HomeMy WebLinkAbout20113638.tiff2012
PROPOSED
B►DGE
Coun
State of Colorado.
COUNTY OF WELD
2012
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Barbara Kirkmeyer, Chair
Sean P. Conway, Pro-Tem
William F. Garcia, Commissioner
David E. Long, Commissioner
Douglas Rademacher, Commissioner
BY THE DIRECTOR OF BUDGET
DONALD D. WARDEN
September, 2011
Wilk
COLORADO
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 16
STRATEGIC PLAN 19
POINTS OF ISSUE AND POLICY MATTERS:
2012 BUDGET PLAN 49
2012 BUDGET STRATEGY 53
2012 BUDGET CALENDAR 56
Explanation of Overview of Budget and Management System 57
Overview of Budget and Management System 59
Hierarchy of Budget Information 60
Budget Process 61
2012 Guidelines 62
2012 Special Budget Instructions 64
2012 Program Issues 66
Significant Changes in Policy from Prior Years 67
Budget Policies 68
Long Range Financial Policies 69
Revenue Policies and Assumptions 71
Specific Revenue Assumptions of Significant Revenue 72
Major Revenue Historical Trends and Analysis 75
Policy Directions 77
Explanation of Individual Funds 79
Significant Budget and Accounting Policies 82
Capital Improvement Policy 84
Investment Policy 86
Fund Balance and Reserve Policy 87
Organizational Responsibility for Budget Units 88
Policy Matters/Points of Issue with Fiscal Impact 91
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2012 Salary and Benefit Recommendations 93
2012 Other Benefits 94
Position Authorization Changes Due to 2012 Budget 95
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 97
Graph - - All Funds Expenditures 98
Seven Year Trend Data:
County Expenditures 99
Beginning Fund Balance 100
2012 Summary of Fund Balances 101
2012 Summary of Major Revenues and Expenditures 103
2011 Estimated Summary of Major Revenues and Expenditures 105
2010 Actual Summary of Major Revenues and Expenditures 107
PAGE
SUMMARY OF FUNDS (CONTINUED):
Governmental Funds - 2010 - 2012
Summary of Estimated Financial Sources and Uses 109
2011 Assessed Values to be Used for 2012 Budget 111
Net Program Cost 112
Summary of 2010 Allocated Costs Applicable for 2012 114
Weld County - Organizational Chart 115
Summary of County Funded Positions 116
GENERAL FUND:
Graph -- General Fund Revenues 119
Graph -- General Fund Expenditures 120
Seven Year Trend Data:
General Government 121
Public Safety 122
Health and Welfare 123
Narrative Fund Summary 124
Summary of Revenue 126
Summary of Expenditures 128
Office of the Board 130
County Attorney 132
Public Trustee 134
Clerk to the Board 136
Clerk and Recorder:
Recording/Administration 138
Elections 140
Motor Vehicle 142
Treasurer 144
Assessor 146
County Council 149
District Attorney:
Seven Year Trend Data 150
Budget Unit Summary 152
Juvenile Diversion 155
Victim/Witness Assistance 156
Finance and Administration 157
Accounting 159
Purchasing 161
Human Resources 163
Transportation 166
Planning and Zoning 168
Buildings and Grounds 173
Information Services 175
Geographical Information System 178
Printing and Supplies 180
PAGE
GENERAL FUND (CONTINUED):
Sheriffs Office:
Seven Year Trend Data 182
Budget Unit Summary - All Departments 183
Sheriff Administration 193
Sheriff Operations 195
Traffic Enforcement 197
Sheriff's Contract Services 199
Sheriff's Office Ordinance Enforcement 201
Regional Forensic Laboratory 203
Victim Advocate Services 205
Multi -Jurisdictional Drug Task Force 207
North Jail Complex 209
Centennial Jail 211
Contract Jail Space 212
Office of Emergency Management 213
Communications - County Wide 215
Communications System Development 218
Criminal Justice Information System 219
Coroner 221
Pre -Trial Services 223
Community Corrections 226
Building Inspection 229
Noxious Weeds 233
General Engineering 235
Missile Site Park 237
Parks and Trails 239
Airport 240
Senior Programs 241
Waste Water Management 242
Developmentally Disabled 243
Mental Health 245
Child Advocacy Center 246
Transfers:
Retirement 247
Human Services 248
Health Department 249
Economic Development 250
Building Rents 251
Non -Departmental 253
Retiree Health Insurance 254
Community Agency Grants 255
Extension Service 257
County Fair 259
Veteran's Office 260
Island Grove Building 261
Contingency (Salary) 262
iii
PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 263
Graph -- Public Works Expenditures 264
Graph -- Seven Year Trend Data 265
Narrative Fund Summary 266
Concerning Local Accountability for Money Used for
Highway Purposes 267
Construction Bidding for State -Funded Local Projects 268
Summary of Revenue 269
Summary of Expenditures 270
Summary — All Departments 271
Administration 272
Trucking 274
Motor Grader 276
Bridge Construction 278
Maintenance Support 280
Other Public Works 282
Mining 284
Pavement Management 286
Grants -in -Aid to Cities and Towns 288
Non -Departmental Revenue 289
Contingency (Salary) 290
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 291
Graph -- Social Services Expenditures 292
Graph -- Seven Year Trend Data 293
Fund Narrative 294
Estimated Revenue 296
Mandated Programs 297
Summary of Revenue 298
Summary of Expenditures 299
Summary — All Departments 300
Cost Containment/Revenue Generation Strategies 306
County Administration 307
Non Program Revenue 309
Other Programs 310
Child Support Administration 312
Temporary Assistance to Needy Families 314
Aid to Needy Disabled 316
Child Care 318
Old Age Pension 320
Child Welfare and Administration 322
Core Services 324
LEAP Program and Administration 326
General Assistance 328
iv
PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 331
Graph -- Health Fund Expenditures 332
Graph -- Seven Year Trend Data 333
Narrative Fund Summary 334
Summary of Revenue 336
Summary of Expenditures 338
Budget Unit Summary - All Departments 339
Administration 343
Non -Program Revenue 345
Health Communication 346
Community Health Services 348
Environmental Health Services 350
Public Health Preparedness 352
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 355
Narrative Fund Summary 356
Summary of Revenue 357
Summary of Expenditures 358
Summary — All Departments 359
Job Service (Wagner/Peyser) 360
Summer Job Hunt 361
Employment First 362
Assistance to Needy Families 363
Workforce Investment Act - Administration 364
Workforce Investment Act - Adult Program 365
Workforce Investment Act - Youth Program 366
10% Incentive Grant (CIMS) 367
Workforce Investment Act - Statewide Activities Grant 368
Workforce Investment Act - Dislocated Worker Program 369
Educational Lab 370
AmeriCorps Program 371
Tight Corp Program 372
AAA Administration 373
AAA Support Services 374
AM Congregate Meal 376
AAA Home Delivered Meals 377
AAA Health Services 378
AAA ARCH 379
AM Elder Abuse Grant 380
AAA Special Ombudsman 381
AAA Single Entry Point 382
AAA (NCMC) 383
AAA (VALE) 384
AAA (State Funds) 385
Part E Family Caregiver Support 386
Supplemental Foods 387
Community Services Block Grant 388
v
PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 389
Conservation Trust Fund:
Summary of Revenue 390
Summary of Expenditures 391
Budget Unit Summary 392
Contingency Fund:
Summary of Revenue 395
Summary of Expenditures 396
Budget Unit Summary 397
Emergency Reserve Fund:
Summary of Revenue 398
Summary of Expenditures 399
Budget Unit Summary 400
Solid Waste Fund:
Summary of Revenue 401
Summary of Expenditures 402
Budget Unit Request Summary - Code Enforcement 403
Budget Unit Fund Summary 404
CAPITAL FUNDS:
Graph - - Seven Year Trend 407
Narrative Fund Summary 408
Summary of Revenue 409
Summary of Expenditures 410
Budget Unit Summary 411
Long Range Capital Projects Five -Year Plan 412
PROPRIETARY FUNDS:
Narrative Summary of Funds 455
Paramedic Services Enterprise Fund:
Summary of Revenue 456
Summary of Expenditures 457
Budget Unit Summary 458
IGS - Motor Pool Fund
Summary of Revenue 461
Summary of Expenditures 462
Budget Unit Summary - Motor Pool Administration 463
Budget Unit Summary - Motor Pool Equipment 465
IGS - Health Insurance Fund:
Summary of Revenue 468
Summary of Expenditures 469
Budget Unit Summary 470
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 472
Summary of Expenditures 473
Budget Unit Summary 474
IGS - Phone Services Fund:
Summary of Revenue 476
Summary of Expenditures 477
Budget Unit Summary 478
Weld County Finance Authority:
Budget Unit Summary 480
GLOSSARY 481
vii
O0 ;•fri
lURe.
COLORADO
VIII
0
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2011
President Executive Director
1
W1�'Yc.
COLORADO
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 356-4000, EXT.4218
FAX: (970) 352-0242
1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
111Ilk
COLORADO
September 19, 2011
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
The Weld County 2012 Proposed Budget for operations and capital outlay totals a gross amount
of $185,555,931, with a net of $181,549,127 when interfund transfers are excluded. The
Internal Service Funds total an additional $25,608,514. The budget has been prepared in
accordance with your directives developed during the budget process. The budget is funded
with revenue estimates of $106,485,666 anticipated fund balances of $66,145,000, and the
maximum allowed property tax under Amendment One (TABOR) and the Weld County Home
Rule Charter of $90,144,134.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
As we approach 2012 we find ourselves facing somewhat mixed economic indicators and
possibly new challenges that are different than past economic growing and recovery cycles
following a recession. The economy continues to struggle with burdensome forces related to the
recent recession, such as high levels of private and public debt, high unemployment, the loss of
wealth, tight credit markets, the real estate market decline, and heightened uncertainty.
However, there are economic conditions that continue to be favorable, such as strong
manufacturing activity, sustained export growth, and the solid financial condition of many
businesses, especially large corporations. Due to these positive indicators and because of the
economy's resiliency, the economy is expected to continue to grow despite the headwinds.
Growth for both Colorado and the nation will be constrained over the next few years as the
negative factors are likely to persist and weigh on the economy.
Colorado and Weld County are well positioned for the future due to our diverse economic base
and skilled workforce. Entrepreneurship and innovative activity are strengths of the Colorado
3
economy. These strengths will eventually lead the state to stronger sustained growth. However,
in the meantime, the economy will have to navigate its headwinds, as well as heightened risks.
These risks include the threat of sustained price increases, increased financial instability, and a
rise in interest rates, all of which pose forecast risks to the downside. In addition, the earthquake
in Japan, the world's third largest economy, will have negative effects on the economy.
The new historic drive for political change across parts of North Africa and the Middle East has
created unrest. As this unrest spreads, concerns about future oil supplies have driven the price
of oil from under $90 per barrel to over $105. As we plan for 2012, we are assuming that the
price of oil will remain high, but fairly steady, over the next few months and then gradually settle
back under $90 as conditions in that part of the world stabilize. Many economists believe there
is enough momentum in the economy that recent oil increases, by themselves, should not derail
the recovery.
With a new Congress in place, the focus is on deficit reduction through spending cuts. As efforts
to pass continuing resolutions and a budget package have shown, agreement in this area will be
hard to attain. Some deficit reductions are occurring automatically as the 2009 stimulus
provisions expire, and lower troop commitments abroad should lead to slower growth in defense
spending. We can anticipate moderation in non -defense discretionary spending as well, but
spending cuts in entitlements may be difficult politically. Spending and revenue imbalances at
the state and local levels nationally will likely be an impediment to economic growth over the
forecast horizon.
At the national and state level jobs are being added and recent economic projections indicate
that job growth will continue into 2012. Weld County led the state of Colorado in new job growth
by percentage in 2010. There was a 1.8% increase in employment in Weld County in 2010.
Weld's increase was followed by Denver at 1.1%, Fort Collins at 0.7% and Boulder at 0.4%.
Weld County's qualified workforce, low property taxes, natural resources and strategic location
make Weld County an area that is positioned for sustained opportunity going forward.
Agriculture is Weld County's heritage, and food processing is a logical adjunct. In addition, Weld
County leads all of Colorado in the number of active oil and gas wells. With the recent locations
of wind and solar equipment manufacturers Weld County is a regional center for the new energy
sector. Other sectors like business services and logistics continue to grow.
Excitement related to exploration of the Niobrara shale formation in northern Weld County
remains high, driving several significant job -creating projects in Weld County.
o Halliburton broke ground on a 150,000 sq. ft. facility in Fort Lupton on March 18.
Although the company has not yet disclosed how many new jobs will be created
with the project, initial indications are that it will be in the hundreds. The City of
Fort Lupton is in the process of extending water and sewer to the Halliburton
site —a project that will open development opportunities for hundreds of acres
along the utilities' path.
o Chesapeake Oil, the nation's second-largest natural gas company announced
that it closed on 800,000 net oil and natural gas leasehold acres in the Denver-
Julesburg (DJ) and Powder River Basins in northeast Colorado and southeast
Wyoming. The company expects to have as many as 10 drilling rigs operating in
the area by the end of 2011, 20 by the end of 2012, and perhaps 40 at full
operation. Each rig represents as many as 100 direct jobs.
o Noble Energy will construct a 66,000 sq. ft. field operations office in Greeley.
The new facility will house up to 300 field and management jobs.
4
o Anadarko will construct a new 42,000 sq. ft. building in Evans to accommodate
new growth. The company expects to double its existing local workforce of 200.
The housing market impacts the economy substantially and is closely linked with the business
cycle. Home construction remains at historically low levels. Home values affect personal saving
rates and can influence national saving and investment. Home values can also affect consumer
spending considerably. A strong recovery in the housing sector is necessary in order for a more
robust recovery in the broader economy. Unfortunately, this is unlikely in the near future.
Nationally and locally, the number of foreclosed properties continues to depress prices and will
likely hamper the housing recovery. Nationally, 13% of all living units are vacant. According to a
recent CoreLogic negative equity report, 19.8 percent of all Colorado residential properties with
a mortgage were in negative equity at the beginning of 2011. Meanwhile, the projected rise in
interest rates poses a risk because it would make homes less affordable, which would
negatively affect the housing recovery. Building permits for all types of property remain low
statewide and in Weld County. The state economist is forecasting that building activity will drop
another 3.3 percent in 2011, before increasing a slight 1.3 percent in 2012.
The state's economist projects rising food, fuel and clothing prices will continue to increase in
the Denver -Boulder -Greeley CPI in 2011 to 3.6 percent. Also, a lower rental vacancy rate may
push rents higher, which will also contribute to growth in the CPI. Due to expectations for
continued expansionary monetary policy, the weaker dollar, and continued worldwide demand
for commodities, the CPI should be in the 2.8 to 3.3 range through 2013.
The outlook for the economy is particularly murky at this time given the risks to certain
fundamental aspects of the economy. Overall price levels have turned upward recently, and
further increases will weaken the economy. Consumers, businesses, and government will have
to spend more on goods they need, leaving less for investments needed to help the economy
grow. Further, rising prices create uncertainty, which would further dampen economic activity.
The unrest in the large oil -producing region of North Africa and the Middle East and the still to
be determined effects of the earthquake and radiation problem in Japan are adding to the
uncertainty.
The challenge will be limited growth in the foreseeable future. This may hinder Weld County's
ability to invest in the community or invest in County employees for the next few years. Our
challenge will be to leverage any savings to meet inflationary costs, mandated increases and
employee investments.
FOR THE FUTURE
As the 2012 budget was developed we are told that the "Great Recession" is over and better
times are right around the corner. While we all hope this is the case, unfortunately this not yet
true for either Weld County government or for the citizens that we serve. We all continue to
struggle with diminished resources and greater needs. Many people in Weld County remain
unemployed, real estate values remain somewhat soft, and rates of individual bankruptcies and
home foreclosures remain high. For our county government we have seen demand for service
grow in the areas of human services caseloads and health services. At the same time our
resources have dropped in areas, such as state and federal revenues. Property tax revenues
have grown only in the last three years due to oil and gas production and energy price
increases.
5
As with any budget, we are very dependent upon state and federal support. Since the start of
this recession we have sustained a decline in state revenues. The state support for many
programs has reached new lows. This partnership with the state was once one of the pillars of
our financial foundation. Economists at the University of Denver's Center for Colorado's
Economic Future are projecting that Colorado's economy is expected to come back in 2012, but
even with several years of robust growth that may follow, the state budget will not grow fast
enough to keep up with the demands of schools, prisons, and health care for the poor. The
same economists have concluded that the state budget faces a persistent structural imbalance.
Based upon their forecasts, all the growth in state revenues will be consumed by schools,
Medicaid and corrections for the foreseeable future and beyond this decade. The state has a
structural problem where spending expectations exceed revenue expectations. We must now
face the new reality that county governments in Colorado will have far less state funding in the
future.
At the federal level, stimulus money has come to an end. In Washington both political parties
are calling for action to get the nation's fiscal house in order. Although there is disagreement on
the specifics of how to reduce federal spending, there is agreement that federal spending must
be reduced to control the federal deficit. The federal government cannot continue to be financed
with borrowed money at the level it has been. A predictable result is that federal spending for
social programs and aid to state and local governments will shrink. Impending budget cuts at
the state and federal level mean that local government will need to change the way it works.
We all must recognize that in this challenging economy, citizens and businesses are strapped to
meet their obligations and there is little or no appetite on the part of voters to raise taxes at any
level of government. Weld County government must continue to prepare a budget that reflects
the new fiscal reality with reduced resources and rising demands. There is no quick or dramatic
or imminent recovery on the horizon. This new fiscal reality is not temporary, but a permanent
change. Weld County elected officials, managers, and employees must continue to make every
effort to maintain service levels, but to do so with declining resources will demand
resourcefulness. We will need to rethink and realign many of our services in order to continue to
address public safety, health needs, human services demands, job creation, community
aesthetics, growth, and infrastructure requirements without asking for additional tax dollars.
Because of this recession, we have leveraged our county workforce talents and examined every
county program to make it through the recessionary period. During this recessionary period it
has been all about sustainability and leveraging resources for continuation of excellence. As we
look to the next phase of this economic cycle, the current recession has taught us that
sustainability is a necessary but insufficient condition to ensure the ongoing health of a local
government. A sustainable system is balanced, but an external shock (like a severe economic
downturn) can unbalance the system and perhaps even collapse it. Local governments will
continue to face serious challenges from outside, including, but not limited to, economic
adjustments, natural disasters, and important policy changes by other levels of government, i.e.
state and federal budget reductions. As such we must strive to help Weld County, as an
organization, go beyond sustainability to a system that is adaptable and regenerative - in a word
- resilient.
The Government Finance Officers Association (GFOA) is calling for local governments to
become "financially resilient". A financially resilient organization is adaptable to changing
conditions, regenerative in the face of setbacks, and produces superior value for constituents.
Long-term financial planning is a closely related concept to financial resiliency, but also involves
a strategic intent that is shared by all the organization's leaders of how the organization's
capabilities should develop so as to remain effective in the future. Strategic intent is not a plan
6
or set of authoritative decisions. Rather, it represents an institutional argument about how the
organization seeks to create value for the public over the long run.
