicaid for Pregnant Women" (MPW) regarding Intensive Psychosocial Counseling services available in Orange County. ❑ Refer appropriately to other services/agencies to ensure clients and families acquire needed care. ❑ Document all significant information accurately describing all aspects of Psychosocial Counseling provided according to Orange County Health Department protocols. ❑ Develop a therapeutic, non judgmental relationship with clients, respecting individuality and cultural differences. ❑ Collaborate with other professionals and agencies in a multi-disciplinary effort to serve clients and their families effectively. Needs Addressed: ❑ Orange County women eligible for Maternity Care Coordination services (Medicaid for Pregnant Women) often have a need for Intensive Psychosocial Counseling (I PC). The issues appropriate for IPC are as follows: existing problems with substance abuse; severe emotional crisis associated with situations such as loss of job, divorce, homelessness, death, and terminal illness; episodic disorders such as depression, psychosis and/or behavior disorders; HIV infection/AIDS and other life- threatening medical problems; pending incarceration; major psychological behavioral disorders; existing problems with child abuse, family violence or severe family dysfunction or history of such problems; suicidal tendencies; intensive negative feelings about being pregnant; intensive negative feelings about previous poor pregnancy outcome such as fetal death, stillborn, infant death or congenital abnormalities. [PC is a service in which Health Departments can directly bill Medicaid if this service is provided by a Licensed Clinical Social Worker (LCSW). 2 • Referrals are made to other Mental Health providers as needed. However, often there are long waiting periods until counseling is available or clients are unable to follow through with the referrals due to issues such as transportation or childcare needs. LCSW will assist high-risk clients to transition to mental health treatment services as needed. • There is currently no one doing this work. The Orange County Health Department's three Maternity Care Coordinators provide crisis interventions but this often is not enough. Frequently women enrolled in the Maternity Care Coordination program with severe depression or substance abuse issues, etc. do not get these serious issues addressed. As a result, they may have negative pregnancy outcomes and later may be unable to properly care for their new baby. This may place the new baby at high risk for child abuse and/or neglect. Outcomes:. • Orange County women eligible for Maternity Care Coordination Services will receive intensive psychosocial counseling at the same time and location as they receive their prenatal and postnatal care. • Provision of Intensive Psychosocial Counseling Services to eligible women will enhance comprehensive prenatal services resulting in healthier outcomes for both mothers and their babies. • Orange County women eligible for Maternity Care Coordination Services who have existing problems with substance abuse; severe emotional crisis; episodic disorders such as depression, psychosis and/or behavior disorders; HIV infection/AIDS and other life-threatening medical problems; pending incarceration; major psychological behavioral disorders, existing problems with child abuse or family violence; suicidal tendencies; intensive negative feelings about being pregnant etc. will have a greater opportunity for receiving needed help for their problems. • Orange County pregnant women enrolled with the OCHD Maternity Care Coordination program will see an increased number of their babies being born healthy and drag free. Measures: Without New Staff Resources Measure 99/00 00/01 01/02 02/03 Actual Estimates Projection Projection % of babies of enrolled MCC 70% 70% clients born drug/alcohol free. % of enrolled MCC clients with 20% 20% emotional/mental health needs who receive counseling services. #of mothers enrolled in MCC 140 145 150 150 % of referrals receiving Mental N/A 5% 5% 5% Health Services *New Statistic 3 With New Staff Resources Measure 99/00 00/01 01/02 02/03 Actual Estimates Projection Projection % of babies of enrolled MCC clients (who conjointly receive 85% 85% Intensive Psychosocial Counseling) born drug/alcohol free. % of enrolled MCC clients with emotional/mental health needs who 75% 75% receive counseling services. % of referrals receiving mental health services N/A N/A N/A 70% *New Statistic Financial Impact: Annual Position Annual One Offsetting 2002-03 Net Costs Operating Time Revenue or Position and (Salary/Benefits) Cost Start Up Budget Start Up Cost Savings Cost $23,778 $1,422 $0 $25,200 $0 • Offsetting Revenue Calculation: 630 visits at$40 per visit. • In the event that offsetting revenues are no longer available to completely offset the cost of this position, the Health Department will bring this to the attention of the County Manager and the Board of County Commissioners to decide if the County will assume the funding or if the service will no longer be provided. Relation to Board Goa/(s):This recommendation is not directly related to a Board Goal 4 J i until t +* 52 Cato�� This.page left-intentionally blank Recommended Additional Staff Reserve Funds 2002-03 2002-03 Net Position Department Position Title Position New FTE Position and Cost After Type Start-up Costs FY 2002-03 Reserve fund for Information Systems(IS Support Technician,Business Systems Information Systems Analyst,and IS Support Specialist) PFT 10 $100,000 $200,000 Reserve fund for Recreation and Parks(Parks Services Assistant and Parks Services Recreation and Parks Technician) PFT 2.0 $50,000 1 $75,000 Total 5.0 $150,000 1 $275,000 Information Systems Request: To establish a reserve fund within the Information Systems Department's General Fund budget that would be used to address identified information technology staffing needs. Needs Addressed: • As part of a planned organizational assessment, the Board of Commissioners approved a contract in September 2001 with the Institute of Government (IOG) for an information technology review. This review included: • Benchmarking the. County's technology capacity, organization and practices with selected other North Carolina counties and towns. • Interviews with Orange County Commissioners, selected department heads, Information Systems staff and the Information Technology Committee as well as focus groups with employees. • In January 2002, IOG consultant, Kevin FitzGerald, completed the information technology review and reported his findings and recommendations to the Board. • Based on the benchmarking comparisons of the County's staffing and information technology investment as well as the interview feedback, the consultant recommended the County add six additional information technology positions to manage migration from mainframe applications, support department users and support the transition to eGovemment, including web based applications. • Creation of the reserve fund would allow the Board to make a staffing decision sometime during the first half of fiscal year 2002-03. The funding recommendation provides monies to establish three new information technology positions beginning January 2003. • One possible staffing configuration to begin addressing the identified needs includes the creation of three new positions - an Information System Support Specialist, Business Systems Analyst and Information System Support Call Taker. It is important to note that these positions were included in the IOG consultant's report. Provided below is a summary of position functions under this staffing configuration. Staff will examine other possible configurations next fall, before making specific staffing recommendations to the Manager and BOCC. IS Support Specialist Purpose: • Provide technical support related to personal computer usage, County network and Internet/Web services. Users must be able to get problems 6 resolved quickly and network, e-mail and Intemet/Web services must be reliable. • Allow quality improvements in user follow-up and speed of response. • Provide in-house hardware maintenance and repair including installation and configuration of new PC's, networks and printers. • Industry guidelines suggest that the ratio of PC users to technical support staff should be in the range of 40-100 PCs per IS support staff member. The current ratio for Orange County is about 230 PCs per Information System support full-time equivalent position. Business Systems Analyst Purpose: • Provide project management and analysis for business systems legacy replacement project. • Analyze business processes and user needs. • Design and develop detailed specifications for solutions and identify, evaluate and recommend application systems to address needs. • Collaborate with IS staff members and other departments to develop and execute implementation plans for new application systems. • Orange County information technology continues to migrate from old technology legacy systems to newer network and Web based solutions that are purchased from outside