As one examines the characteristics of a resilient local government, Weld County, as an
organization, possesses many of those characteristics. Weld County has developed solid
mission, vision and value statements. Strong financial policies have been adopted and have
been followed for a number of years. Strong Board of County Commissioner's polices are in
place and understood with respect to how the organization will be run. This gives the governing
board the confidence that allows for the empowerment of managers and employees in their
respective departments. This empowerment at the departmental level allows departments to
identify issues, analyze them and develop strategic solutions. It also fosters departmental
managers taking on more responsibility for their budgets, and most importantly, fostering a
strategic framework for creating value for the public through the government programs Weld
County delivers.
Financially resilient local governments are distinguished by the adoption of a policy supporting a
financial planning process that assesses the long-term financial implications of current and
proposed operating and capital budgets, financial policies, and service policies. In resilient local
governments, long-term financial planning is institutionalized in the governance of the
organization; this leads to consistent decisions. Financial policies are the cornerstone to the
financial well being of the organization because they help preserve good practices through
changes in elected officials and top management personnel. Weld County has long had these
financial policies in place.
Another characteristic of a resilient local government is having healthy fund balances and
reserves in place, with strong policies that create those reserves for specific purposes. This
preserves the credibility of the reserve system. The reserves are there for a widely understood
and agreed upon reason, not as a slush fund to be raided without a good reason. Weld County
has fund balances and reserves that approach over one-third (33%) of our operating budget.
The ratio of Weld County's fund balance and reserve level to annual expenditures is one of the
highest of any local government in the nation. Most local governments have reserves in the 5%-
15% range. Weld County's fund balance and reserve levels give the County a great deal of
security and flexibility to deal with changing environments, downturn in economic conditions, or
any serious fiscal challenge.
Weld County has demonstrated our financial resilience the last three years by dealing with the
volatility of our property tax revenues, declining state revenues and the severity of the current
economic downturn at the same time. As a resilient government, when we were caught in a
financial and economic decline, we quickly recognized it and reacted by updating our strategic
plan, continually monitored the environment for change, and maintained open communication
with departments and the governing board so corrective actions could be taken. This is an
ongoing process and part of the Weld County corporate culture.
As a resilient organization, Weld County has been good at using forecasts to identify the
parameters within which to develop and execute strategies, rather than trying to "predict" the
future. All departments are involved in regularly reviewing the environment they operate in and
help diagnose strategic issues. The involvement of the elected officials and departmental
managers in strategic diagnosis promotes informed and realistic decision making in the county.
All Weld County departments put a great deal of effort into their long term plans. Resilient
governments connect their long term financial planning with all the long term plans to increase
the quality of their forecasting and strategic diagnosis. For example, in Weld County the
Comprehensive Land Use Plan suggests long-range transportation and facility requirements
7
that must be coordinated and taken into account when developing long range financial capital
funding plans. This process has allowed Weld County to accommodate the capital and
transportation needs of the County without incurring any long term debt.
Financial resiliency is essential to continuing a consistent program of public service despite the
current volatile economic environment. As many local governments across the country struggle
to develop the characteristic of being a resilient government Weld County can be proud that as
a county government we have achieved financial resiliency and have realized the benefits of no
long term debt, good strategic planning, and a soft landing in the current recession. Most
importantly, though, Weld County has been able to maintain the trust and confidence of our
constituents and continue to create value for the public through government action and
programs.
Weld County government has survived the most severe economic downturn in the last 70 years,
and we have done so in a fashion of teamwork, collaboration, and a focus on sustaining our
core services while planning for the future. Will the future be easy? No, but we are confident it
will improve and we are committed to continuing our mission so all Weld County citizens are
proud of their county government and pleased with the county services provided to them.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $196,629,800 in 2012, an increase
of 7.58 percent over 2011, primarily in property taxes and miscellaneous revenues. The amount
of revenue from various sources and the changes compared to 2011 are shown in the following
tabulation:
Revenue Sources 2011
Amount
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Paramedic Fees
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
$78,371,679
8,016,000
1,850,500
45, 638,182
5,836,057
5,646,856
6,785,768
7,722,000
22,906,223
$ 182.773.265
2011
Percent
of Total
42.9%
4.4%
1.0%
25.0%
3.2%
3.1%
3.7%
4.2%
12.5%
2012
Amount
$90,144,134
8,730,000
2,237,550
42,005,045
5,487,766
6,230,000
9,751,791
8,317,000
23,726,514
2012
Percent
of Total
45.8%
4.4%
1.1%
21.4%
2.8%
3.2%
5.0%
4.2%
12.1%
100.0% $ 196.629.800 100.0%
Increase
- Decrease
from 2011
$ 11,772,455
714,000
387,050
- 3,633,137
-348,291
583,144
2,966,023
595,000
820,291
$ 13.856.535
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $207,157,641 for 2012, which is an increase
of 7.07 percent over 2011. The amounts by function and the increase over 2011 are as follows:
8
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Paramedic Services
Internal Services
TOTAL
2011
Amount
$ 27,377,959
28,564,500
27,110, 957
39, 210, 086
9,372,035
8,269,631
6,800,000
1,891,263
12,800,000
699,591
903,999
419,168
5,646,856
24,406,223
$ 193.472.268
2011
Percent
of Total
14.1%
14.8%
14.0%
20.3%
4.8%
4.3%
3.5%
1.0%
6.6%
0.4%
0.5%
0.2%
2.9%
12.6%
2012
Amount
$ 29,247,819
26,697,167
35,245,942
40,318,035
7,345,049
8,385,427
7,600,000
1,868,994
14,000,000
3,369,498
882,944
411,273
6,176,979
25,608,514
2012
Percent
of Total
14.1%
12.9%
17.0%
19.5%
3.5%
4.0%
3.7%
0.9%
6.8%
1.6%
0.4%
0.2%
3.0%
12.4%
100.0% $ 207.157,641 100.0%
Increase
- Decrease
from 2011
$ 1,869,860
-1,867,333
8,134, 985
1,107, 949
-2,026,986
115,796
800,000
- 22,269
1,200,000
2,669,907
- 21,055
-7,895
530,123
1,202,291
$ 13,685.373
Enterprise Operations: The County's only enterprise operation is the Paramedic Service. The
Paramedic Service is a county -wide advanced life support emergency medical service. The
program is totally supported by fees. The operation anticipates nearly 18,000 calls in 2012 and
generated revenue of $6,230,000.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2012 program is funded at $7,600,000, with
$7,200,000 from property tax, $100,000 from capital expansion fees, and $300,000 from
interest. Anticipated projects include $2,350,000 for the communications system upgrade,
$250,000 for upgrades of Public Works facilities, and $900,000 for special projects. A carry-
over beginning fund balance of $3,300,000 is anticipated, and $7,400,000 ending reserve fund
balance for the future jail expansion ($6,200,000) and Downtown Greeley land reserve
($1,200,000) is anticipated at the end of 2012.
Debt Administration: The County continues to have no bonded indebtedness. The passage
of HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent
of the assessed valuation of the county. Thus, Weld County maintains over a $160 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions that can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2012 is $2,264,500.
9
The County's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
insurance or collateralized. All collateral on deposits is held either by the government, its agent,
or a financial institution's trust department in the government's name.
Risk Management During 2012, Weld County will continue to be a member of Colorado
Counties Casualty and Property Pool, therefore, all casualty insurance coverage is being
provided via pooling with other Colorado counties. The pool offers full safety and risk
management programs to minimize losses. Losses are funded on a self-insurance option basis.
Worker's Compensation will be provided via a state approved self-insurance program.
Mill Levy: The mill levy will be 16.804, unchanged from last year. The assessed value for the
2012 Budget is $5,364,445,020, which is up $700,574,558, or 15 percent over last year. The
assessed value for vacant land is down $24.7 million, or 23 percent. With the reappraisal,
residential is down $51.0 million, or 4 percent; and commercial property is down $13.7 million,
or 2 percent. Agricultural property is up $16.8 million, or 17 percent; industrial is up $6.4 million,
or 2 percent; natural resources is up $0.45 million, or 4 percent; and State assessed property is
up $22.8 million, or 4 percent. The major increase is in oil and gas, up $765.5 million, or 46
percent, which is due to price and production being up after a prior year of lower energy prices.
There is an actual value increase of new construction of $226.8 million, or 1.1 percent.
Employee Compensation Pay: For the 2012 budget, a salary increase of 3 percent to Weld
County employees is recommended. Employees will get step increases for longevity and
performance. Health insurance rates are anticipated to go up 10 percent for 2012. Health
coverage will be provided by CIGNA on a partially self -insured basis with a Preferred Provider
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account
(HDHP/HRA) option. Retirement costs will increase 3.5 percent overall, based upon the Board's
policy to fully fund the Annual Retirement Contribution (ARC) calculated by the Weld County
Retirement Plan's actuary each year.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$66,145,000 to begin 2012. This remains at one of the highest levels in many years. The
strong fund balance figures have been achieved through conservative budget practices and the
high assessed value from oil and gas revenues. The ending fund balances are projected at
$55,617,159. However, the ending fund balance is actually understated because the
Contingency Fund and Emergency Reserve Fund are appropriated, thus not showing up in the
ending fund balance figure. These two amounts are not anticipated to be spent in 2012, and if
no emergencies or unforeseen events happen, the amounts should be in the ending fund
balance. There is no fund balance earmarked in the 2012 budget. All other fund balance
amounts are undesignated. With the above projection, ending fund balances should be
$69,617,159.
10
MAJOR FACTORS IMPACTING THE 2012 BUDGET
The major factors impacting the 2012 budget continue to be related to the slow economic
recovery. As consumer costs for fuel, utilities, and food continue to rise, high unemployment,
and as homeowners face mortgage foreclosure situations, more Weld County citizens are being
placed in a position of requiring assistance. Food Assistance and Low Income Energy
Assistance (LEAP) caseloads have continued to experience significant increases in the past
year. The department anticipates growth in Old Age Pension (OAP) over the next decade due
to the number of citizens that are reaching retirement age. As cited earlier, another area of
concern is the continued State of Colorado budget crisis with the drop in sales tax and income
tax resulting from the economic slowdown. Many of the County's programs are dependent upon
our funding partnership with the State. As the State seeks to balance its budget the County can
expect cuts to state programs impacting the County until the economy and state revenues
improve.
Growth and development activity directly, or indirectly, related to oil and gas exploration seems
to be the main economic driver in the majority of positive economic activities in Weld County.
The County has seen several compressor stations, injection wells, and other oil and gas support
and service industries seeking permits. Given the commitments of the large oil and gas
companies in Weld County, the County seems primed to see considerable long-term investment
and development in the oil and gas arena.
A major impact to the County's budget planning the last three years has been the volatility of the
assessed value associated with oil and gas assessed values. Oil and gas assessed values for
the 2011 budget, due to the drop in commodity prices in 2009, were down over 40 percent over
the prior year. However, oil prices in 2010 stabilizing at their historical levels of over $75 per
barrel, resulted in a 46 percent increase in the assessed value for oil and gas for the 2012
budget. In addition, new energy discoveries in northeastern Weld County could bode well
long-term for oil and gas production in the area. While the growth in the County's assessed
value and economic stimulus of the energy industry in Weld County is positive, the downside is
the County has had to add $4,000,000 to the Public Works budget in both 2011 and 2012 for
the Haul Route Program (HARP). HARP has been developed, in conjunction with the energy
industry, to identify haul routes that need to be improved to accommodate heavy hauling traffic,
address safety issues, and improve roads impacted by the oil and gas industry's heavy hauling
on county roads due to the new exploration.
Despite the low activity in residential building in the unincorporated part of the County, several
factors may be pointing towards an uptick in activity: 1) According to the Colorado Division of
Housing, vacancy rates in the Greeley area are as low as they have been in a decade, at
3.8 percent; 2) The Greeley area has, by far, the lowest median sales price when compared to
its peers — Loveland and Fort Collins (source: IRES MLS); 3) According to Upstate Colorado
1,261 new jobs were created and $877 million in capital investment occurred in 2010.
With economic recovery cautiously returning it remains challenging to predict 2012 economic
growth. However, with Weld County's continuing energy development, population growth and
position in regard to affordable housing, it may be only a matter of time before activity begins to
rebound. Given these indicators to Weld County's economic growth and recovery there is
reason to be cautiously optimistic about the economic future of Weld County.
The General Fund is funded at the level of $79,413,207, up $5,913,495. Without including
adjustments for health insurance costs, the retirement increase, cost of living, and salary step
11
increases, the budget for general government functions is up $1,869,860. The County
Attorney's Office is up $66,923 for the addition of one more Assistant County Attorney to deal
with the added workload of the office. Staff in the County Attorney's Office has not been
increased for a number of years. Election costs are up $552,557 since in 2012 there will be a
Primary and a Presidential Election with anticipated high voter turnout. The District Attorney's
budget is up $23,900 due to the upgrading of the classifications of two Deputy DA III to Deputy
DA IV. The Building and Grounds budget increased by $543,540, because of the additional
maintenance costs of the new Administration Building and increased utility costs caused by
higher energy prices. The Planning Department is up $76,348 with the request for an additional
code enforcement position due to the department's workload from zoning complaints.
Transportation increased by $174,483 due to a CDOT grant for $165,000 to purchase three new
vehicles. CDOT will pay 80 percent of the vehicle costs. Information Services has increased
$330,140, with $120,140 attributed to the 3.5 percent inflationary factor in the ACS contract and
$150,000 additional resources for capital equipment. GIS is up $78,040 to acquire new aerial
imagery for portions of the county in 2012. The Assessor's budget is down $41,724 due to some
staff restructuring and reduced postage costs ($25,000) since 2012 is a non -reappraisal year
and Notice of Values do not have to be mailed. Clerk and Recording is up $34,526 for copier
supplies to accommodate all the oil and gas lease activity in the county.
Public safety functions are up $1,107,949 in the recommended budget. The Sheriff increased
costs in the recommended budget by only $27,034. The Sheriff made a major organization
change mid -2011 that fundamentally changed the upper command staff, mid -management and
realigned work groups and activities to improve span of control. The changes did not result in a
change in the total number of FTE's, but did save $3,964 in personnel costs. Staff and
personnel costs were shifted among the various budget units in the Sheriff's Office. In the North
Jail budget significant costs have been deferred another year by continuing to hold the total
secure jail bed capacity at 630 beds which is down from 683 in 2010. Inmate census trends
indicate the 630 bed capacity should be adequate in 2012; however, approximately $1,500,000
in deferred jail cost is not a permanent cost savings, since additional staff and capacity will be
needed in the future. Medical costs have been reduced by $138,014 due to contract cost being
lower in 2011 than anticipated and the contractor is willing to leave the contract rate the same
for 2012. The Coroner's Office is up $46,976 for the cost of an additional 0.5 Deputy Coroner
with the mid -year restructuring of the office to assign more administrative duties to the Chief
Deputy that was promoted to the Coroner. The Community Corrections budget is up $290,065
with all costs being offset by state revenues. Justice Services is up $39,944 to add a position to
help create an adult diversion services program in conjunction with the District Attorney's Office.
Building Inspection has added an additional inspector to handle the added workload from all the
oil and gas well inspection activity for an increase of $56,822. Communication's costs are up
$533,099 primarily due to the salary adjustments for the dispatcher positions paid through the
IGA with the City of Greeley.
Other changes include Engineering, which is down $22,268 due to consultant contracts and
lower engineering costs for projects. The General Fund's subsidy to the Public Health
Department is up $284,476 due to health insurance costs and anticipated salary increases. An
increase of $2,669,907 is included for other General Fund departments' health insurance costs,
retirement increases, and anticipated salary increases of 3.0 percent in 2012. Retirement costs
will increase 3.5 percent, overall, based upon the Board's policy to fully fund the Annual
Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each
year.
12
The budgeted appropriations for Public Works, in 2012, total $35,245,942, up $9,134,985.
Municipal share back is funded at $1,676,452. Budget reflects a 10 percent increase in health
insurance costs. 2012 salary increases are a policy issue for the Board, but there are funds for
step increases due employees in 2012, and a 3 percent contingency salary amount included in
this budget for a total of $225,389.
The overall Public Works budget has been impacted $885,247 due to the increase in fuel costs.
The Other Public Works budget is up $7,495,575 based on the Capital Improvement Plan (CIP).
$4,000,000 has been added for the Haul Route Program (HARP). HARP has been developed,
in conjunction with the energy industry, to identify haul routes that need to be improved to
accommodate heavy hauling traffic, address safety issues, and improve roads impacted by the
oil and gas industry's heavy hauling on county roads due to the new exploration. Contract
payments increased $2,444,000 for CIP projects, including the intersection of CR 23 and
SH 392 ($2,840,000) and LVR (Low Volume Road) costs. Strategic Roads increased
$1,021,575 based on CIP projects which include the grant match for the Union Pacific Railroad
(UPRR) grant on CR 80 ($135,000), and the intersections of CR's 49 and 54 ($65,000), CR 55
and SH 392 ($925,575), and CR's 60.5 and 53 ($169,000). Strategic Road ROW and utility
costs include funds for the intersections of CR 55 and SH 392 ($61,500) and CR's 60.5 and 53
($50,000). Grants decreased $80,000, as there will be no bridge grants in 2012. ROW
Purchases and utility relocations increased $110,000 based on CIP projects which include the
project at CR 28-7/9.5 ($30,000) and Bridge/Road at 42/29A ($70,000). Pavement Management
is funded at an increased level of $192,274, with $3,100,000 included for asphalt purchases.
Overtime within the department has been reduced, where possible. Seasonal staffing is
maintained at the current level. Other operating budgets for road and bridge maintenance are
funded at near the 2011 funding level. With some operational economies to offset fuel costs the
current service level should be able to be maintained with the funding recommended.
The total Social Services Fund budget is $26,697,167. The programs are funded by property
tax of $9,995,400, and state and federal funds of $16,787,167. Social Services is down
$1,867,333 from 2011 primarily due to the Building Healthy Marriages program's five year grant
expiring September 30, 2011. This program was funded at $2,395,000, in 2011. The
Department continues to pursue innovative programs to avoid, or reduce the duration of, clients'
need for services. While this may, in some cases, drive greater costs in the current year, it is
anticipated that these measures will enable the Department to avoid costs in future years. As
mentioned earlier, as consumer costs for fuel, utilities, and food continue to rise, high
unemployment, and as homeowners face mortgage foreclosure situations, more Weld County
citizens are being placed in a position of requiring assistance. Food Assistance and Low
Income Energy Assistance (LEAP) caseloads have continued to experience significant
increases in the past year.
Quality day care, at an affordable cost, will continue to be a challenge for working families to
obtain. The Department continues to develop methods of providing appropriate reimbursement
to providers, being careful to not monopolize the market. The Child Care Automated Tracking
System (CHATS) system has been replaced with an upgraded system, based on an electronic
attendance record of children in care to drive an automated payment to the provider for hours
for which the care has been authorized.
The demand for Child Welfare services continues to expand in Weld County, as it has
throughout the State. The Department is continuing to seek out and encourage the provision of
services, with their associated costs, early in the involvement with families, in order to avoid the
need for more costly services as the involvement continues. Working with the Inter -agency
Oversight Group, the Department has moved toward a policy of utilizing local placement options
13
for children, whenever possible, to increase parental involvement and to decrease case -worker
travel costs. The need for Supervised Visitations has become a significant issue in recent
years. The Department continues to participate in State-wide discussions regarding the method
used to allocate available Child Welfare appropriations among counties. The emphasis is on
providing counties with a better understanding of the model, so that we may use this knowledge
in making programmatic decisions in such a way that they both provide high quality services to
the citizens of Weld County and maximize our opportunity for available funding. Weld County is
anticipating an over -expenditure of its Child Welfare allocation in excess of $4,000,000. This
over -expenditure will be partially mitigated by the usage of excess Federal funds earned, but will
require the infusion of additional property tax revenue to fully absorb.
The Human Services Fund is funded at $7,133,434 for 2012, which is down $2,032,508, or
22.18 percent, from the previous year, primarily in the area of Jobs programs ($618,662) and
Supplemental Foods ($1,428,630). Regarding Supplemental Food, the department has
requested that the Colorado Department of Human Services (CDHS) contract directly with the
Weld Food Bank for the reimbursement of these services, thus removing the County as a
middle -man in the process. The change in administration will have no impact on the amount of
food commodities that clients will receive in Weld County. Community Services Block Grant is
down $99,270. Area Agency on Aging programs are up $42,443, or 1.9 percent. Senior
Nutrition is up $35,511, or 8.4 percent. Other programs are stable with little change.
On the revenue side of the budget, property taxes are budgeted at $90,144,134, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR. In the
General Fund, revenue from interest earnings is down $550,000, at $1,900,000 for 2012 due to
lower interest rates. Oil and gas leasing revenue is up $250,000 due to commodity prices and
new drilling activity. Planning and Building Inspection fees are up $350,000 primarily due to all
of the new oil and gas activity in the county. Intergovernmental revenues are up $821,226
primarily due to increased Community Correction grants of $290,065, tax increment financing
district reimbursements are up $132,338, and the CDOT grant for three vehicles ($132,000),
and shift from Charge for Service revenue category to Medicaid revenues for Transportation
($182,500). Charges for Services are down $259,216 due Elections revenue from coordinated
elections being down $140,000, and the shift from Charge for Service revenue category to
Medicaid revenues for Transportation ($182,500). The Treasurer's fees are anticipated to be up
$150,000. Revenue from Clerk and Recorder fees are up $450,000 as vehicle sales have
recovered and increased oil and gas recording activity. In addition HB 10-1007 increased
revenue due to uniform filing fees, and a portion of the State vehicle emissions fee is retained
by the county. All these factors have contributed to the jump in Clerk and Recorder revenue
projections for 2012. All other revenues are relatively stable with little change.
The resources Public Works for 2012 total $53,414,191, which includes a fund balance of
$22,800,000, in addition to the revenue shown in the budget. Property tax is set at $6,987,191.
Specific ownership tax is estimated to be $6,330,000, the same as 2011. Regular HUTF is at
$8,040,000 due to people driving less and more fuel efficient vehicles. However, with the
passage of SB09-109, Weld County will receive $1,810,000 from the added HUTF revenue
resulting from this new legislation. Total HUTF will be $9,850,000, up $320,000. Other
revenues include $1,792,000 from transportation impact fees. Permit revenues are budgeted at
$400,000. Motor vehicle registration fees are up $50,000, federal mineral leases are up
$50,000, and grazing fees are up $10,000.
14
Other revenues from project reimbursements total $3,947,000, which are up $3,112,000.
Transportation impact fees are budgeted at $1,792,000. Reimbursements for the intersection of
CR23/SH 392 project include $1,820,000 from CDOT, $100,000 from Severance and $100,000
from Windsor. There is also a grant of $135,000 from Union Pacific Railroad for the crossing
improvement on CR 80. Severance tax is budgeted at $2,400,000, up $800,000 for 2012. In
accordance with the policy adopted by the Board of County Commissioners in 2010, the
severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the
revenue created by the price and production levels of oil and gas commodities.
During the last three years in the budget process all county programs underwent a detailed
examination by management and Commissioners to better understand the needs and value of
programs and a priority process that identified what the County should be doing. This process
identified programs that needed to be added, eliminated, restructured, or left unchanged.
Together with the review, a re-examination of what Weld County's mission statement should be,
core values, core strategic goals and how each department and office tie their individual goals
into the overall county mission and strategic goals to best serve the citizens of Weld County was
accomplished.
The 2012 Proposed Budget contains adequate resources to provide a level of service similar to
2011. The County will continue to focus on improving service and communication with our
citizens within our resources. Demands in many areas continually exceed resources available.
To serve the growing needs in the county, we will continue to explore possibilities for improved
efficiency while maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we all deal with the worst
economic conditions in a generation. The State of Colorado faces significant budget problems
and the federal government continues to wrestle with a major deficit issue. Many tough
decisions associated with implementation of programs, and how they are to be funded, must be
dealt with by the Board of County Commissioners with citizen input. Hopefully, this budget
document has allowed the Board to make those difficult decisions to maximize the value of the
tax dollars of the citizens of Weld County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested
by the elected officials, department managers, and employees in recognizing the problems and
issues confronting the County and responding with creativity and understanding. The County,
as a whole, also recognizes the Weld County taxpayers and consumers of county services who
provide the economic resources to the County, and we pledge our commitment to continue to
provide the best in county services possible.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado.
More information may be found on Weld County' s website at www.co.weld.co.us.
Very truly yours,
Donald D. Warden, Director
Budget and Management Analysis
15
ABOUT WELD COUNTY
Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered
on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area.
The third largest county in Colorado, Weld County has an area greater than that of Rhode
Island, Delaware and the District of Columbia combined.
The climate is dry and generally mild with warm summers,
mild winters and a growing season of approximately 138
days. The land surface is fairly level in the east, with rolling
prairies and low hills near the western border. Elevations in
the county range from 4,400 to 5,000 feet.
The South Platte River and its tributaries, the Cache la
Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain,
and other smaller streams, flow into Weld County from the
south and west, leaving the county on the east.
POPULATION
There are 31 incorporated towns in Weld County. The county
seat and principal city, Greeley, is located in the west central part of the county and
contains almost half the county's population. Generally, most of the remaining population
resides within a 20 to 30 miles radius of Greeley; the northeastern part of the county is
sparsely populated.
HISTORY
Major Stephen H. Long made an expedition to the area now known as Weld County in 1821.
He reportedly said that the region would never be fit for human habitation and should
remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a
government expedition came through the general area; the next year a member of that
party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the
present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St.
Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the
1930's by the State Historical Society.
The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah
to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer
County and north of the present Adams County were in the original Weld County, one of 17
counties established by the first territorial legislature in September, 1861. Weld County was
named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat.
During the first 16 years of Weld County's history the county seat was moved from St. Vrain
to Latham (three miles east of the present Greeley) to Evans, to Greeley, to Evans again,
and finally in 1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900's. Originally they came as railroad workers; many
soon worked in the productive beet fields and eventually became prosperous landowners.
Weld County's Spanish -surname population began to arrive during the mid 1920's as
laborers for the sugar beet industry.
16
Weld County's sugar beet industry began with the building of sugar factories in
Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920
by one at Fort Lupton and another at Johnstown in 1926.
LIVEABILITY
Weld County's liveability is just one of the features that make it a
great place to live. Abundant Colorado sunshine, low humidity, cool
summer nights, and mild winters provide a climate where people
thrive.
Recreational opportunities are almost endless. Much of Weld County is
within an hour's distance of the majestic Rocky Mountains. Sports
fans don't have far to go to cheer for their favorite professional teams
in Denver.
Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer
life on the Colorado plains. The Meeker Museum in Greeley is a national historic site. Fort
Vasquez In southern Weld County has an exciting history as an early Colorado trading post.
The Greeley Philharmonic Orchestra is one of the oldest symphony orchestra west of the
Mississippi. The University of Northern Colorado's Little Theatre of the Rockies is one of
America's premier college dramatic organizations.
North Colorado Medical Center is a leading public medical facility
and the Northern Colorado Oncology Center is a major cancer
treatment facility in Colorado.
EDUCATION
Education has always been an important part of life in Weld
County where twelve school districts offer educational
opportunities which have earned a reputation for quality.
Greeley is the home of the University of Northern Colorado, a 4 -
year university offering bachelors, masters and doctorate
degrees to 11,000 students. Aims Community College is a 2 -
year liberal arts and vocational college in Greeley with a second
campus in Fort Lupton.
With 3,999 square miles within its borders and a population of over 250,000, Weld County
has plenty of room for growth. Its thirty-one incorporated towns offer a variety of lifestyles
from urban to rural.
To make certain Weld County maintains its quality of life, a comprehensive plan has been
developed and implemented. The plan, simply stated, puts the right things in the right
places. The result is that Weld County provides an ideal location for corporations, industry
and businesses. Most importantly it's a nice place for people.
RESOURCES
Fertile fields of green can be found in every part County, which ranks as the third leading
agricultural area in the United States. Weld County is Colorado's leading producer of cattle,
grain and sugar beets.
An abundance of water has been important to not only the agricultural community, but also
to industrial development.
17
Weld County is the second leading area in Colorado in the production of oil and gas. The
county's many abundant resources provide a sound economic base and a secure future for
the area.
One of Weld County's most valuable resources is its labor force. The people resources
provide a healthy labor climate for any corporation or industry.
OPPORTUNITY
Weld County offers unbounded opportunity for both employers and employees. The
available services, recruitability, location, resources and livability make Weld County a
desirable place in which to work and live.
Weld County has one more important ingredient, a positive attitude toward growth. We love
Colorado and we'd love having you here, too.
INDUSTRY
Numerous industrial sites are located throughout Weld County. Fully
developed rail and non -rail parks; undeveloped parcels, many zoned
and with rail utilities adjacent to the property; a variety of industrial
and commercial sites; and availability of both new and renovated
prime office space are indicative of this area's attitude toward
growth. Convenient access to every type of supply artery facilitates
the industrial possibilities in Weld County.
Major employers who already call Weld County "home" include:
BURRIS COMPANY, INC.
CARE STREAM HEALTH CARE
HARSH INTERNATIONAL
HENSEL-PHELPS CONSTRUCTION
JBS SWIFT BEEF COMPANY
KODAK
METAL CONTAINER CORPORATION
NORTHERN COLORADO MEDICAL CENTER
OWENS-ILLINOIS
PLATTE VALLEY STEEL
ROCHE CONSTRUCTORS
RR DONNELLEY NORWEST
STARTEK
STATE FARM INSURANCE
VESTAS WIND SYSTEMS
18
STRATEGIC PLAN
`1012-2016
STRATEGIC
PLAN
2012-2016
COLORADO
D COUNTY
19
Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a consensus of
what is needed for the future. As such the strategic plan provides Weld
County policy makers, managers and
employees with a game plan or blueprint that
guides decision making towards our shared
priorities and a rationale for resource
allocation. These plan priorities provide the
measuring stick we need to determine if
Weld County is fulfilling its responsibilities.
Strategic planning also provides for
government accountability and continuous
improvement.
20
OUR PRIORITY STRATEGIC THEMES
These themes guide Weld County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation
system
• Continuously improve the performance and
capabilities of Weld County operations by
maximizing technology, fostering innovation, and
increasing access to and information regarding
services
• Promote a healthy economy through business
development and economic diversification
• Promote responsible and comprehensive policy
development through effective planning for land use,
transportation, and growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all
government services
21
OUR VISION FOR THE FUTURE
This vision statement
reflects our citizens' expectations
for Weld County government into
the future.
GOVERNMENT
WORKING FOR YOU!
22
OUR GUIDING PRINCIPLES
These guiding principles are the basic values of every
level of Weld County government. They guide the way
we make our decisions and carol out our actions every day.
► Ensure long-term fiscal stability for the county
► Customer -focused and customer -driven
► Accountable and responsible to the public
► Provide and develop leadership, cooperation, and
collaboration aimed at improving service
► Focus on viable solutions that improve the quality of life
► Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfill our
vision
23
TRENDS IMPACTING WELD COUNTY
We identified the trend and events that may impact our
ability to provide and improve services. Analyzed the
strengthens and weaknesses of Weld County government
to meet these challenges. The major trends
affecting Weld County are:
• Growth And Its
Impact
• Changing Economy
• Transportation
• Demographic
Changes
• County Government
Financial Trends
Growth and Its Impact
One of the defining characteristics of Weld County over the last decade has been the significant growth
that has occurred in southern Weld County and in the Greeley -Windsor area. The growth has posed
considerable challenges to Weld County. Managing the land use allocation issues associated with the
growth has had to be balanced with maintaining the historical quality of life and rural charter of the
county. The growth has strained services in the area of health and human services and public safety.
However, the most significant services impact has been to the transporation system as the county has
attempted to maintain the road and bridge system primarily designed for farm to market roads, but now
must be developed into a transportation system to deal with the urbanization of the county. The growth
adds strains to the services and the finances of the county, especially with the fiscal constraints of
TABOR property tax and revenue limitations, and the Weld County Home Rule Charter 5% property tax
growth limitations. The paradox of growth is that although growth adds demands for services, continued
growth and economic development is essential for the long term viability of Weld County government
and its citizens. Although the pace of growth has slowed with the cuurent economic conditions, Weld
County must position itself to be able to handle the anticipated growth once the economic recovery
begins.
24
TRENDS IMPACTING WELD COUNTY
Changing Economy
The impacts of the credit crisis, housing bubble, and recession are adversely impacting Weld
County and all other units of government in the U.S. The consensus among most economists is
that the impacts from the credit crisis, housing bubble, and recession will probably take four to five
years at a minimum to stabilize the financial and economic system. This will translate into Weld
County having four to five years of difficult financial planning and budgeting to meet the needs of
the Weld County Citizens.
Weld County has many positives going for it in these tumultuous financial and economic times to
deal with the challenges we will face, such as no long term debt, a healthy fund balance, and a
diversified local economy and tax base. Weld County is in excellent financial condition compared to
most other local governments because for many years Weld County has been fiscally conservative in
its approach to budgeting and funding its services and capital programs.
With the difficult economic conditions being faced probably for the next four or five years, Weld
County managers are going to have continue to find ways to reduce costs and increase program
productivity. Weld County government's trends of being more creative and innovative to make
better use of resources -- human, financial, and technological -- must continue. It is only through
improved practices and approaches that services are maintained and public confidence in
government is enhanced. Weld County's budget strategy for the next five years must continue to use
the proven methodologies which have allowed the county to successfully deal with past budgets.
Looking at future strategic approaches must continue as Weld County is challenged by these new
economic times.
25
TRENDS IMPACTING WELD COUNTY
Demographic Changes
:As growth has occurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago as in migration has added to the
ethnic diversity with the growing Latino population, and even recently a large community of
Somalia immigrants. Weld County's changing demographics are evident in the shift from a rural
charter to a more and more urbanized population. The age of the population is shifting in Weld
County, as it is nationwide with aging baby boomers. All these demographic changes impact the
kind of services provided, the manner in which they are provided, and the service levels. It will fall
upon Weld County's elected officials and managers to find more creative and innovative solutions to
better use the limited resources of the county to maximize delivery of services to the more diverse
citizenry of Weld County.
County Government Financial Trends
The main purpose of county government is to be able to continue providing essential public safety,
health, welfare services, and a county transportation system. The national and international economies
are struggling under unprecedented uncertainties and challenges. With indicators of housing market
performance dropping to depths that haven't been seen in years, volatile energy and commodity prices,
and slow economic growth, many local governments are feeling financial pressures. Fortunately, Weld
County is weathering this storm better than many other local governments thanks to our past prudent
and conservative financial management. Over the years Weld County taken a number of steps to restrict
spending and safeguard taxpayer dollars. However, despite these sound fiscal practices Weld County will
not escape some of the consequences of the economic downturn and economic turmoil around it.
As Weld County policy makers and managers face the next four to five years, it will take extra efforts
on everyone's part to deliver conservative and balanced budgets in fiscal years 2010-2014. Bases upon
some reasonable projections of future assessed values, and demand for services it will be essential to
develop budgets that lighten county government's belts, focus on critical services, and reflect the needs
of the citizens of Weld County. While weathering these economic times over the next few years, the
budget must continue to deliver essential services and also make strategic investments in human capital
management, and the county's infrastructure so that our county is well -positioned for a strong economic
rebound when the downturn becomes and upturn.
26
TRENDS IMPACTING WELD COUNTY
Transportation
Growth in the county has put an ever increasing demand on county services and the county's
infrastructure. The growth has increased the use of county roads and created congestion on several
county roadways that need to be mitigated. Although the county has made tremendous progress the last
twenty-five years in improving the over all condition of county roads and bridges, the growth is adding a
whole set of new problems. The character of many county roads in the Greeley -Windsor area and
Southwest part of the county have changed from rural roads to urbanized roads due to traffic volume
demanding a higher capacity and level of services. Even though the county has increased funding in this
area and imposed a traffic impact fee in these areas, additional investments will have to be made in the
future to keep the transportation system at an acceptable level.
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Weld County's Strengths, Weaknesses,
Opportunities and Challenges Identified
STRENGTHS
• Fiscally responsible and constrained
• Visionary and proactive
• Growing emphasis on strategic
management and planning
• Provide good and effective services
to citizens
• Effective use of technology
to provide services
• Committed to being a responsive
government
• Responsible and accountable to the
citizens
• Quality of life
• Coordinated efforts inside and
outside the county
WEAKNESSES
• Rapid urban growth changing service
needs
• Enhanced communication with public
• Growing transportation and
infrastructure needs
• Geographic diversity of county
• Growing demand for services
• Economic recession driven demands
for services
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Weld County's Strengths, Weaknesses,
Opportunities and Challenges Identified
OPPOR TUNITES
♦ Attractive area for new growth
• Poised to promote economic
development
♦ Great workforce
• Regional cooperation
and coordinated efforts
• Using technology to provide
service improvements
• Located on the northern edge of
Denver metropolitan area
♦ Business friendly environment
♦ Proximity to three major universities
CHALLENGES
• Economic recession
• Drop in housing prices
• Volatility price and production of oil
and gas
• Increase demand for infrastructure
and services
• Demographic changes
• Urbanization
• State and Federal budget cut and
mandates
• Balancing citizen expectations
with limited resources
• State and Federal environment
policies
i
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STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area plans, including the
mission statement for each strategic area, the goals and desired outcomes, strategies
to achieve the goals, and performance objective/key performance indicators. The
strategic area are:
*Public Safety
*Human Services
*Health Services
*Transportation
*Economic Development
*Land Use and Planning Services
*Enabling Strategies: Financial and Operational Support
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STRATEGIC AREA:
PUBLIC SAFETY
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STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated date entry efforts.
• Mission Statement: Provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Public Safety Bureau)
o Goal PSPSB 1: Progressive solutions to deter crime and reduce the fear of crime.
o Goal PSPSB2: Strengthen community programs and foster additional community
partnerships.
o Goal PSPSB3: Acquire sufficient personnel and equipment to support the
growing needs of the County.
o Goal PSPSB4: Increase personnel effectiveness and efficiency.
o Goal PSPSB5: Enhance traffic safety.
o Goal PSPSB6: Enhance professionalism and promote department excellence.
o Goal PSPSB7: Reduce the number of work related accidents and injuries.
o Goal PSPSB8: Reduce the risk and mitigate the impact to communities and
citizens due to all hazard incidents.