vendors. This position would provide expertise in such transitional efforts, especially as they may relate to meeting citizen needs through eGovernment initiatives. IS Support Call Taker Purpose: • Answer internal County staff service calls made to the Support Desk. • Maintain the countywide equipment asset inventory and assist with ordering, receiving, and maintenance of spare systems, components, and tools. • As the IS Department moves beyond the network and desktop foundation efforts of the IT Plan into legacy systems and Internet/Web enhancements to systems, more rigorous project management would be necessary to ensure that project timelines remain on target. This position would provide administrative support to ongoing management activities. • Contracting out for this function does not allow for the person performing this function to develop additional skills or to become familiar with County departments and staff. 7 Recreation and Parks Request: To establish a reserve fund within the Recreation and Parks General Fund budget that would be available to create two full-time, permanent positions to address park maintenance. Needs Addressed. • In November 2001, the Environment Resource Conservation (ERCD) and Recreation and Parks Departments presented a report entitled "A New Era for Parks" to the Board of County Commissioners. According to the report, over the last five years, Orange County's role in park planning and operation has broadened significantly and now includes not only County related parks but also involves parks being completed with our bond partners such as the Towns of Chapel Hill and Carrboro. Within the past two years, the County has acquired a significant amount of land for parks and nature preserves. -The table below outlines current and proposed County park facilities: Park/Facility Park Status (as of April Future Plans* 18, 2002 Mapleview Field Land leased, not in Fall 2002 operation McGowan Creek Land purchased, not in Trail Only— Fall 2002 Preserve operation Little River Land purchased, not in Spring 2003 Regional Park operation Efland Cheeks Park Land leased, Phase 1 Phase II — Fall 2004 open Cedar Grove Park County owned, one field Fall 2004 in operation Seven-Mile Creek Land purchased, not in Trail/primitive campsite Preserve operation — Fall 2004 Fairview Park County owned, one field Spring 2005 in operation Chapel Hill Land purchased, not in Phase I —Spring 2005 Township operation Park/Educational Campus *Based on information included in the County's proposed 2002-12 Capital Investment Plan • With the exception of summer temporary personnel that do field preparation work, the County's Recreation and Parks Department has no permanent staff that performs park maintenance for existing parks. It is also important to note that the County's Public Works Department does 8 not have staff resources to dedicate to park maintenance due to maintenance requirements at other County buildings and facilities. • As indicated in the chart above, the County's park development plans involve several additional park facilities coming on-line in the near future. As these new facilities open, park operation and maintenance will be crucial in providing safe, clean, and well-kept parks for County residents. • The combination of present and planned new facilities creates a need for outdoor recreation facility and natural resource management. The two positions outlined below - Parks Services Technician and Parks Services Assistant - would provide the staff resources to address the identified needs. • This is just one possible configuration to address the identified needs. The County presently is recruiting for the new Recreation and Parks Management Director position approved by the Board in March 2002. Once hired, the Recreation and Parks Management Director would advise on the specific staffing configuration for park maintenance and operation and staff would present specific position proposals to the Commissioners during the first half of fiscal year 2002-03. Once the positions are established, the Recreation and Parks Management Director would be responsible for the hiring of the new staff. The funds recommended allow for hiring of new staff in January 2003. Park Services Technician Purpose: • Implement and adhere to a maintenance plan for park sites, including open space, athletic fields, play areas, trails, and picnic areas. • Operate appropriate equipment, such as mowers and tractors, required to maintain the athletic fields and active program areas. • Schedule regular park services such as