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• Mission Statement: To provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Offender Supervision Bureau)
o Goal PSOSB 1: To accept and lawfully hold prisoners in a safe, humane, and
wholesome environment that return people to the community better, or no worse,
than they arrive.
o Goal PSOSB2: Maintain a continuum of effective jail alternatives that offer a
range of sentencing and pre -adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center.
o Goal PSI: To answer 100% of 911 calls within 15 seconds.
o Goal PS2: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Community Corrections)
o Goal PS -3: Provide safe, constructive and less expensive alternatives to use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
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STRATEGIC AREA:
HUMAN SERVICES
34
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations.
o Goal HHS1: To continuously strengthen services and support innovation that
leads to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management
approaches across the Human Services Department.
o Goal HHS3: Establish a systematic structure to effectively communicate inside
and outside of the Human Services Department.
o Goal HHS4: To prepare for the future by identifying appropriate actions to
external threats that may impact the Department of Human Services.
o Goal HHS5: To develop a means to clearly and effectively communicate the
value of Human Service programs to any person inside and outside of the
organization on a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal HHS7: Assist in providing veterans access to eligible state and federal
benefits to meet their needs.
35
STRATEGIC AREA:
HEALTH SERVICES
36
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the
health and environment of the residents of Weld County. (Department of Public Health
and Environment)
o Goal HS1: To improve the health of our diverse communities by assuring
individuals, families, and communities gain greater control of factors that
influence their health.
o Goal HS2: To assure dignified access to necessary, appropriate, affordable,
continuous, and timely health care, including wellness and prevention services
o Goal HS3: To lessen adverse public health impacts of chronic and communicable
diseases, land use developments, and disasters.
o Goal HS4: To enhance our organization's effectiveness by continually
monitoring our performance and evaluating our programs.
• Mission Statement: To provide the highest professional quality, cost-effective mobile
health care service to all of our customers. (Paramedic Services)
o Goal HS5: Maintain and improve billing/collection process to ensure operating
revenue as Enterprise Service.
o Goal HS6: Provide < 9 minute emergency response times 90% of the time or
greater within the City of Greeley; provide < 20 minute emergency response time
90% of the time or greater in rural Weld County.
o Goal HS7: Provide < 20 minute routine response times 90% of the time or greater
to all areas of Weld County.
o Goal HS8: Provide hospital door to intervention times of < 90 minutes to all
cardiac alert patients within Weld County.
37
STRATEGIC AREA:
TRANSPORTATION
38
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To provide an efficient rural transit system throughout Weld County
to citizens with public transit needs. (Transit)
o Goal TT1: Maximize the use and efficiency of the existing transit system on a
County -wide basis.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Administration)
o Goal TPWI: Provide effective and efficient administrative and managerial
support and supervision to the Public Works Department.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings and other facilities for the safe and efficient use by the citizens of Weld
County and others. (Public Works Mining)
o Goal TPW2: To perform mining, crushing, and screening of aggregate materials
and recycled asphalt.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Bridge)
o Goal TPW3: To repair and replace bridges, construct capital improvement
projects, assist with snow removal on road system and county parking lots, install
and replace culverts and cattle guards and perform tree removal/trimming in
county right of ways.
• Mission Statement: To designs, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Grader)
o Goal TPW4: To provide for the maintenance of 2,400 miles of gravel roads.
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• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Trucking)
o Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt)
roads and asphalt road construction and overlay projects. Clear paved roads of
snow and ice.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Weld County Maintenance Support)
o Goal TPW6: Assure safe travel for the general public by maintaining clearly
marked and signed roads and bridges; assist in plowing of snow from county
parking lots and roads; install and maintain snow fence in selected areas of the
county.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others.
o Goal TPW7: Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb
and gutter, seal coat, aggregate, and other contracted services as assigned.
o Goal TPW8: Provide engineering services including design, development,
inspections, and all phases of highway engineering, bridge engineering and
construction inspection and testing.
o Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious
weed control) on County property and assist land owners with compliance with
the law through public education and assistance.
40
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
i
41
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area
residents. Focus on facilitating and attracting investment, creating new job opportunities,
stimulating income growth and expanding the local community tax base.
o Goal ED1: Encourage the expansion of existing businesses and the location of
new industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development
efforts that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest
Weld County.
42
STRATEGIC AREA:
LAND USE
i
43
STRATEGIC AREA: LAND USE
• Mission Statement: To work with the citizens of the County, the board of County
Commissioners, and the Planning Commission to plan for the future development of
Weld County in a manner that protects and enhances the quality of life for its citizens
o Goal LU1: Increase effectiveness by maintaining regular communication with the
public, outside agencies, County departments, the County Planning Commission,
and the County Commissioners, providing information about land use issues and
responding to requests for research.
o Goal LU2: Plan for the long-term development of the County to ensure efficiency
of services, to promote economical infrastructure investments, and to promote
positive connections to community among citizens.
o Goal LU3: Develop and maintain fundamental land use tools, for use by the
Planning Services Department, the County at large, and Weld County citizens.
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our
greater community, so that quality of life and property values are maintained for County
residents, businesses and property owners through a coordinated and cooperative
planning process. (Current Planning Development Services)
o Goal LU4: Provide consistent, quality, well planned rural and urban planning and
development, and transportation development services.
• Mission Statement: To ensure Weld County citizens are provided professional, friendly
and quality customer service. To safeguard life, health, property and public welfare by
regulating the construction, use and occupancy of buildings by fairly and uniformly
administering and enforcing the Building Codes as adopted by Weld County. (Building
Inspection)
o Goal LU5: Ensure safe construction throughout unincorporated Weld County.
o Goal LU6: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal LU7: Maintain quality, professional and timely site inspections
44
STRATEGIC AREA:
ENABLING STRATEGIES
i
45
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES1: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater
information access and exchange between the County Commissioners and the
citizens of Weld County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent
records which are accessible to the public. (Clerk & Recorder - Recording)
o Goal ES5: Ensure statutory requirements and regulations governing the
recording, indexing, imaging and electronic archiving. To be accountable and
responsible to the public's needs. Ensure that the citizens receive professional,
timely and quality service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Vote Center voting, Mail -In Ballots, Early voting or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Vote Center that is organized, safe and free of
influence. Maintain a staff of highly -trained professionals who have the
responsibility for the administration of the election office and all duties charged to
the office.
o Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Ensure that the citizens receive professional,
timely and quality service at all times. (Clerk & Recorder - Motor Vehicle)
o Goal ES8: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
46
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
o Goal ES 10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES I I : Deliver on promises and be accountable for performance. (Finance &
Administration)
o Goal ES12: Ensure the financial accounting of County funds is accurate
(Accounting)
o Goal ES13: Ensure the timely acquisition of "best value" goods and services
while maintaining integrity and inclusion (Purchasing)
o Goal ES14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES 15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Building & Grounds)
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Information Services & GIS)
o Goal ES 16: Capitalize on technology to improve service, increase efficiency and
provide greater information access and exchange.
o Goal ES17: Deliver timely, high quality, and cost-effective printing and supply
services to County departments (Printing & Supply)
• Mission Statement: To provide phone services expertise and resources to support and
facilitate excellent public service delivery. (Phone Services)
o Goal ES18: Capitalize on phone technology to improve service, increase
efficiency and provide greater phone access and exchange.
o Goal ES19: To provide quality, sufficient, and well -maintained county vehicles
to county departments. (Motor Pool)
47
Aftt
'"DC.
COLORADO
48
POINTS OF ISSUE
AND
POLIO' MATTI1tS
2012
BUDGET PLAN
As we enter the 2012 budget process we are told that the "Great Recession" is over and better
times are right around the corner. While we all hope this is the case, unfortunately this not yet
true for either Weld County government or for the citizens that we serve. We all continue to
struggle with diminished resources and greater needs. Many people in Weld County remain
unemployed, real estate values remain somewhat soft, and rates of individual bankruptcies and
home foreclosures remain high. For our county government we have seen demand for service
grow in the areas of human services caseloads and health services. At the same time our
resources have dropped in areas, such as state and federal revenues, and our property tax
revenues have grown little in the last three years.
As with any budget, we are very dependent upon state and federal support. Since the start of
this recession we have sustained a decline in state revenues. The state support for many
programs has reached new lows. This partnership with the state was once one of the pillars of
our financial foundation. Economists at the University of Denver's Center for Colorado's
Economic Future are projecting that Colorado's economy is expected to come back in 2012, but
even with several years of robust growth that may follow, the state budget will not grow fast
enough to keep up with the demands of schools, prisons, and health care for the poor. The
same economists have concluded that the state budget faces a persistent structural imbalance.
Based upon their forecasts, all the growth in state revenues will be consumed by schools,
Medicaid and corrections for the foreseeable future and beyond this decade. The state has a
structural problem where spending expectations exceed revenue expectations. We must now
face the new reality that county governments in Colorado will have far less state funding in the
future.
At the federal level, stimulus money has come to an end. In Washington both political parties
are calling for action to get the nation's fiscal house in order. Although there is disagreement on
the specifics of how to reduce federal spending, there is agreement that federal spending must
be reduced to control the federal deficit. The federal government cannot continue to be financed
with borrowed money at the level it has been. A predictable result is that federal spending for
social programs and aid to state and local governments will shrink. Impending budget cuts at
the state and federal level mean that local government will need to change the way it works.
We all must recognize that in this challenging economy, citizens and businesses are strapped to
meet their obligations and there is little or no appetite on the part of voters to raise taxes at any
level of government. Weld County government must continue to prepare a budget that reflects
the new fiscal reality with reduced resources and rising demands. There is no quick or dramatic
or imminent recovery on the horizon. This new fiscal reality is not temporary, but a permanent
change. Weld County elected officials, managers, and employees must continue to make every
effort to maintain service levels, but to do so with declining resources will demand
resourcefulness. We will need to rethink and realign many of our services in order to continue to
address public safety, health needs, human services demands, job creation, community
aesthetics, growth, and infrastructure requirements without asking for additional tax dollars.
49
Because of this recession, we have leveraged our county workforce talents and examined every
county program to make it through the recessionary period. During this recessionary period it
has been all about sustainability and leveraging resources for continuation of excellence. As we
look to the next phase of this economic cycle, the current recession has taught us that
sustainability is a necessary but insufficient condition to ensure the ongoing health of a local
government. A sustainable system is balanced, but an external shock (like a severe economic
downturn) can unbalance the system and perhaps even collapse it. Local governments will
continue to face serious challenges from outside, including, but not limited to economic
adjustments, natural disasters, and important policy changes by other levels of government, i.e.
state and federal budget reductions. As such we must strive to help Weld County, as an
organization, go beyond sustainability to a system that is adaptable and regenerative - in a word
resilient.
The Government Finance Officers Association (GFOA) is calling for local governments to
become "financially resilient". A financially resilient organization is adaptable to changing
conditions, regenerative in the face of setbacks, and produces superior value for constituents.
Long-term financial planning is a closely related concept to financial resiliency, but also involves
a strategic intent that is shared by all the organization's leaders of how the organization's
capabilities should develop so as to remain effective in the future. Strategic intent is not a plan
or set of authoritative decisions. Rather, it represents an institutional argument about how the
organization seeks to create value for the public over the long run.
As one examines the characteristics of a resilient local government, Weld County as an
organization, possesses many of those characteristics. Weld County has developed solid
mission, vision and value statements. Strong financial policies have been adopted and have
been followed for a number of years. Strong Board of County Commissioner's polices are in
place with respect to how the organization will be run and are understood. This gives the
governing board the confidence that allows for the empowerment of managers and employee in
their respective departments. This empowerment at the departmental level allows departments
to identify issues, analyze them and develop strategic solutions. It also fosters departmental
managers taking on more responsibility for their budgets, and most importantly, fostering a
strategic framework for creating value for the public through the government programs Weld
County delivers.
Financially resilient local governments are distinguished by the adoption of a policy supporting a
financial planning process that assesses the long-term financial implications of current and
proposed operating and capital budgets, financial policies, and service policies. In resilient local
governments, long-term financial planning is institutionalized in the governance of the
organization. This leads to consistent decisions. Financial policies are the cornerstone to
financial well being of the organization because they help preserve good practices through
changes in elected officials and top management personnel. Weld County has long had these
financial policies in place.
Another characteristic of a resilient local government is having healthy fund balances and
reserves in place with strong policies that create those reserves for specific purposes. This
preserves the credibility of the reserve system. The reserves are there for a widely understood
and agreed upon reason, not as a slush fund to be raided without a good reason. Weld County
has fund balances and reserves that approach over one-third (33%) of our operating budget.
The ratio of Weld County's fund balance and reserve level to annual expenditures is one of the
highest of any local government in the nation. Most local governments have reserves in the 5-
15% range. Weld County's fund balance and reserve levels give the county a great deal of
50
security and flexibility to deal with changing environments, downturn in economic conditions, or
any serious fiscal challenge.
Weld County has demonstrated our financial resilience the last three years by dealing with the
volatility of our property tax revenues, declining state revenues and the severity of the current
economic downturn at the same time. As a resilient government, when we were caught in a
financial and economic decline we quickly recognized it and reacted by updating our strategic
plan, continually monitored the environment for change, and maintained open communication
with departments and the governing board so corrective actions could be taken. This is an
ongoing process and part of the Weld County corporate culture.
As a resilient organization, Weld County has been good at using forecasts to identify the
parameters within which to develop and execute strategies, rather than trying to "predict" the
future. All departments are involved in regularly reviewing the environment they operate in and
help diagnose strategic issues. The involvement of the elected officials and departmental
managers in strategic diagnosis promotes informed and realistic decision making in the county.
All Weld County departments put a great deal of effort into their long term plans. Resilient
governments connect their long term financial planning with all the long term plans to increase
the quality of their forecasting and strategic diagnosis. For example, in Weld County the
comprehensive land use plan suggests long-range transportation and facility requirements that
must be coordinated and taken into account when developing long range financial capital
funding plans. This process has allowed Weld County to accommodate the capital and
transportation needs of the county without incurring any long term debt.
Financial resiliency is essential to continuing a consistent program of public service despite the
current volatile economic environment. As many local governments across the country struggle
to develop the characteristic of being a resilient government Weld County can be proud that as
a county government we have achieved financial resiliency and have realized the benefits of no
long term debt, good strategic planning, and a soft landing in the current recession. Most
importantly, though, Weld County has been able to maintain the trust and confidence of our
constituents and continue to create value for the public through government action and
programs.
As we embark on the preparation of the 2012 budget, we must continue our strategic planning
process and our budget processes that have made Weld County a financially sound local
government. With the decline in residential and commercial property values, it is not anticipated
with the reappraisal of properties this year that the assessed value of Weld County will grow
significantly. Any increase in property tax revenues realized from increased oil and gas
assessed values will most likely have to be devoted to backfill the loss in state grant funding.
Fortunately, we have planned for the reappraisal's impact on property tax revenues and state
budget cuts by not fully utilizing all of the property tax capacity we had available in the 2011.
The nearly $3 million in property tax carry over from 2011, coupled with the slight grow in
assessed values from oil and gas will allow us to fund the 2012 budget at the same level as
2011, even with the reductions of state funding, the added costs of the 2012 Presidential
election, increased energy costs, and increased health insurance rates.
During the economic down turn and challenging fiscal times, Weld County has called upon our
employees to share in the solution by not being granted any cost of living pay increases for two
years. Fortunately, the Consumer Price Index for the area has not increased measurably during
the last two years. We have tried to minimize the financial impact by avoiding some of the
actions that other local governments and the state have had to take, such as large layoffs,
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furlough days, pay reductions, and employee benefit "give backs". Weld County has still granted
longevity and merit increases and provided increased employer contributions to health
insurance so that employees would have no "net pay" decrease the last two years. No decision
has been made concerning any cost of living amount for 2012. Until all the budgets are
presented, the state finalizes their budget, there is more clarity on the impacts of the federal
budget cuts, and the assessed value is finalized, there will not be a decision made regarding
any salary adjustments for 2012.
By using our sunset review process we will continue to look at every new vacancy that arises as
an opportunity to further realign staff resources. Our employees have risen to the challenge of
finding new ways to provide current services, work above and beyond their job descriptions to
help their fellow employees throughout the organization. In addition, we have solicited cost
savings suggestions from all employees and we are grateful for their ideas. Departments acted
upon many of their ideas that range from a few dollars to hundreds of dollars.
Finally, as we put together the 2012 budget parts of our financial plan and the related key
services will be dependent upon state funding assumptions. We must all commit ourselves to
work with our legislative delegation to craft budgets which will maintain appropriate levels of
state support for programs and mandates the state has placed upon us and to use these
resources to maximize their impact to the citizens of Weld County.
Weld County government has survived the most severe economic downturn in the last 70 years,
and we have done so in a fashion of teamwork, collaboration, and a focus on sustaining our
core services while planning for the future. Will the future be easy? No, but we are confident it
will improve and we are committed to continuing our mission so all Weld County citizens are
proud of their county government and pleased with the county services provided them.
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2012
BUDGET STRATEGY
The budget strategy uses proven methodologies of dealing with past budgets and looking at
future strategic approaches. The budget is based upon the following assumptions and
approaches:
No local property tax initiative will be approved by the voters and the 16.804 mill
levy cannot be raised without political fallout in these economic times.
➢ In the 2012 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total
budget.
➢ Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. Local dollars will not
displace federal or state reductions.
➢ Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
➢ Early warning sessions will be held in September addressing budget issues
identified early in the process.
• All county departments and offices will receive a set target amount for 2012
before budget preparations begin.
• A target of ten percent off the 2011 budget base will be uniformly applied to
all budget units.
• Fringe benefits will be left at the current level of benefit.
➢ No salary adjustments will be included in the requested budget. The Board will
determine any salary adjustments above the 2011 level in the Final Budget
process. Any Department Head or Elected Official justifying to the Board a
higher salary for a class unique to that department or office should include the
additional salary within the assigned target budget amount.
➢ Any 2012 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
• There will not be any recommended increases in staff in the recommended
budget to the Board. Increased workload will be absorbed by existing personnel
wherever possible through increased productivity.
Outside agencies will be treated like county departments, since most provide
contractual services.
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➢ New or expanded mandates will be absorbed within the 2012 target amount by
all budget units.
➢ Additional program options outside the overall budget plan will be proposed for
Board consideration. Staff will explore the options as directed by the Board, and
these options will be topics of discussion at the public work sessions and
hearings.
➢ Self supporting budgets will float at the 2011 funding levels.
➢ A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
➢ All vacant positions in 2012 will follow the "sunset review" process to determine if
the position needs to be filled.
➢ Resources for new activities will come from increased productivity and
termination of existing activities wherever possible. No new non -mandated
programs will be proposed without proportionate cutbacks in other programs.
➢ All user and service fees will be examined and recommendations made for
increases or other adjustments to match the cost of providing such services.
➢ As 2012 budget requests accommodate or are integrated with long term program
strategies, they will be highlighted.
The budget strategy will permit Weld County to cope with the new fiscal and program
challenges faced in 2012, while accomplishing a balanced budget. The 2012 budget must be
structured to attempt, within available funds, to ensure that:
➢ Basic services are funded at adequate levels.
• Revenue has been estimated at realistic levels.
➢ Reserves that afford protection for the future are funded.
➢ Productivity improvement programs are continued.
➢ Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
➢ TABOR Amendment limits will be adhered to in the budget.
➢ Legislative and regulatory changes are accommodated.