controlling litter and trash, servicing picnic shelters and restrooms, and assisting with equipment setup for special events. • Supervise temporary staff or volunteers in the operations of the facilities, including, but not limited to, maintenance of the athletic fields, maintenance/repair of nature trail surfaces, and consistent opening and closing of the entrance gates at each facility. • Assist the Park Services Director and the staff of Environment Resource and Conservation Department (ERCD) to ensure that facilities are constructed and maintained properly and that public access issues are addressed. • Serve as the Recreation and Parks Department liaison to the Community Park Watch groups. 9 Park Services Assistant Purpose: • Perform fieldwork in accordance with the parks maintenance plan. • Operate appropriate equipment, such as mowers and tractors, required to maintain the athletic fields and active program areas. • Perform regular park services such as controlling litter and trash, servicing picnic shelters and restrooms, and assisting with equipment setup for special events. • Provide appropriate labor as needed to conform with daily, seasonal, and annual park operations. 10 J � . i t 17 52 A 4e fi _. This.page left-intentionally blank Extension of Time-Limited Position 2002-03 Annual One-Time Off-setting 2002-03 Net Position Department Position Title Position New FTE Personnel Operating Start-Up Revenue or Position and Cost After Type Costs I Costs Costs Savings Start-Up Costs FY 2002-03 Senior Public Health Educator(Child Health Extend until June Health(Promotion and Education) Awareness Program) 30,2003 0.00 $48,149 1 $6,300 1 $0 $54,449 $0 $0 Total 0.00 $48,149 $6,300 $0 $54,449 $0 $0 Health – Community Health Awareness Program Request: To extend the time-limit until June 30, 2003 for the Senior Public Health Educator position which administers the Community Health Awareness Program. Needs Addressed: • This position is grant-funded through the Smart-Start Program. The Health Department has received preliminary funding approval from the Orange County Partnership for Young Children to continue the program for fiscal year 2002-03. • A current Orange County employee has filled the position for the past three years. • The Community Health Awareness Program utilizes the lay health advisor model to empower and train people to help their fellow neighbors. Lay Health Advisors encourage families to get the help they need and to interact with agencies and organizations that do not know how (or have limited resources)to access those services. Community Health Awareness Program Objectives: • Education and awareness of health and human services for populations disconnected by poor language skills, education, geography, etc. • Community capacity building—indigenous citizens trained on health and human resources available to all families. • Customer Service—improving access to health information and connecting people to needed services. ❑ Building social capital—train lay health advisors advocate for agencies as well as the needs of the citizens they serve. Lay health advisors are unpaid volunteers and can leverage the limited personnel and resources of the county. ❑ At least 150 families referred to needed resources throughout the county each year. ❑ 80% of tracked referrals receive follow-up to identify access to and utilization of desired child health information and/or services. Community Health Awareness Selected Accomplishments • In the 2000-2001, 12 Latina Child Health Promoters were trained in the Chapel Hill and Carrboro area and made more than 200 community contacts in the first six months after they graduated. • In 2001-2002, 10 Latina Child Health Promoters were trained in the northern part of Orange County at the Northern Human Resource Center in Cedar Grove and graduated in December 2001. 12 • From January through March, 2002, these recently graduated promoters in northern Orange County have contacted families with 130 children and spoken to them about health and safety issues. They estimate that they sent 29 children to medical or dental appointments; 25 children for immunizations; and referred 25 families to WIC, Medicaid, or some other social service. 49 children's families received smoke detectors, carbon monoxide detectors, fire extinguishers, or child car seats. • A fotonovela on kitchen safety was published last year as part of the project and one on preventing poisoning is in the process of being developed this year. More than 1,000 copies were distributed last year and this year, the publication will be offered to all health departments across the state in an electronic format. • During 2000-2001, this program was recognized by the North Carolina Society of Public Health Educators as the Outstanding Health Education Project for the year and was nominated for the Glaxo Child Health Awards. 