➢ GIS, e -government, web based applications and other technologies are
employed in cost effective manners in the county.
➢ Population growth and development is planned for and accommodated.
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➢ New initiatives associated with the human capital management strategies are
accommodated.
➢ Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
➢ The third year of the 2010-2014 Strategic Plan developed for Weld County in the
prior year's budget process must be executed and incorporated into the 2012
budgets of the departments.
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2012
BUDGET CALENDAR
April 25 Board reviews the 2012 budget plan.
April 26-30
June 17
June 17
June 17
June 17
June 17
July 8
Director of Budget discusses target budgets and 2012 budget
plan with department heads and elected officials.
Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
Elected officials and department heads submit phone service
requests to Phone Services.
Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
Elected officials and department heads submit requests for
information services requests to ACS.
Elected officials and department heads submit requests for
vehicles to the Controller.
Submit budget request to Director of Budget.
July 9 - September 19 Finance office review.
September 20 Early warning budget work session and community agency
requests.
September 20 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 25 and 27 Budget work session hearings with Commissioners and
elected officials and department heads.
November 11 Publish notice of final budget hearing.
October 27 - December 13 Prepare final budget.
December 14 Public Hearing to adopt mill levy.
December 14 Public Hearing on Final Budget, 9:00 a.m.
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EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers
tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's
budgeting process is to produce a "user friendly" document, designed to enhance policy
makers', managers', and citizens' understanding of major issues, resource choices, and impact
of the total budget. The budget is not only a financial plan, but a policy document, operational
guide, and communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review, and adoption process, includes a demographics or community profile
section, and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services,
surveys, town meetings, citizen input, and various forms of input from citizen advisory boards.
Based upon the community assessments, policy formulation is done by analyzing community
needs, developing county -wide goals, assessing prior year program performance, reviewing
policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is
the creation of a capital improvements plan and long range plan.
Program planning at the department level follows policy formulation. All departments assess
their programs, explore alternatives, design and define existing and new programs, develop
program objectives, and relate present operations to the programs planned. The budget is then
based upon the program, performance, and periodic program review. This process allows for
the allocation of resources by program area and multi -year projections. The programs are then
evaluated on an on -going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
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The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year -around process, combining
months of planning, analysis, program and policy review, and constant monitoring. The adopted
budget asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments
and offices, and teamwork.
The following two pages show the process graphically.
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OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PROGRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
By Program
Performance
Measurement
Systems and Reports
PROGRAM
PLANNING
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
•
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
______y
Revise as Necessary
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HIERARCHY OF BUDGET INFORMATION
BOARD OF COUNTY
COMMISSIONERS
Budget Policies
Budget Process
Revenue Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Department Objectives
Significant Changes
l
DEPARTMENT BUDGET UNITS
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BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
4. Aggressively analyze major revenue sources.
5. Eliminate procedures which were not fully utilized in the decision making process
of the budget.
6. Identify optional programs and service levels which may be reduced if necessary.
7. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
8. Utilize the target budget approach.
9. Continue a strategic planning process.
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2012 GUIDELINES
➢ There will be no recommended increases in personnel in the recommended budget to
the Board. Increased workload should be absorbed by existing personnel wherever
possible through increased productivity.
➢ Resources for new activities should come from increased productivity and termination of
existing activities wherever possible. No new non -mandated programs should be
proposed without proportionate cutbacks in other programs. Any new programs or
expansion of existing programs will be highlighted as a policy issue for the Board.
➢ All newly mandated program costs should be clearly identified for the Board.
➢ Unless a change is legally mandated, the county's share of partnership programs should
not be increased, the share should be decreased wherever possible.
➢ Methods to maximize manpower avoidance or substitution should be encouraged by all
departments through automation, productivity improvements, or cost cutting strategies.
➢ Capital outlay expenses for equipment should only be recommended when the need has
been fully justified, the useful life of equipment cannot be extended, and it has been
determined that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Motor Pool Contract Administrator for consideration in the budget
process.
➢ Budgets are to be prepared on a program basis with submission in a program format, as
well as in the normal line item format like 2011's budget presentation.
➢ Salaries should be budgeted at the 2011 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
➢ All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
➢ Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
➢ Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in November. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will
be substantially restricted. Ranking forms will begin at 90% of target, and must be
completed by each department.
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➢ In reviewing the 2012 budget request, The Director of Budget will develop preliminary
recommendations to the Board of County Commissioners. The Director of Budget will
ask the same basic questions that, hopefully, each of the departments asked regarding
the evaluation of their program activities. These questions concern need and purpose,
objectives, departmental priorities and rank, achievements and benefits expected,
means, if any for measuring results, consequences of not implementing the request,
impact on other agencies or departments, alternative approaches or service level,
resources required, means of financing, and whether or not all cost cutting and revenue
generating strategies have been applied.
➢ Unless a significant organizational change has occurred, upgrades of specific positions
that were requested but denied in the last two years will not be reconsidered in the 2012
budget process.
➢ Use the following budget population data for performance measures:
YEAR POPULATION
2010 (Actual) 252,825
2011 (Estimated) 259,400
2012 (Projected) 266,140
➢ Interns: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
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2012
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2012 budget.
1. All budgets (including Enterprise and Intergovernmental Service funds) must be
submitted by July 8, 2011.
2. All departments are requested to submit, on or before June 11, 2011, the following items
that will be part of your 2011 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over $5,000.
B. Any additional position requests or reclassifications as outlined in
the Budget Manual, to allow Personnel to assess the need.
C. Phone Service Requests for phone changes in 2012. Unplanned
moves will only be done if absorbed in the 2012 budget.
D. Information Services requests for computer hardware, software,
system upgrades or system study.
D. New or replacement vehicle requests to the Controller for
inclusion in the Motor Pool budget.
3. Salary and fringe benefits will be budgeted at the 2011 level. Any anticipated increase
over 2011 level must be absorbed in target amount.
4. For budgetary purposes, please use the 53.50 per mile reimbursement rate in
developing your 2012 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether or not the Board of County
Commissioners will approve your request for equipment purposes, the total amount will
be moved to a Capital Outlay budget unit as has been the practice in past years.
6. Motor Vehicle Intergovernmental Agreement rates should be ascertained from the
Controller for budget purposes. This is necessary because of the varying rates for
unique kinds of vehicles, such as ambulances, patrol cars, etc. Fuel costs should be
budgeted as follows: unleaded $3.00/gallon, diesel $3.25/gallon, and E85 $3.00/gallon.
7. Any new or replacement vehicles should be discussed with the Controller and a Vehicle
Request Form completed. Vehicles being replaced must be identified on the Vehicle
Request Form and will be turned in when the replacement arrives in 2012.
8. Postage costs are anticipated to be 460 in 2012.
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9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Budget in order to coordinate the overall target
amounts.
10. Any amount in excess of the 90% target amount must have an Appropriation
Request Exceeding Target Budget Level form and be ranked on the Budget Unit
Ranking Form for the regular budget.
11. Any budget unit with project account codes should prepare a worksheet summarizing
each account with total comparison to 2012. See Director of Budget for exact format.
12. Any 2012 position classification upgrades will be treated the same as a new position
request in the budget process, with the department funding any requests within the
target amount. Unless there has been a significant organizational change,
reclassification requests made in the last two years and denied by the Board will NOT be
reconsidered in the 2012 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards
should be implemented at the point of sale for the specific service being offered. If credit
card services for payment are an option, discuss with the Director of Budget, the manner
in which the credit card service fee can be recovered or absorbed in the fee structure in
compliance with all legal and credit card service provider requirements.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
If, in the development of your budget request, you determine that there are unique requirements
or unique situations in your department that affect your budget presentation, please do not
hesitate to contact the Director of Budget at extension 4218 to answer questions, or to get
approval for variation to the normal procedures outlined in the special instructions.
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2012
PROGRAM ISSUES
♦ Implement third year of the new Strategic Plan approach.
♦ Fully implement Criminal Justice Planner strategy to coordinate the Criminal Justice
System in the county.
+ Implement new criminal justice computer system.
+ Identify technology uses to improve services and cost-effectiveness of services.
♦ Continue implementation of e -government strategy.
♦ Complete the upgrading of the towers and county -wide communications system.
♦ Continue to explore revenue and operational options to keep the Paramedic Services a
viable and affordable service to the citizens.
♦ Add an additional Zoning Compliance Officer to better respond to zoning violations.
♦ Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs.
♦ Implement an Adult Diversion Services program for adult offenders in Justice Services in
coordination with the District Attorney's Office.
♦ Fund a Haul Route Program (HARP) to improve county roads impacted by the energy
industry due to new oil and gas drilling exploration.
+ Have Weld Food Bank contract directly with the state for the Supplemental Foods
program, thus removing the county as the middle -man in the process.
♦ Offer both a Preferred Provider Organization (PPO) option and a High Deductible Health
Plan/Health Reimbursement Account (HDHP/HRA) option to employees and dependent
for health insurance coverage.
♦ Retirement costs will increase 3.5 percent overall based upon the Board's policy to fully
fund the Annual Retirement Contribution (ARC) calculated by the Weld County
Retirement Plan's actuary each year.
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SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
• Implement a new criminal justice computer system.
> Sheriff's Office will implement a major reorganization to realign work groups and
activities to improve span of control.
• Implement the third year of new strategic planning process.
• End the five year grant for Support Healthy Marriages program.
• Complete the upgrade of the towers and county -wide communication system.
• Add an additional Zoning Compliance Officer to better respond to zoning violations.
> Execute the restructuring of the Coroner's Office.
> Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs.
> Continue to operate the new employee health clinic as a means to improve employees'
health and contain health care costs.
> Implement an Adult Diversion Services program for adult offenders in Justice Services in
coordination with the District Attorney's Office.
• Fund a Haul Route Program (HARP) to improve county roads impacted by the energy
industry due to new oil and gas drilling exploration.
Study in conjunction with City of Greeley the delivery of emergency medical services in
the City of Greeley and the county.
• Have Weld Food Bank contract directly with the state for the Supplemental Foods
program, thus removing the county as the middle -man in the process.
• Offer both a Preferred Provider Organization (PPO) option and a High Deductible Health
Plan/Health Reimbursement Account (HDHP/HRA) option to employees and dependent
for health insurance coverage.
• Retirement costs will increase 3.5 percent overall based upon the Board's policy to fully
fund the Annual Retirement Contribution (ARC) calculated by the Weld County
Retirement Plan's actuary each year. The County will fund the total 3.5 percent.
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BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2012 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget
Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance
data for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing
board and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments
are consistent with the policies determined and set by the Board
of County Commissioners.
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LONG RANGE
FINANCIAL POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures
cannot exceed available resources. No debt financing of the operational budget is permitted.
Weld County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced, even if the constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners will adopt countywide strategic
goals. The recommended budget shall, to the extent possible, based upon available resources,
be consistent with the goals and objectives of the county's strategic goals. The process shall
involve identifying several critical areas which have or are expected to have an impact on the
financial condition of the county over the next five years. Once the critical issues are identified,
specific goals and objectives will be developed along with an implementation plan by impacted
departments.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance
and Administration. The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding, acquisition or construction. The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal, replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year
and long term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long
range depletion of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and
indirect costs, where the user of the goods or services has the ability to pay. All fees will be
reviewed periodically to insure that they are still appropriate. Fees will be available for the
public and adopted by code in public meetings.
Use of One -Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will
be to fund assets or other non -recurring expenditures, or to put the one-time revenues in a
reserve fund.
i
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Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay
cash for major projects rather than borrowing. Any existing debt will be retired at the earliest
possible time during the life of the debt unless circumstances change significantly. Weld
County's debt level per Weld County's Home Rule Charter and state law cannot exceed three
percent of the current assessed value of the county. The current debt capacity is over
$160 million. Debt under the debt limit includes all financial obligations over one year in
duration, e.g. general obligation bonds, revenue bonds, certificates of participation, notes, lease
purchase agreements, letters of credit, revenue warrants, long term lease obligations, or any
other multiple -fiscal year direct or indirect debt or other financial obligation. Obligations for
pension plans are excluded under Colorado state law.
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form
of contingent and emergency reserves, plus adequate fund balances for cash flow, to protect
against the need to reduce service levels or raise taxes and fees due to temporary revenue
shortfalls or unpredicted one-time expenditures. See fund balance policy in policy section of the
Budget Message for more details.
Operating/Capital Expenditure Accountability: A budgetary control system will be
maintained by the Finance Department to ensure accountability and adherence to the budget by
restricting the expenditure of funds above the amount appropriated for the spending agency.
Monthly financial reports will be available on-line through the accounting system for elected
officials and department heads, detailing the progress towards budget compliance. These
reports will, at a minimum, compare the current budget and year-to-year revenues and
expenditures by department.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
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REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2012
budget.
2.
3.
Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
Continual search for new sources of revenue shall be made to diversify the
County's financing plan.
The County shall seek the establishment of a diversified and stable revenue
system to shelter the County from short run fluctuations in any one revenue
source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
A.
B.
C.
D.
Fee policies applicable to each activity.
Related cost of the service provided.
The impact of inflation in the provision of services.
Equitability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated.
Local funding will be substituted only after a full study by the Board and if the
program has a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose
of providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the end date.
9. Assume a recovering local economy similar to 2011 with little recovery of
residential development. Assume interest rates averaging 2.25 percent
throughout 2012.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
11. Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding.
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SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. Although little increase in assessed value growth is
anticipated due to the lack of construction activity the assessed value is anticipated grow
significantly due to increased energy prices and new exploration in Weld County. Oil and gas
values accounts for nearly 45 percent of the county's assessed valuation. The new historic drive
for political change across parts of North Africa and the Middle East has created unrest. As this
unrest spreads, concerns about future oil supplies has driven the price of oil from under $90 per
barrel to over $105. As we plan for 2012 we are assuming that the price of oil will remain high,
but fairly steady, over the next few months and then gradually settle back under $90 as
conditions in that part of the world stabilize. Many economists believe there is enough
momentum in the economy that recent oil increases, by themselves, should not derail the
recovery. Excitement related to exploration of the Niobrara shale formation in northern Weld
County remains high, driving several significant job -creating projects in Weld County and more
energy production that will added to the county's assessed valuation in future years.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be flat in
2012 due to lower vehicle sales the last two years that figure into the five year sliding fee
schedule.
Building Inspection and Planning Permits: Based upon continuation of 2011 land use and
construction activity level with 2012 rates applied, with little recovery of residential construction
anticipated in 2012. Despite the low activity in residential building in the unincorporated part of
the County several factors may be pointing towards an uptick in activity: 1) According to the
Colorado Division of Housing vacancy rates, in the Greeley area, are as low as they've been in
a decade at 3.8 percent. 2) The Greeley area has by far the lowest median sales price when
compared to its peers — Loveland, Fort Collins (source: IRES MLS). 3) According to Upstate
Colorado 1,261 new jobs were created and $877 million in capital investment occurred in 2010.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency. At the federal level the focus is on deficit reduction through
spending cuts. As efforts to pass continuing resolutions and a budget package have shown,
agreement in this area will be hard to attain. Some deficit reductions are occurring automatically
as the 2009 stimulus provisions expire, and lower troop commitments abroad should lead to
slower growth in defense spending. We can anticipate moderation in non -defense discretionary
spending as well, and some spending cuts in entitlements. Spending and revenue imbalances
at the state and local levels nationally will likely be an impediment to economic growth over the
forecast horizon and will most likely result in lower intergovernmental revenues for the county.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
72
Drunken Driving Fines: Based on $30 per offender at anticipated level of 1,020 with two
percent waiver rate.
Earning on Investments: Calculated on an average earnings rate of 2.25 percent on estimated
average daily balances. Based upon Federal Reserve projections interest rates will not change
dramatically in 2012.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. Increased energy prices and new exploration on county lease
should result in added revenues in the future.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2010 Indirect Cost Plan approved by
the Department of Health and Human Services that result in federal revenue allowable from
grants.
County Clerk Fees: Calculated on the historical level of activity, and recent legislative
changes. Increased oil and gas recording activity in the county is resulting in higher projected
revenues in this area over the next 2-3 years.
Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively
constant.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant
contracts.
Motor Vehicle Registration Fees: Based upon a drop in the historical level of activity for fees,
due to slower car sales. Vehicle sales are projected to begin increasing over the next 12-24
months as the economy improves and individuals who have delayed purchases will need to
begin to replace older vehicles.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less
three percent reduction that Weld County has historically experienced. With the passage of
SB09-109, revenues increase $1,490,000 starting in 2010. As fuel prices increase citizens tend
to drive less, thus paying less HUTF tax that is based upon a per gallon tax.
Social Service Revenue: Based on anticipated caseload as discussed under each program
plus state and federal funding formula for each program.
Health Grants: Based upon contracts signed July 1, 2011.
Health Fees: Based upon historical patient/client caseload with 2012 rates applied. With more
and more uninsured patients, utilization continues to increase in county clinic due to
affordability.
Human Resource Grants: Based upon contract funding level as of October 1, 2011.
State Lottery: Funded at the current level, with no anticipated legislative changes.
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Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Paramedic Service Fees: Calculated based upon 2010 - 2011 call volume with no rate
increase.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated
expenditures in user departments' budgets.
Work Release Inmate Fee: Based upon average of 200 work release inmates per day.
Severance Tax: See policy on severance tax direct distribution in Public Works Non -
Departmental Revenue (Budget Unit 2000-90100).
74
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2008
2009
2010
2011
2012
Property Taxes
$75,033,756
$76,642,132
96,940,646
78,371,679
90,144,134
Other Taxes
7,030,000
7.475,000
8,030,000
8,016,000
8.730.000
Fees
6,902,500
7,425,300
7,412,000
7,722,000
8,317,000
Intergovernmental
56,366,866
57,304,370
47,121,030
45,638,182
42,005,045
Licenses/Permits
2,211,400
1,893,900
1,860,400
1,850,500
2,237,550
Charges for Services
4,606,876
5,153,111
5,131,355
5,836,057
5,487,766
Internal Services
16,788,922
20,507,205
21,939,772
22,906,223
23,726,514
Paramedic Fees
5,444,053
5,692,558
5,791,647
5,646,856
6,230,000
Miscellaneous
6,383,444
8,214,875
6,285,729
6,785,768
9,751,791
TOTAL REVENUES
$180 767 817
$190 308 451
$ 200,512 579
$ 182 773.265
$_196,629,80_Q
TREND ANALYSIS
Where appropriate the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
120
100
80
60
40
20
0
■
A
2007 2008 2009 2010 2011
—41—Property Taxes
tIntergovernmental
—a—Internal Service
—Other Revenue
Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations,
which are growth in actual property value, plus cost -of -living. Although little increase in
assessed value growth is anticipated due to the lack of construction activity the assessed value
is anticipated grow significantly due to increased energy prices and new exploration in Weld
County. Oil and gas values accounts for nearly 45% of the county's assessed valuation and the
changes in commodity prices contributes to the big fluctuations in property taxes from year to
year. Excitement related to exploration of the Niobrara shale formation in northern Weld County
remains high, driving several significant job -creating projects in Weld County and more energy
production that will added to the county's assessed valuation in future years. Assessed value
from oil and gas is up 46%.
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Intergovernmental: State and federal revenues have declined with state deficit cutting state
funded programs. However, in 2010 revenues dropped 21.6 percent due to lower human
services funding levels and the relinquishment of Head Start programs. The drop in 2012 is due
to transferring the Supplemental Foods program to the Weld Food Bank, and the end of the five
year Building Healthy Marriages Grant.
Internal Services: Predictable revenue based on stable usage.
OTHER REVENUE TRENDS
12
10
8
• 6
O
2
4
2
0
2008 2009 2010 2011 2012
—4-0ther Taxes
--Fees
— 4—Licenses Permits
�—Charge For Srvs
▪ Paramedic Fees
—4—Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
Increase trend is due to new formula for the direct distribution of severance tax to cities and
counties from the state. Severance tax revenues follow the price of oil and gas, since that is
where they are derived.
Fees: Fees have been increased and new fees added. New legislation increased 2011 Clerk
and Recorder fees. Increased oil and gas recording activity in the county is resulting in higher
projected revenues in this area over the next 2-3 years. Fees from vehicle registration should
increase as vehicle sales are projected to begin increasing over the next 12-24 months as the
economy improves and individuals who have delayed purchases will need to begin to replace
older vehicles.
Licenses/Permits: Permit revenue has been dropping due to slow down in construction
activity. As cited in the Revenue Assumption section earlier little recovery of residential
construction anticipated in 2012. Despite the low activity in residential building in the
unincorporated part of the County several factors may be pointing towards an uptick in activity
within the next two to three years. The increase in fees is primarily from oil and gas well
inspections.
Charges for Services: Revenue is predictable based on contracts for service and
reimbursable projects.
Paramedic Fees: Fees have fluctuated due to volume of calls, and fewer transports due to
economy. No rate increase in 2012. Revenues are projected to be up due to the rate change
and changing to a bundled rate in 2010-2011.
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category. Public Works contracts are up $3,112,000 due to
reimbursable road projects in 2012. Fines from traffic violations are stable.
76
POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Continue revenue maximization policy to support County services to users.
Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
Examine County programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
Examine County programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
Utilize cost cutting/revenue raising strategies to hold down costs and support County
services. This may be accomplished by:
Organization assessment
Contraction in services
Productivity improvement
Reprivatization and contracting
Automation
Energy conservation
Administrative reorganization
Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
Utilize a target budget approach with the following features:
Identifies County's resource capacity
Clearly identifies targets and related reductions
Identify proposed non -funding early
Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less
productive employees, etc.
Allows board discretion in allocating funds to unfunded programs in
critical service areas
Targets all offices, departments, and outside agencies
Better reflects County priorities
Since limits are known, allows planning of alternative expenditure levels
six months before fiscal year begins
Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
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Clearly identify all newly mandated program costs for the Board.
Continue the County's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined
that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Equipment Service Manager for consideration in the budget
process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
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EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax -supported activities.
General Fund
The General Fund accounts for all financial transactions of the County that are not properly
accounted for in other funds. Ordinary operations of the County such as public safety, County
administration and other activities financed from taxes and general revenues are reflected in this
fund.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public
welfare programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue
received from the State of Colorado to be used for the acquisition, development and
maintenance of new and existing conservation sites within Weld County. The funds are
derived from the Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Emergency Reserve Fund: This fund was established in accordance with State
Constitution Amendment One (TABOR), passed November 3, 1992. The reserve can
only be used for true emergencies as defined by the amendment. Funding level must be
one percent of fiscal spending in 1993, two percent in 1994, and three percent in 1995
and fiscal years thereafter.
Public Health Fund: The Weld County Public Health Department provides health
services to County residents. The fund reflects revenue and expenditures for health
care, health education, health monitoring and other related activities.
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Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
Solid Waste Fund: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites for the purpose of combating environmental
problems and for further improvement and development of landfill sites within the
County.
Capital Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition
or improvement of the capital facilities of the County.
Capital Expenditures Fund: This fund accounts for various capital improvement
projects on County property as required by Section 29-1-301, C. R. S., 1973.
PROPRIETARY FUND TYPES:
Funds that focus on the determination of operating income, changes in net assets (or cost
recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Internal Service Funds
Internal Service Funds are established to account for goods and services provided to other
departments of the County on a cost -reimbursement basis.
Motor Vehicle Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The
program is a combination of insured risks and protected self-insurance risks.
Phone Services Fund: This fund accounts for all phone costs provided to the County
and other outside agencies on a cost -reimbursement basis.
Health Insurance Fund: This fund accounts for the self -insured health, dental, and
vision plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase
of county facilities. There are no active leases. The last lease was paid off on August 1,
2007.
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Enterprise Funds
Enterprise funds are established to account for operations (a) that are financed and operated in
a manner similar to private business enterprises -- where the intent of the governing body is that
the costs (expenses, including depreciation) of providing goods or services to the general public
on a continuing basis be financed or recovered primarily through user charges; or (b) where the
governing body has decided that periodic determination of revenues earned, expenses incurred,
and/or net income is appropriate for capital maintenance, public policy, management control,
accountability, or other purposes.
Paramedic Services Fund: This fund accounts for all the rescue unit fees and costs
associated with the operation of a County -wide paramedic service for the citizens of
Weld County.
81
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
BUDGETARY ACCOUNTING BASIS:
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of
Accounting refers to when revenue and expenditures are recognized in the accounts and
reported in the financial statements. Basis of Accounting relates to the timing of the
measurements made, regardless of the measurement focus applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of
accounting. Under this method revenue is recorded in the year in which it becomes both
measurable and available as net current assets. "Measurable" means the amount of the
transaction can be determined and "available" means collectible within the current period or
soon enough thereafter to pay liabilities of the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the County's
operations, or of a material amount and not received at the normal time of receipt, primarily
consists of 1) state highway users tax; 2) property taxes, assessed in 2011, payable in 2012,
and 3) various routinely provided services (ambulance and health department). Unbilled
charges for services are recorded in the appropriate funds at year end.
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the
year in which it is earned and becomes measurable. Expenses are recorded when liabilities are
incurred. Due to Colorado legal requirements, capital expenses are budgeted and appropriated
in the Proprietary Funds.
BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County
Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule
Charter. The budget is prepared on a basis consistent with generally accepted accounting
principles for all governmental, proprietary and expendable trust funds. The accounting system
is employed as a budgetary management control device during the year to monitor the
individual departments (level of classification which expenditures may not legally exceed
appropriations). All annual appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within
departments of each fund. Any revisions that alter the total appropriation for each department
must be approved by the Board of County Commissioners through a supplemental appropriation
ordinance.
82
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111.5, C. R. S., provides that, if during the fiscal year, the governing board deems
it necessary, in view of the needs of the various offices or departments, it may transfer budgeted
and appropriated monies from one or more spending agencies in the fund to one or more
spending agencies in another fund and/or transfer budgeted appropriated monies between
spending agencies within a fund.
Section 29-1-111.6, C. R. S., provides that, if during the fiscal year, the governing body or any
spending agency received unanticipated revenue or revenues not assured at the time of the
adoption of the budget from any source other than the local government's property tax mill levy,
the governing board of the local government may authorize the expenditure of these
unanticipated or unassured funds by enacting a supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of
County Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no
later than December 15 and are payable the following year in two installments on February 28
and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and
collects its own property taxes as well as property taxes for all school districts, cities and towns
and special districts located within the county. In accordance with Section 14-7 of the Weld
County Home Rule Charter, all ad valorem tax levies for county purposes, when applied to the
total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a
greater amount of tax revenue than was levied from ad valorem taxation in the preceding year,
plus five percent (5%), except to provide for the payment of bonds and interest. The Board of
County Commissioners may submit the question of an increased levy to the County Council
and, if in the opinion of a majority of the County Council, the county is in need of additional
funds, the Council may grant an increased levy for the county in such amount as it deems
appropriate, and the county is authorized to make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem
taxation equal to a three mill levy for three years shall be prohibited unless approved by a
majority vote of the qualified electors at a general or special election per Section 14-8 of the
Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy
cannot be increased above the prior year mill levy, except by a vote of the people. In addition,
the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net
new construction, without voter approval.
83
CAPITAL IMPROVEMENT POLICY
1. Capital Improvement Plan - A plan for capital expenditures to be incurred each year
over a fixed period of several years (normally on a five year cycle) setting forth each
capital project and identifying the expected fiscal year for each project and the
anticipated revenues to finance those projects.
2. Capital Improvement Staff Committee - The Director of Finance and Administration
develops a Long Range County -wide Capital Improvement Plan for all major capital
expenditures within the County after surveying County -wide needs with program
managers. The Board of County Commissioners is responsible for approving capital
improvement policies, as well as approving capital improvement programming as a part
of the annual budget.
3. Capital Assets - Capital assets are defined as land, improvements to land, easements,
buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure, and all other tangible or intangible assets that are
used in operations and that have initial useful lives extending beyond a single reporting
period.
4. Capital Projects - Capital projects are defined as those major, non -recurring projects
that have a time interval of at least three (3) years between such expenditures and have
a total cost of at least $10,000. Purchases of real property and selected equipment may
be exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
5. Annual Action Program - Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and approved by the Board
of County Commissioners for funding and implementation for each fiscal budget year.
6. Relationship Between Capital Funding and Operating Budget - - Capital assets,
which include property, plant equipment, software, and infrastructure assets (e.g., roads,
bridges and similar items,) are reported in the applicable governmental or business -type
funds. Capital assets are defined by the County as assets with an initial, individual cost
of more than $5,000 and a useful life of more than one year. All fixed assets are valued
at historical cost or estimated historical cost if actual historical cost is not available.
Donated capital assets are recorded at estimated fair market value at the date of
donation.
84
The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
All reported capital assets, except for gravel roads, are depreciated. Improvements are
depreciated over the remaining useful lives of the related capital assets. Depreciation
on all assets is provided on the straight-line basis (asset value divided by years of useful
life) over the following estimated useful lives:
Buildings
Improvements
Infrastructure - Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 - 50 years
20 years
50 years
20 years
3 - 5 years
10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
85
INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy. A copy of the detailed investment policy can be obtained by contacting the Weld County
Treasurer at (970) 356-4000, Extension 3260. The following is a brief overview of the
investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount in excess of $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners,
Sections 11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral
is pledged to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to
the county general fund for the purpose of supplementing the county mill levy thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except
the Pension Trust Fund. Several of the County's funds also hold investments on their own
account. The cash and investments of the Pension Trust Fund are held separately from those
of the other County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is over $110 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies,
and instrumentalities, commercial paper, and repurchase agreements. The Pension
Trust Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 2.25 percent in 2012.
86
FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund balance reserves
depends on the potential viability of the County's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
At a minimum as required by Article X, Section 20 of the Colorado Constitution, Weld County
will maintain an Emergency Reserve Fund to assist with the expenses of unforeseen
emergencies in the amount which shall be no less than three percent of the fiscal year spending
limit.
The County will budget a year-end fund balance in each fund, other than the Contingent and
Emergency Reserve Fund, sufficient to reduce the likelihood of its having to enter the short-term
debt market to pay current operating expenditures.
Annually, the County will, in total, maintain satisfactory levels of fund balance reserves and
contingent/emergency reserves to insure a continued strong financial position within the County.
The actual fund balance and reserve amounts will be reviewed and set annually by the Board of
Weld County Commissioners at the time of the adoption of the annual budget.
In formulating the fund balance reserve levels the County has considered the two most frequent
methods of determining a public entity's adequate reserve level by allocating enough money to
cover a specific number of days of operating expenses, or allocating a flat percentage of
operating revenues. As a prudent financial standard in the former case, a minimum of one to
two months of operating expenses should be considered and in the latter instance, a minimum
level of five to fifteen percent should be targeted. In addition, the reserve should be defined as
only the unreserved or undesignated portion of the fund balance, not the total fund balance that
includes receivables, accrued items, encumbrances, inventories, and subsequent year's
expenditures. The unreserved or undesignated fund balance is totally liquid and has the most
financial flexibility.
With the above guidance Weld County has adopted the target reserve fund balance to be in the
range of ten to fifteen percent of the budgeted expenses of the annual operating and capital
funds in total, excluding internal service funds. The reserve in 2012 will approach thirty-three
percent due to the volatility of the oil and gas assessed value and the potential impact of the
State of Colorado's budget crisis over the next three to four years.
87
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT
RESPONSIBLE OFFICIAL
General Fund:
Office of the Board
Chairman, Board of County Commissioners
County Attorney
County Attorney
Public Trustee
Public Trustee
Planning and Zoning
Director, Planning Services
Clerk to the Board
County Attorney
Clerk and Recorder
Clerk and Recorder
Elections
Clerk and Recorder
Motor Vehicle
Clerk and Recorder
Treasurer
Treasurer
Assessor
Assessor
Maintenance of Building and Grounds
Director, Public Works
County Council
Chairman, County Council
District Attorney
District Attorney
Juvenile Diversion
District Attorney
Victim Witness
District Attorney
Finance and Administration
Director, Finance and Administration
Accounting
Controller
Purchasing
Director, Finance and Administration
Printing and Supply
Director, Finance and Administration
Human Resources
Director, Human Resources
Computer Services
Director, Budget
Geographical Information System
Director, Budget
Capital Outlay
Director, Budget
Sheriff
Sheriff
Crime Control and Investigation
Sheriff
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BUDGET UNIT
RESPONSIBLE OFFICIAL
Regional Forensic Lab
Sheriff
Victim Advocates
Sheriff
Drug Task Force
Sheriff
Traffic Enforcement
Sheriff
Municipal Contracts
Sheriff
Communications - County -wide
Director, Budget
E-911 Administration
Director, Budget
Criminal Justice Information System
Director, Budget
Communications System Development
Director, Budget
Coroner
Coroner
Centennial Jail
Sheriff
North Jail
Sheriff
Community Corrections
Director, Justice Services
Building Inspection
Director, Planning Services
Office of Emergency Management
Sheriff
County -wide Animal Control
Sheriff
Pest and Weed Control
Director, Public Works
Justice Services
Director, Justice Services
Economic Development
Director, Budget
Waste Water Management
Director, Budget
Engineering
Director, Public Works
Extension Service
Extension Agent
Veteran's Office
Director, Public Works
Airport
Director, Budget
Mental Health
Director, Budget
Child Advocacy Center
Director, Budget
Developmentally Disabled
Director, Budget
Seniors Program
Director, Budget
89
BUDGET UNIT
RESPONSIBLE OFFICIAL
Missile Site
Director, Public Works
Parks and Trails
Director, Budget
Building Rents
Director, Budget
Non -Departmental
Director, Budget
Community Agency Grants
Director, Budget
Island Grove Building
Director, Budget
County Fair
Extension Agent
Public Works Fund
Director, Public Works
Social Services Fund
Director, Human Services
Health Fund
Director, Public Health and Environment
Human Services Fund
Director, Human Services
Conservation Trust Fund
Director, Budget
Contingency Fund
Director, Budget
Emergency Reserve Fund
Director, Budget
Solid Waste Fund
Director, Budget
Capital Expenditure Fund
Director, Budget
Paramedic Fund
Director, Paramedic Services
Motor Pool Fund
Controller
Insurance Fund
Director, Budget
Phone Services Fund
Director, Budget
Health Insurance Fund
Director, Budget
90
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
District Attorney:
Upgrade 2 Deputy DA Ill's to Deputy DA's IV
Assessor:
Upgrade an Appraiser II to Assessor Analyst Asst.
Upgrade Data Collector (Grade 25) to Grade 30
Upgrade 2 Transfer Techs to GIS Mappers
Eliminate Transfer Tech
Human Resources:
0.5 FTE Wellness Coordinator to 1.0 FTE
INCLUDED EXCLUDED
$ 21,900
4,848
3,316
12,768
-37,656
38,887
Finance and Administration:
Information/Special Project Specialist $64,352
Planning:
Add Code Compliance Officer
Sheriff Administration:
Reorganization
Communications:
Dispatcher Salaries in IGA Costs
Coroner:
Medicolegal Investigator -1.0 FTE versus 0.5 FTE
Justice Services:
Adult Diversion Specialist
Developmentally Disabled:
Envision
Economic Development:
SBDC
61,117
-3,964
110,000
35,750
39,944
38,225
7,300
Non -Departmental:
Tax incentives 0
35,750
36,775
200
91
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
INCLUDED EXCLUDED
Community Agencies:
Senior Resource Services 5,000
TOTAL GENERAL FUND
$ 337,435 $137,077
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Budget and Management Analysis has a
different recommendation than the budget unit's department head/elected official.
92
EMPLOYEE
SALARY SCHEDULE
AND
BINIFITS
2012 SALARY AND BENEFIT
RECOMMENDATIONS
Weld County has always strived to pay competitive and equitable salaries and benefits. To
maintain this competitive position, Weld County participates in various salary surveys. Salaries
are set by the Board of County Commissioners after full consideration is given to:
• Present pay rates compared to labor market competitors. The competitive job market
may vary by job classification or specific job. The comparison is to beginning salary and
middle level salary. Weld County does not compare to maximum salary range amounts.
• Ability to pay and the sustainability of the pay long term.
• Benefits and supplemental pay policies.
• Supply/demand situations for personnel needs.
• Supply/demand situation in the labor market.
• Employees' expectations.
• Retention of career employees.
• Taxpayers' perceptions of pay and benefits.
• Economic conditions locally and nationally.
Salary Surveys Utilized:
Mountain States Employers' Council — Public Employers
Mountain States Employers' Council — Front Range
In light of the economic conditions and Weld County's own financial situation as we look forward
the following recommendations are being made:
• For the 2012 budget, a salary increase of 3 percent to Weld County employees is
recommended. Employees will get step increases for longevity and performance.
• Health insurance rates are anticipated to go up 10 percent for 2012. Health coverage
will be provided by CIGNA on a partially self -insured basis with a Preferred Provider
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement
Account (HDHP/HRA) option.
• Retirement costs will increase 3.5 percent overall based upon the Board's policy to fully
fund the Annual Retirement Contribution (ARC) calculated by the Weld County
Retirement Plan's actuary each year. The County will fund the total 3.5 percent.
• All other benefits are recommended to remain the same for 2012.
93
OTHER BENEFITS
VISION PROGRAM:
> Coverage follows health insurance program coverage for both single and family
plans
> Maximum amount paid for single $300/year or family $600/year
> No deductible
> 50% of covered expenses incurred
> Examination, lenses, and frames limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.165/$1,000/per month
DISABILITY: $.32/$100 compensation
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Live Well Solutions.
WELLNESS: Wellness program will be enhanced for all County employees with the addition of
a Wellness Coordinator and new wellness resources.
EXECUTIVE PAY PLAN: Elected Officials and Chief Deputies have a direct benefit plan for
health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan - (12.50 percent of gross salary for County and 9.0 percent
employee contribution.)
PERA - (13.7 percent of gross salary for County contribution and 8.5 percent of gross
salary for employee contribution.)
94
POSITION AUTHORIZATION CHANGES
DUE TO 2012 BUDGET
FUND AND
DEPARTMENT
DEPARTMENT
NAME
1000-10200 County Attorney
1000-13100
1000-13100
1000-13100
1000-13100
Assessor
Assessor
Assessor
Assessor
1000-15100 District Attorney
1000-15300 Victim Witness
1000-16100 Finance & Admin.
1000-16400 Human Resources
1000-17100 Planning
1000-21210
1000-21210
1000-21210
1000-21210
1000-21200
1000-21200
1000-21200
Sheriff Admin.