13 Additional Staff Resources (Solid Waste/Landfill Fund) 2002-03 Annual One-Time Off-setting 2002-03 Net Position Department Position Title Position New FTE Personnel Operating Start-Up Revenue or Position and Cost After Type Costs Costs Costs Savings Start-Up Costs FY 2002-03 Solid Waste Management Solid Waste Collector(Multi-Family Recycling) PFT 2.0 $53,296 $3,000 $0 $0 $56,296 $86,423 Solid Waste Management Recycling Materials Handler(Multi-Family Recycling) PFT 2.0 $53,296 $3,000 $0 $0 $56,296 $86,423 TOTALS 4.01$106,592 1 $6,000 1 $0 1 $0 1 $112,592 1$172,846 Solid Waste Management- Multi-Family Recycling Program Currently, the County's Solid Waste Management Department contracts recycling collection for residents living in multi-family housing with an outside vendor. The proposal outlined below offers a cost-saving measure that would discontinue the contractual arrangement and bring this particular collection function in-house. If this particular function were to be brought in-house it would necessitate the creation of a number of new positions. Requesf: To establish two, new permanent full-time Recycling Materials Handler positions and two new permanent full-time Solid Waste Collector positions for the Multi- Family Recycling program. Needs Addressed: • Waste Industries, an outside vendor, currently collects recyclables for multi-family housing units. In addition to collecting and processing, the vendor also delivers the collected materials to market. • Solid Waste staff estimates that the County could bring the program in-house and realize a cost savings of approximately $350,000 over the next six years. Within nine years, potential cost savings would total more than $800,000. • Estimated costs of the in-house program total approximately $1.96 million over the next six years with offsetting revenues of approximately $300,000. This includes funding of the four new positions along with operating and capital expenses. The table below outlines projected costs and revenues of the proposed in-house for a six- year period: FY 02/03 FY 03/04 FY 04/05 FY 05106 FY 06107 FY 07/08 Total Personnel (1 Services ) $106,592 $163,846 $173,289 $183,335 $194,025 $205,406 $1,026,493 Services Operations(2) $155,938 $34,397 $35,492 $43,929 $45,563 $55,133 $370,452 Capital $155,764 $93,264 $93,264 $93,264 $90,568 $38,000 $564,124 Total Costs $418,294 $291,507 $302,045 $320,528 $330,156 $298,539 $1,961,069 Revenue $23,723 $48,419 $49,392 $50,397 $59,534 $68,797 $300,262 Total Net Program $394,571 $243,088 $252,653 $270,131 $270,622 $229,742 $1,660,807 Costs (1) FY 02/03 personnel costs allow for new positions beginning November 1, 2002 (2) FY 02/03 operations costs include a half-year cost of contracting with Waste Industries to allow the department to facilitate purchases, hiring, training and all other costs associated with the program. (3) Capital Outlay expenditures include two vehicles (debt financed), roll carts (debt financed), and building improvements. 15 ❑ The table below compares costs of continuing the current contractual arrangement with projected costs of providing the service in-house: FY FY FY FY FY FY Total 02/03 03/04 04/05 05/06 06/07 07/08 Waste $274,828 $299,289 $322,900 $347,658 $373,612 $400,809 $2,019,096 Industries Contract In-House $394,571 $243,088 $252,653 $270,131 $270,622 $229,742 $1,660,807 (Net) Costs Savings $56,201 $70,247 $77,527 $102,990 $171,067 $358,289 First year cost of bringing the program in-house reflects a cost of$119,742 to the Enterprise fund. ❑ The Solid Waste Advisory Board has reviewed this proposal and recommends that the County Board of Commissioners approve it. Outcomes: • Reduction in annual expenditures beginning in year two of the in-house program. • More efficient service to residents. • Lesser costs to expand program. • Ability to adjust program to market conditions in a timelier manner. Measures: Without New Staff Resources: Measure 01-02 02-03 03-04 04-05 Estimates Projection Projection Projection Program Costs 249,756 274,828 299,289 322,900 Cost per Ton 190 182 194 205 With New Staff Resources: Measure 01-02 02-03 03-04 04-05 Estimates Projection Projection Projection Program Costs 249,756 394,571 243,088 252,653 Cost per Ton 190 261 158 