Sheriff Admin.
Sheriff Admin.
Sheriff Admin.
Sheriff Operations
Sheriff Operations
Sheriff Operations
1000-21210 Traffic Enforcement
1000-24410 Centennial Jail
1000-23200
1000-23200
Coroner
Coroner
1000-24100 Justice Services
2520-41110
2520-41210
2530-41300
2360-41400
2580-41500
PH Administration
PH Communication
Community Health
Environmental Health
PH Preparedness
OLD
POSITION
1.0 Sr. Asst. Co. Attorney
1.0 Transfer Tech (Grade 17)
1.0 Appraiser II (Grade 25)
1.0 Data Collector (Grade 15)
2.0 Transfer Techs (Grade 17)
2.0 Deputy DA III
0.625 Victim Comp Asst.
None
0.5 Wellness Coordinator
None
None
None
Commander
2.0 Deputy II/Ill
Commander
4.0 Deputy II/III
None
1.0 Commander
None
1.0 Chief Deputy Coroner
None
None
8.0 FTE
10.0 FTE
42.68 FTE
23.25 FTE
2.6 FTE
95
NEW
POSITION
2.0 Asst. Co. Attorney IV
None
1.0 Assessor Analyst Asst.
1.0 Data Collector (Grade 19)
2.0 GIS Mappers (Grade 24)
2.0 Deputy DA IV
0.5 Victim Comp Asst.
1.0 Information/Special
Project Specialist
1.0 Wellness Coordinator
1.0 Code Enforcement Officer
Bureau Chief
1.0 Deputy III Civil
None
None
None
None
Deputy Chief
None
4.0 Deputy II/III
1.0 Coroner
0.5 Medicilegal Investigator
1.0 Diversion Svc. Specialist
8.0 FTE
9.00 FTE
42.98 FTE
23.25 FTE
2.5 FTE
ilt 41:
WIDc.
COLORADO
96
S
tIN! MARY
OF
FUNDS
L_ _
ALL FUNDS REVENUE
$100,000,000
90, 000, 000
80, 000, 000
70, 000, 000
60, 000, 000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
$0
co
a)
a)
U -
X CO
I— X
>, CD
I-
a) a)
a r
2 O
EL
lntergovernme
Licenses/Permits
Chg for Service
Miscellaneous
Fund Balance
Internal Services
2012 Revenue
Total $262,837,056 (2011 $246,613,265)
Paramedic Fees
Internal Services, Paramedic Fees,
$23,726,514, 9% $6,230,000, 2% Property Tax,
$90,338,728, 35%
Fund Balance,
$66,145,000, 25%
Miscellaneous,
$9,751,791, 4%
Chg for Service,
$5,487,766, 2%
Licenses/Permits,
$2,237,550, 1%
Intergovernmental
$41,872,707
16%
Other Taxes,
$8,730,000, 3%
Fees, $8,317,000,
3%
97
ALL FUNDS EXPENDITURES
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000 --
$15,000,000
$10,000,000 —
$5,000,000 —
$0
oe� O5 cod `act
5e� e Q J*�•
oo
coo(' 'e G
Q�
O2012 ■2011
***".C\ a`�e;c••\ • •.a' •.e� eoJ� e�
•04)
0°4 \QeGce oeF a�� e� ae�\ac �e\ a` 5e
`• boa Jcs-a
GJ� oe �o aca
0e Q
2012 EXPENDITURES
Total $207,157,641 (2011 $193,472,268)
Contingency
$14,000,000 7%
Public Works
$1,868,994 1 %
Social Services
$26,697,167 13%
Paramedic Service
$6,176,979 3%
Internal Services
$25,608,514 12%
Miscellaneous $3,369,498
2%
Human Services
$7,345,049 4%
Auxiliary $411,273 0%
Road & Bridge
$35,245,94217%
Capital $7,600,000 4%
Health $8,385,427 4%
Public Safety $40,318,035
19%
Culture/Recreation
$882,944 0%
General Government
$29,247,819 14%
98
SEVEN YEAR TREND
County Expenditures
$60
S50
$40
S20
$10
22
D Gen Gov
O Public Safety
❑ Roads & Bridges
O Health/Human Srv/Soc Sry 51
2
'10
8. 8
46
33
3
5
8
3
5.
6
29
2-2
J7
3.y
35
7.55
V
46
39.
7
29.2
2006 2007 2008 2w.y7) 2010 0'1 2012
42.43
99
SEVEN YEAR TREND
Beginning Fund Balance
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
M
o
l / I
I-
cn
O Uri
O
O
N
O a
Ci
O
M
O / /
I
O O
O O O / 'f
i
O
M M O
c'
c l co
p
M
/
/ /
/ /
/
/
/
/
/
/
✓
2006
2007
2000
20;9
2010
2011
100
2012 BUDGET
SUMMARY OF FUND BALANCES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2400
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Emergency Reserve
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
GROSS TOTALS
LESS INTERFUND TRANSFER
NET TOTALS
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health Insurance
6300 Insurance
6400 Phone Services
6500 Weld Finance Corp
NET TOTALS - IS FUNDS
GROSS TOTALS - ALL FUNDS
2011 2011
BEGINNING MILL
BALANCE LEVY
$ 4,475,904 11.389
18,718,200
2,679,031
272,533
26,946,930
6,000,000
2,030,550
1,330,410
541,267
6,381,019
0
$ 69,375,844
0
$ 69,375,844
2,130,994
1,593,425
1,418,090
978,165
0
$ 6,120,674
$ 75,496,518
1.498
1.965
0.000
0.215
0.000
0.000
0.000
0.000
2012 2012
BEGINNING MILL
BALANCE LEVY
$ 3,000,000
22,800,000
1,675, 000
270,000
20,000,000
6,000,000
1,400,000
1,300,000
500,000
1.41511 3,300,000
0.000
16.482
0.000
16.482
0.000
0.000
0.322
0.000
0.000
0.322
16.804
2012
PROPERTY
TAXES
10.479 $ 56,211,543
1.303
1.863
0.000
1.491
0.000
0.000
0.000
0.000
6,987,191
9,995,400
0
8,000,000
0
0
0
0
1.342 7,200,000
0 0.000
$ 60,245,000
0
$ 60,245,000
2,000,000
1,600,000
1,400,000
900,000
0
$ 5,900,000
$ 66,145,000
0
16.478 $ 88,394,134
0.000 0
16.478 $ 88,394,134
0.000 0
0.000 0
0.326 1,750,000
0.000 0
0.000 0
0.326 $ 1,750,000
16.804 $ 90,144,134
101
ASSESSED VALUATION: $ 5,364,445,020
2012 2012
INTERGOV'T OTHER
REVENUE REVENUE
$ 4,546,866 $ 18,705,687
2012
INTERFUND
TRANSFER
$
2012
AVAILABLE
FINANCING
0 $ 82,464,096
10,550,000 13,077,000 0 53,414,191
16,701,767 0 0 28,372,167
382,500 4,500 0 657,000
0 0 0 28,000,000
0 0 0 6,000,000
3,110,829 1,111,920 3,994,453 9,617,202
6,581,083 540,000 12,351 8,433,434
0 685,000 0 1,185,000
0 400,000
0
$ 41,873,045
0
$ 41,873,045
6,230,000
$ 40,754,107
0
$ 40,754,107
0 10,900,000
0
$ 4,006,804
-4,006,804
$ 0
132,000 7,600,111
0 14,457,555
0 220,000
0 1,448,848
0 0
$ 132,000 $ 23,726,514 $
$ 42,005,045 $ 64,480,621 $
2012 TOTAL
APPRO-
PRIATIONS
$ 79,413,207
35,245,942
26,697,167
387,000
8,000,000
6,000,000
8,217,202
7,133,434
685,000
7,600,000
6,230,000 6,176,979
$ 235,273,090 $ 185,555,931
-4,006,804 -4,006,804
$ 231,266,286 $ 181,549,127
0 9,732,111
0 16,057,555
0 3,370,000
0 2,348,848
0 0
0 $ 31,508,514
0 $ 262,774,800
7,732,111
14,457,555
1,970,000
1,448,848
0
$ 25,608,514
$ 207,157,641
2012
ENDING
BALANCE
$ 3,050,889
18,168,249
1,675,000
270,000
20,000,000
0
1,400,000
1,300,000
500,000
3,300,000
53,021
$ 49,717,159
0
$ 49,717,159
2,000,000
1,600,000
1,400,000
900,000
0
$ 5,900,000
$ 55,617,159
102
2012 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Service
GROSS TOTALS
INTERFUND TRANSFER
NET TOTALS
INTERNAL SERVICE FUNDS:
6000
6200
6300
6400
6500
Motor Pool Operating
Health Insurance
Insurance
Phone Services
Weld Finance Corp
NET TOTALS - I S FUNDS
GROSS TOTALS - ALL FUNDS
2012
BEGINNING
BALANCE
$ 3,000,000
2012
PROPERTY
TAXES
$ 56,211,543
22,800,000 6,987,191
1,675,000 9,995,400
270,000 0
20,000,000 8,000,000
6,000,000 0
1,400,000 0
1,300,000 0
500,000 0
3,300,000
0
$ 60,245,000
0
$ 60,245,000
2,000,000
1,600,000
1,400,000
900,000
0
$ 5,900,000
$ 66,145,000
7,200,000
0
$ 88,394,134
0
$ 88,394,134
0
0
1,750,000
0
0
$ 1,750,000
$ 90,144,134
2012
INTERGOV'T
REVENUE
$ 4,375,708
10,550,000
16,701,767
382,500
0
0
3,110,829
6,581,083
0
2012
OTHER
REVENUE
2012
INTERFUND
TRANSFER
$ 18,705,687 $
13,077,000
0
4,500
0
0
1,111,920
540,100
685,000
0 400,000
0
$ 41,701,887
0
$ 41,701,887
132,000
0
0
0
0
$ 132,000
$ 41,833,887
6,230,00
$ 40,754,107
0
$ 40,754,107
7,600,111
14,457,555
220,000
1,448,848
0
$ 23,726,514
$ 64,480,621
0
0
0
0
0
0
3,994,453
12,351
0
0
0
$ 4,006,804
-4,006,804
$ 0
0
0
0
0
0
0
0
103
2012 2012 20112 2012 2012 TOTAL 2012
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 82,464,096 $ 48,211,973 $ 29,579,034 $ 1,622,200 $ 79,413,207 $ 3,050,889
53,414,191 9,850,986 25,394,956 0 35,245,942 18,168,249
28,372,167 18,900,000 7,797,167 0 26,697,167 1,675,000
657,000 0 387,000 0 387,000 270,000
28,000,000 0 8,000,000 0 8,000,000 20,000,000
6,000,000 0 6,000,000 0 6,000,000 0
9,617,202 6,286,790 1,930,412 0 8,217,202 1,400,000
8,433,434 4,170,819 2,962,615 0 7,133,434 1,300,000
1,185,000 0 685,000 0 685,000 500,000
10,900,000 0 0 7,600,000 7,600,000 3,300,000
6,230,000 4,436,476 1,550,503 190,000 6,176,979 53,021
$ 235,273,900 $ 91,857,044 $ 84,286,687 $ 9,412,200 $ 185,555,931 $ 49,717,159
-4,006,804 0 -4,006,804 0 -4,006,804 0
$ 231,266,286 $ 91,857,044 $ 80,279,883 $ 9,412,200 $ 181,549,127 $ 49,717,159
9,732,111
16,057,555
3,370,000
2,348,848
0
$ 31,508,514 $
$ 262,277,800 $
0
0
0
162,572
0
162,572
92,019,616
7,732,111
14,457,555
1,970,000
1,036,276
0
$ 25,195,942 $
$ 105,475,825 $
0 7,732,111
0 14,457,555
0 1,970,000
250,000 1,448,848
0 0
250,000 $ 25,608,514
9,662,200 $ 207,157,641
2,000,000
1,600,000
1,400,000
900,000
0
$ 5,900,000
$ 55,617,159
104
2011 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Service 0
GROSS TOTALS $ 69,375,844
INTERFUND TRANSFER 0
NET TOTALS $ 69,375,844
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 2,130,994
6200 Health Insurance 1,593,425
6300 Insurance 1,418,090
6400 Phone Services 978,165
6500 Weld Finance Corp 0
NET TOTALS - I S FUNDS $ 6,120,674
GROSS TOTALS - ALL FUNDS $ 75,496,518
2011 2011 2011 2011 2011
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
BALANCE TAXES REVENUE REVENUE TRANSFER
$ 4,475,904 $ 53,118,155 $ 3,725,640 $ 18,455,680 $
18,718,200
2,679,031
272,533
26,946,930
6,000,000
2,030,550
1,330,410
541,267
6,987,191
9,166,333
0
1,000,000
0
0
0
0
6,381,019 6,600,000
0
$ 76,871,679
0
$ 76,871,679
0
0
1,500,000
0
0
$ 1,500,000
$ 78,371,679
10,260,000
19,311,276
410,000
0
0
3,231,884
8,582,081
0
17,165,000
0
2,467
0
0
1,154,065
540,100
643,733
0 181,858
0
$ 45,520,881
0
$ 45,520,881
5,646,856
$ 43,789,759
0
$ 43,789,759
0 7,638,511
0 13,351,543
0 331,910
0 1,363,585
0 0
$ 0 $ 22,685,549
$ 45,520,881 $ 66,475,308
0
0
0
0
0
0
3,084,907
12,351
0
0
0
$ 3,097,258
-3,097,258
$ 0
0
0
0
0
0
0
0
105
2011 2011 2011 2011 2011 TOTAL 2011
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 79,775,379 $ 46,765,854 $ 29,952,529 $ 56,996 $ 76,775,379 $ 3,000,000
53,130,391 9,665,804 20,664,587 0 30,330,391 22,800,000
31,156,640 18,001,000 11,410,640 70,000 29,481,640 1,675,000
685,000 0 415,000 0 415,000 270,000
27,946,930 0 46,930 0 7,946,930 20,000,000
6,000,000 0 0 0 0 6,000,000
9,501,406 5,962,848 2,138,558 0 8,101,406 1,400,000
10,464,942 4,569,710 4,595,232 0 9,164,942 1,300,000
1,185,000 0 685,000 0 685,000 500,000
13,162,877 0
0 9,062,877 9,862,877 3,300,000
5,646,856 4,276,712 1,350,144 20,000 5,646,856 0
$ 238,655,421 $ 89,241,928 $ 71,258,620 $ 9,209,873 $ 178,410,421 $ 60,245,000
- 3,097,258 0 - 3,097,258 0 - 3,097,258 0
$ 235,558,163 $ 89,241,928 $ 68,161,362 $ 9,209,873 $ 175,313,163 $ 60,245,000
9,769,505 0 7,759,505
14,944,968 0 13,344,968
3,250,000 0 1,850,000
2,341,750 156,913 1,034,837
0 0 0
$ 30,306,223 $ 156,913 $ 23,989,310
$ 265,864,386 $ 89,398,841 $ 92,150,672
10,000 7,769,505 2,000,000
0 13,344,968 1,600,000
0 1,850,000 1,400,000
250,000 1,441,750 900,000
0 0 0
$ 260,000 $ 24,406,223 $ 5,900,000
$ 9,469,873 $ 199,719,386 $ 66,145,000
106
2010 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
Health Department
5000
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
GROSS TOTALS
INTERFUND TRANSFER
NET TOTALS
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health Insurance
6300 Insurance
6400 Phone Services
6500 Weld Finance Corp
NET TOTALS - I S FUNDS
GROSS TOTALS - ALL FUNDS
2010 2010 2010 2010 2010
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
BALANCE TAXES REVENUE REVENUE TRANSFER
$ 3,603,687 $ 53,834,949 $ 5,701,169 $ 22,491,404 $ 0
16,922,183
1,120,521
258,765
6,449,006
6,000,000
1,442,384
1,211,369
148,503
7,325,465
6,141,431
0
20,465,137
0
0
0
0
4,043,568 7,269,163
406,809
$ 41,606,795
0
$ 41,606,795
2,218,711
3,447,074
879,753
1,062,803
0
$ 7,608,341
$ 49,215,136
12,126,432 8,714,032 0
23,006,140 9,883 1,000,000
382,578 4,422 0
0 32,787 0
0 0 0
3,416,153 1,467,638 3,559,810
8,388,871 804,120 12,351
0 1,143,587 0
0 182,466 2,500,000
0 0
$ 95,036,145 $ 53,021,343 $
0 0
$ 95,036,145 $ 53,021,343 $
0
0
1,496,370
0
0
$ 1,496,371
$ 96,532,515
5,382,769
40,233,108
0
40,233,108
0 7,782,949
0 11,930,003
0 223,236
0 1,146,796
0 0
$ 0 $ 21,082,984
$ 53,021,343 $ 61,316,092
0
$ 7,072,161
-7,072,161
$ 0
0
0
1,000,000
0
0
$ 1,000,000
$ 1,000,000
107
2010 2010 2010 2010 2010 TOTAL 2010
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 85,631,209 $ 48,429,731 $ 32,613,763 $ 111,811 $ 81,155,305 $ 4,475,904
45,088,112 9,361,091 16,988,971 19,850 26,369,912 18,718,200
31,277,975 19,160,727 9,183,217 255,000 28,598,944 2,679,031
645,765 0 373,232 0 373,232 272,533
26,946,930 0 0 0 0 26,946,930
6,000,000 0 0 0 0 6,000,000
9,885,985 5,786,693 2,016,214 52,528 7,855,435 2,030,550
10,416,711 4,483,211 4,603,090 0 9,086,301 1,330,410
1,292,090 0 750,823 0 750,823 541,267
13,995,197 0
0 7,614,178 7,614,178 6,381,019
5,789,578 4,251,709 1,537,869 0 5,789,578 0
$ 236,969,552 $ 91,473,162 $ 68,067,179 $ 8,053,367 $ 167,593,708 $ 69,375,844
-7,072,161 0 -7,072,161 0 -7,072,161 0
$ 229,897,391 $ 91,473,162 $ 60,995,018 $ 8,053,367 $ 160,521,547 $ 69,375,844
10,001,660 0 7,870,666 0 7,870,666 2,130,994
15,377,077 0 13,783,652 0 13,783,652 1,593,425
3,599,359 0 2,181,269 0 2,181,269 1,418,090
2,209,599 146,632 1,084,802 0 1,231,434 978,165
0 0 0 0 0 0
$ 31,187,695 $ 146,632 $ 24,920,389 $ 0 $ 25,067,021 $ 6,120,674
$ 261,085,086 $ 91,619,794 $ 85,915,407 $ 8,053,367 $ 185,588,568 $ 75,496,518
108
GOVERNMENTAL FUNDS
2010-2012
Summary of Estimated Financial Sources and Uses
REVENUES
Taxes
Licenses and permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Current:
General government
Public safety
Public works
Public health and welfare
Human Services
Culture and Recreation
Miscellaneous
Capital outlay
Contingency / Reserves
Total Use of Resources
Net Increase (Decrease) in
Fund Balance
Fund Balance at Beginning of Year
Fund Balance at End of Year - without
Unspent Contingencies / Reserves
Contingencies / Reserves
Appropriated
but Unspent
ACTUAL
2010
$102,079,791
2,512,999
53,021,343
8,695,007
8,827,457
7,771,230
PROJECTED
2011
$ 84,887,679
1,850,500
45,638,182
14,501,045
7,722,000
5,836,057
$182,907,827 $160,435,463
$ 31,497,117
40,551,255
26,369,912
28,860,288
9,086,301
1,215,481
9,537,437
7,614,178
0
$ 27,377,959
39,210,086
30,230,391
37,583,046
9,164,942
903,999
7,286,077
9,862,877
7,946,930
BUDGET
2012
$ 97,124,134
2,237,550
41,873,045
9,751,791
8,317,000
5,487,766
$164,791,286
$ 29,247,819
40,318,035
37,114,936
35,082,594
7,345,049
882,944
3,780,771
7,600,000
14,000,000
$154,731,969 $169,566,307 $175,372,148
28,175,858 - 9,130,844 - 10,580,862
$ 41,199,986 $ 69,375,844 $ 60,245,000
69,375,844
0
60,245,000 49,664,138
0 14,000,000
Fund Balance at End of Year - with
Contingencies / Reserves $ 69.375.844 $ 60.245.000 $ 63,664,138
109
PROPRIETARY FUNDS
2010 - 2012
Summary of Estimated Financial Sources and Uses
REVENUES
Taxes
Intergovernmental
Fees
Transfers
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Paramedic Services
Motor Pool
Health Insurance
Insurance
Phone Services
Weld Finance Corp
Total Use of Resources
Net Increase (Decrease) in
Fund Balance
Fund Balance at Beginning of Year
Fund Balance at End of Year - without
Unspent Contingencies / Reserves
Contingencies / Reserves Appropriated
but not Spent
ACTUAL
2010
$ 1,496,370
0
5,382,769
1,000,000
21,082,984
$ 28,962,123
$ 5,789,578
7,870,666
13,783,652
2,181,269
1,231,434
0
PROJECTED
2011
$ 1,500,000
0
5,646,856
0
22,685,549
$ 29,832,405
$ 5,646,856
7,769,505
13,344,968
1,850,000