161 16 Recycling Materials Handler Job Functions ❑ Collect recyclable materials from multi-families developments, such as apartments, town homes, and condominiums, throughout Orange County. ❑ Prepare the recyclable materials for market. Solid Waste Collector Job Functions ❑ Collect recyclable materials from multi-families developments, such as apartments, town homes, and condominiums, throughout Orange County. ❑ Prepare the recyclable materials for market. ❑ Deliver the materials to market. Relation to Board Goal(s): An adopted Board of County Commissioner goal is 61 percent reduction of solid waste taken to the County's landfill by 2006. By bringing this program in-house, the current program can be enhanced and reduce costs at the same time, which will free up resources to further the 61 percent reduction goal. On a related matter, the Town of Hillsborough had previously announced its intention to discontinue town collection of commercial solid waste. As previously reported to the Board, the Solid Waste Department will be preparing a proposal, along with other private haulers, to provide this service on behalf of the Town. If the Solid Waste Department is successful in their proposal, then there will be a need for one (1) Solid Waste Collector and associated equipment and vehicle. As additional information becomes available, staff will update the Board. 17 i - i onntp of t 17 n 52 . .'Phis.page left-intentionally blank Additional Resources Requested but Not Recommended 2002-OS Annual One-Time Off-setting 2002-03 Net Position Department Position Title Position New FTE Personnel Operating Start-Up Revenue or Position and Cost After Type Costs Costs Costs Savings Start-up Costs FY 2002-03 Health Medicaid/Insurance Specialist PFT 1.0 $40,597 $593 $0 $34,500 $6,690 $6,690 Health(Personal) Communicable Disease/Clinic Nurse(PHN 1) PFT 1.0 $45,338 $2,082 $3,393 $0 $50,813 $47,420 Health(Personal) HIV Case Manager(Social Worker 11) PFT 1.0 $43,605 $3,502 $3,393 $27,060 $23,440 $5,164 Sheriff's Department Administrative Assistant 11 PFT 1.0 $34,923 $34,923 $34,923 Sherifrs Department Cook PFT 1.00 $34,251 $34,251 $34,251 Sheriff's Department Social Worker 11-Crisis Intervention Counselor PFT 0.5 $20,000 $20,000 $20,000 Social Services Accounting Technician G to CF 0.00 $21,686 $0 $0 $10,843 $10,843 $10,843 Social Services Office Assistant II G to CF 000 $16,969 $0 $0 $8,485 $8,484 $8,484 TOTALS 5.00 $198,7141 $6,1771 $6,786 $61,560 $150,117 $128,448 1. 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W mm Er o 3 mdm 5 = -, '�' � C N N O y W 7 0 W 7 C a O y _ m m m n: ON 7 W =m p � m Om a CL a m o m w " 3 N � o, o, c C m = O O� N L m coi W O �. 0 0 3 W m N t3 o o w w w = N a 5-8. 5 v � m Zc CD n c 7m�' CA �< CVJ1 C m m O O 0. O m . c N O m O CL. 7 a p CU O N •� n •; C m = m 4 N 13 W � 0 $ $ ® 7 m ;o ■ o :r � % / � g 0 % S CD c § § /_ ■ ? ® ■ E © s Ss ' © =3 0 ' 0 o © 03 03 o CL k � k 2 ■ o - - J § � E t7 E f J g . § C c 2 J CD l< c CD co e 2 ) 2 CD � " i ■ v / / § a § $ z �. % to © (A ■ m 7 K z c g 0 ■ 2 C CD . 2 � � f � . § � Q ° @ Q C m - x V ■ � 0 0 k @ � § 0 0 o a � / � R C CD g @ � � / o . c § 0 § � CL 2 \ # o CD 0 \ w � 8 � g o � � \ � 4 w % § §% 9 Compiled by Orange County Budget Office 4/22/02 Attachment 1. Potential Ways to Off Set Possible Loss of State Revenues for FY 2002-03 Orange County may potentially lose $3.1 million in Inventory and Intangibles (equivalent of approximately 3.3 cents) in next fiscal year. Should this be the case, staff has identified potential options to postpone or reduce in the upcoming year. County and School capital Postponement of these items would have minimal impact on day-to-day county and school operations. Examples include: • The following list represents the maximum amounts in terms of postponing or reducing certain County and School capital contributions for one year: Cumulative Amount Total Delay purchase of County vehicles and personal computer replacements for one year $811,250 $811,250 Defer contribution to School/Park Reserve for one ear(equivalent of 1/3 of one cent $308,000 $1,119,250 Postpone contribution of 2/3 penny dedicated county capital projects (projects affected include Information Technology [$244,230]and Lands Legacy $400,000 $644,230 $1,763,480 Delay contribution to Affordable Housing initiative for one year $250,000 $2,013,480 Delay County contribution to school capital [either recurring or long -range projects] for one year (equivalent of one cent) $924,000 $2,937,480 Delay other County capital projects for one year $163,000 $3,100,480