1,441,750
0
BUDGET
2012
$ 1,750,000
132,000
6,230,000
0
23,726,514
$ 31,838,514
$ 6,176,979
7,732,111
14,457,555
1,970,000
1,448,848
0
$ 30,856,599 $ 30,053,079 $ 31,785,493
- 1,894,476
8,015,150
6,120,674
0
- 220,674
6,120,674
5,900,000
0
53,021
5,900,000
5,953,021
0
Fund Balance at End of Year - with
Contingencies / Reserves $ 6.120,674 $ 5.900.000 $ 5.953,021
110
Weld County, Colorado
Total Taxable Property
Class
2010 Final Assd Value
Vacant $
Residential $
Commercial $
Industrial $
Agricultural $
Natural Rsc $
Oil & Gas $
State Assd $
Total Value: $
Less TIF Value $
Net Total: $
Class
Total Real
Total Personal
Percent of Value
Real
Personal
107,499,350
1,161,670,030
713,727,230
338,066,670
100,999,290
12,388,270
1,673,838,130
593,020,000
4,701,208,970
(37,338,508)
4,663,870,462
2010 Final Assd Val
$ 4,007,593,190
$ 693,615,780
2010
85%
15%
Value Changes 2010-2011
0
3000
2500
2000
1500
1000
500
so
s
•2010 .2011
2011 Assd Value
82,826,600
1,110,643,300
700,065,100
344,515,260
117,843,120
12,839,310
2,439,331,500
615,809,100
Change $
$ (24,672,750)
$ (51,026,730)
$ (13,662,130)
$ 6,448,590
$ 16,843,830
$ 451,040
$ 765,493,370
$ 22,789,100
5,423,873,290 $
(59,428,270)
5,364,445,020 $
722,664,320
700, 574, 558
2011 Assd Val Change $
$ 4,484,666,720 $ 477,073,530
$ 939,206,570 $ 245,590,790
2011
83%
17%
Change %
-23%
-4%
-2%
2%
17%
4%
46%
4%
15%
15%
Change %
12%
35%
Change %
-3%
3%
Weld Mad Value By Type
2011
Total
Personal
4%17
111
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
$ 746,549
0
(2,501,281)
1,834,087
(1,601,750)
2,328,852
46,567
4,463,034
1,401,807
695,233
274,025
$ 7,687,123 $ 3,788,322 $ 11,475,445
$ 206,567
4,768
586,299
88,220
0
318,188
9,405
559,922
1,802,578
145,224
67,152
$ 953,116
4,768
(1,914,982)
1,922,307
(1,601,750)
2,647,040
55,972
5,022,956
3,204,385
840,457
341,177
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL
CENTENNIAL JAIL
CONTRACT JAIL SPACE
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
$ 16,311,052
2,161,935
0
0
9,995,400
12,351
3,486,544
$ 31,967,282 $ 5,647,337 $ 37,614,619
$ 2,076,302 $ 18,387,354
572,042 2,733,977
0 0
297,533 297,533
1,211,497 11,206,897
653,710 666,061
836,254 4,322,798
CRITICAL -- NON -MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
COMMUNICATION SYSTEM DEVEL
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TRAFFIC ENFORCEMENT
TOTAL
$ 896,483
180,200
6,511,281
(171,643)
2,267,263
0
107,137
171,422
608,319
$ 10,570,462 $ 300,946 $ 10,871,408
$ 300
103,740
135,413
0
0
0
40,853
3,104
17,535
$ 896,783
283,940
6,646,694
(171,643)
2,267,263
0
147,990
174,526
625,854
112
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
TRANSPORTATION
PLANNING & ZONING/BLDG INSP
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERAN'S OFFICE
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM ASSISTANCE
JUVENILE DIVERSION
VICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
A KID'S PLACE
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
PRE-TRIAL SERVICES
RETIRMENT TRANSFER
TOTAL
GENERAL ASSISTANCE:
PUBLIC WORKS
ENGINEERING
TOTAL
CAPITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
BUILDING & GROUNDS
FINANCE & ADMINISTRATION
ACCOUNTING
PURCHASING
HUMAN RESOURCES
PBX/PHONES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION SERVICES
PRINTING & SUPPLY
TOTAL
$250,785
963,831
243,673
496,994
342,144
66,729
0
168,225
73,604
58,945
38,225
10,360
325,072
15,280
72,429
10,000
87,000
6,780
169,121
69,250
29,000
82,395
477,856
$ 121,342
506,779
6,923
21,671
132,374
4,522
14,648
0
3,487
4,213
0
0
28,134
13,371
0
20,961
0
0
20,052
0
0
0
0
0 0
$ 372,127
1,470,610
250,596
518,665
474,518
71,251
14,648
168,225
77,091
63,158
38,225
10,360
353,206
28,651
72,429
30,961
87,000
6,780
189,173
69,250
29,000
82,395
477,856
0
$4,057,698 $ 898,476 $ 4,956,174
$
$
$
$ 6,987,191
1,868,994
$ 8,856,185 $ 1,205,337 $ 10,061,522
$ 1,161,923 $ 8,149,114
43,413 1,912,407
$ - $
7,200,000
$ 7,200,000 $
0 7,200,000
- $ 7,200,000
$ 763,959
5,702,821
543,065
625,870
151,876
634,899
0
1,750,000
512,500
0
3,452,705
58,727
$ 14,196,422 $ (14,196,422)
$ (763,959) $
(5,702,821)
(543,065)
(625,870)
(151,876)
(634,899)
0
(1,750,000)
(512,500)
0
(3,452,705)
(58,727)
$
0
0
0
0
0
0
0
0
0
0
0
113
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 2010 ALLOCATED COSTS
APPLICABLE FOR 2012
DEPARTMENT
OFFICE OF THE BOARD
PUBLIC TRUSTEE
ELECTIONS
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
JAIL
COMMUNITY CORRECTIONS
GRAPHIC INFORMATION SERVICE
SOCIAL SERVICES
HUMAN SERVICES
PUBLIC HEALTH
POLICE SERVICES (LEVEL)
ANIMAL CONTROL
REGIONAL FORENSIC LAB
AMBULANCE
OFFICE EMERGENCY SERVICES
PLANNING & ZONING/BLDG INSP
TOTAL ALLOCATED
$265,111
6,119
113,223
408,367
12,071
718,612
2,313,457
186,383
3,398,926
381,859
25,735
1,554,854
838,981
1,073,261
173,791
8,885
133,142
394,488
52,432
650,408
DEPARTMENT TOTAL ALLOCATED
TRAFFIC ENFORCEMENT
PEST & WEED CONTROL
EXTENSION SERVICE
VETERAN'S OFFICE
AIRPORT
MISSILE SITE PARK
CLERK TO THE BOARD
COUNTY FAIR
COUNTY CLERK
JUVENILE DIVERSION
VICTIM ASSISTANCE
CRIMINAL JUSTICE
PUBLIC WORKS
ENGINEERING
TASK FORCE
SOLID WASTE
TRANSPORTATION
COURTS -COUNTY
HOUSING AUTHORITY
OTHER
$22,505
27,813
169,891
5,803
18,800
4,475
86,184
5,407
752,465
17,161
36,107
385
1,491,230
55,717
3,984
26,902
155,732
1,443,894
0
1,185,347
$18,219,907
The above costs are the result of a consolidated County -wide cost allocation plan for the year ended December 31, 2010,
prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2012 and
represents indirect costs to the departments in addition to the direct costs appropriated in each budget unit. The allocation
plus the direct costs represent the total cost of specific County programs for 2012.
114
WELD COUNTY HOME RULE GOVERNMENT
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Department of Health
Commissioner Coordinator
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Paramedic Service
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SUMMARY OF
COUNTY FUNDED POSITIONS
2012
DEPARTMENT
LAST
ACTUAL
YEAR
2010
CURRENT
YEAR 2011
REQUEST
BUDGET
2012
RECOMMEND
BUDGET
2012
CURRENT TO
RECOMMEND
CHANGE
GENERAL FUND:
Office of the Board
6.000
6.000
6.000
6.000
County Attorney
4.000
4.000
5.000
5.000
+1.000
Planning and Zoning
10.000
9.250
10.250
10.250
+1.000
Clerk to the Board
6.000
5.000
5.000
5.000
Accounting
6.000
6.000
6.000
6.000
Finance and Administration
2.250
2.750
2.750
2.750
Clerk and Recorder
43.500
43.000
43.000
43.000
Elections
5.000
5.000
5.000
5.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
33.500
33.500
32.500
32.500
-1.000
Human Resources
6.000
5.500
6.000
6.000
+0.500
Buildings and Grounds
27.000
28.000
28.000
28.000
Victim Witness
11.750
11.750
11.625
11.625
-0.125
Juvenile Diversion
1.250
1.250
1.250
1.250
Office of Emerg. Mgmt.
1.000
1.000
1.000
1.000
Purchasing
2.000
2.000
2.000
2.000
District Attorney
58.375
54.125
54.125
54.125
Coroner
5.500
5.500
6.500
6.000
+0.500
Centennial Jail
32.000
32.000
36.000
36.000
+4.000
North Jail
203.800
197.000
197.000
197.000
Sheriff
16.000
19.000
20.000
20.000
+1.000
Victim Advocates
2.000
2.000
2.000
2.000
Crime Lab
1.000
1.000
1.000
1.000
116
DEPARTMENT
LAST
ACTUAL
YEAR
2010
CURRENT
YEAR 2011
REQUEST
BUDGET
2012
RECOMMEND
BUDGET
2012
CURRENT TO
RECOMMEND
CHANGE
Drug Task Force
1.000
1.000
1.000
1.000
Sheriff Contract Services
7.500
9.500
9.500
9.500
Building Inspection
9.000
10.250
10.250
10.2500
Police Services
70.750
67.750
63.750
63.750
- 4.000
Traffic Enforcement
11.000
11.000
10.000
10.000
1.000
Community Corrections
1.000
1.000
1.000
1.000
Noxious Weeds
2.000
2.000
2.000
2.000
Transportation
9.000
10.000
10.000
10.000
Justice Services
6.000
6.000
7.000
7.000
+1.000
Extension Service
12.080
12.080
12.080
12.080
Veteran's Office
1.000
1.000
1.000
1.000
Missile Site
1.000
1.000
1.000
1.000
General Engineering
20.000
20.000
20.000
20.000
Printing and Supply
3.000
3.000
3.000
3.000
Fair
0.300
0.300
0.500
0.500
+0.200
Geographical Info. System
0.000
0.000
0.000
0.000
Animal Control/Code
Enforcement
5.000
3.000
3.000
3.000
0
TOTAL GENERAL FUND
653.555
643.505
647,080
646.580
+3.075
PUBLIC WORKS:
Maintenance Support
9.000
9.000
9.000
9.000
Administration
7.000
7.000
7.000
7.000
Motor Graders
46.000
46.000
46.000
46.000
Trucking
33.000
33.000
33.000
33.000
Bridge Construction
27.000
27.000
27.000
27.000
Pavement Management
10.000
10.000
10.000
10.000
Mining
5.000
5.000
5.000
5.000
TOTAL PUBLIC WORKS
137.000
137.000
137.000
137.000
0.000
117
DEPARTMENT
LAST
ACTUAL
YEAR
2010
CURRENT
YEAR 2011
REQUEST
BUDGET
2012
RECOMMEND
BUDGET
2012
CURRENT TO
RECOMMEND
CHANGE
HEALTH FUND:
Administration
8.000
8.000
8.000
8.000
Health Communication
10.750
10.000
9.000
9.000
- 1.000
Environmental Services
24.250
23.250
23.250
23.250
Health Preparedness
3.000
2.500
2.600
2.600
+ 0.100
Public Health Services
43.410
42.680
42.980
42.980
+0.300
TOTAL HEALTH FUND
89.410
86.430
85.830
85.830
- 0.600
SOCIAL SERVICES
292.000
309.000
309.000
309.000
PHONE SERVICES
2.000
2.000
2.000
2.000
PARAMEDIC SERVICES
51.000
50.000
50.000
50.000
GRAND TOTAL
1,224.965
1,227.935
1,230.910
1,230.410
+ 2.475
118
GIN1IIIALL
F1JND
GENERAL FUND
Revenue Changes
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
X2011
O2012
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Gr
2012 Revenue
Total $82,464,096 (2011 $78,299,475)
Property Tax,
$56,211,543, 68%
Fund Balance,
$3,000,000, 4%
Miscellaneous,
$4,827,281, 6%
Other Taxes, $0, 0%
Fee Accounts,
$8,217,000, 10%
Intergovernmental,
$4,546,866, 5%
Licenses/Permits,
$1,430,000, 2%
Charges for Services,
$3,752,296, 4%
Fines/Forfeitures,
$479,110, 1%
119
GENERAL FUND
EXPENDITURE CHANGES
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Public Safety General Gov. Health & Human Serv. Misc.
Welfare
Auxilary Public Works Culture/Rec.
2012 Expenditures
Total $79,413,207 (2011 $73,499,712)
General Gov.,
$29,247,819, 37%
Health & Welfare,
$3,654,769, 5%
Human Serv.,
$223,966, 0%
Misc., $3,192,407, 4%
Auxilary, $411,273, 0%
Public Works,
$1,868,994, 2%
Culture/Rec.,
$495,944, 1%
120
SEVEN YEAR TREND
General Government
$35
$30
$25
$20
co
z
O
J
J_
$15
$10
$5
$0
2006
2007
2008
2009
2010
2011
2012
121
SEVEN YEAR TREND
Public Safety
$45
$40
$35
$30
$25
z
O
J
J
$20
$15
$10
$5
$0
op
2006 2007 2008
2009 2010
2011
2012
122
SEVEN YEAR TREND
Health & Welfare
1
2006 2007 2008 2009 2010 2011 2012
123
GENERAL FUND SUMMARY
The General Fund is funded at the level of $79,413,207 up $5,913,495. Without including
adjustments for health insurance costs, the retirement increase, cost of living, and salary step
increases, the budget for general government functions is up $1,869,860. The County
Attorney's Office is up $66,923 for the additional of one more Assistant County Attorney to deal
with the added workload of the office. Staff in the County Attorney's Office has not been
increased for a number of years. Election costs are up $552,557 since in 2012 there will be a
Primary and a Presidential Election with anticipated high voter turnout. The District Attorney's
budget is up $23,900 due to the upgrading of the classifications of two Deputy DA III to Deputy
DA IV. The Building and Grounds budget increased by $543,540, because of the additional
maintenance costs of the new Administration Building and increased utility costs caused by
higher energy prices. The Planning Department is up $76,348 with the request for an additional
code enforcement position due to the department's workload from zoning complaints.
Transportation increased by $174,483 due to a CDOT grant for $165,000 to purchase three
new vehicles. CDOT will pay 80% of the vehicle costs. Information Services has increased
$330,140 with $120,140 attributed to the 3.5 % inflationary factor in the ACS contract and
$150,000 additional resources for capital equipment. GIS is up $78,040 to acquire new aerial
imagery in 2012 for portions of the county. The Assessor's budget is down $41,724 due to
some staff restructuring and reduced postage costs ($25,000) since 2012 is a non -reappraisal
year and Notice of Values do not have to be mailed. Clerk and Recording is up $34,526 for
copier supplies to accommodate all the oil and gas lease activity in the county.
Public safety functions are up $1,107,949 in the recommended budget. The Sheriff increased
costs in the recommended budget by only $27,034. The Sheriff made a major organization
change mid -2011 that fundamentally changed the upper command staff, mid -management and
realign work groups and activities to improve span of control. The changes did not result in a
change in the total number of FTE's, but did save $3,964 in personnel costs. Staff and
personnel costs were shifted among the various budget units in the Sheriff's Office. In the North
Jail budget significant costs have been deferred another year by continuing to hold the total
secure jail bed capacity at 630 beds which is down from 683 in 2010. Inmate census trends
indicate the 630 bed capacity should be adequate in 2012; however, approximately $1,500,000
in deferred jail cost is not a permanent cost savings, since additional staff and capacity will be
needed in the future. Medical costs have been reduced by $138,014 due to contract cost being
lower in 2011 than anticipated and the contractor is willing to leave the contract rate the same
for 2012. The Coroner's Office is up $46,976 for the cost of an additional 0.5 Deputy Coroner
with the mid -year restructuring of the office to assign more administrative duties to the Chief
Deputy that was promoted to the Coroner. The Community Corrections budget is up $290,065
with all costs being offset by state revenues. Justice Services is up $39,944 to add position to
help create an adult diversion services program in conjunction with the District Attorney's Office.
Building Inspection has added an additional inspector to handle the added workload from all the
oil and gas well inspection activity for an increase of $56,822. Communication's costs are up
$533,099 primarily due to the salary adjustments for the dispatcher positions paid through the
IGA with the City of Greeley.
Other changes include Engineering, which is down $22,268 due to consultant contracts and
lower engineering costs for projects. The General Fund's subsidy to the Public Health
Department is up $284,476 due to health insurance costs and anticipated salary increases. An
increase of $2,669,907 is included for other General Fund departments' health insurance costs,
retirement increases, and anticipated salary increases of 3.0 percent in 2012. Retirement costs
will increase 3.5 percent overall based upon the Board's policy to fully fund the Annual
Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each
year.
124
The available resources to the General Fund are $82,464,096 compared to $78,299,475 in
2011, up $4,164,621. Property taxes are budgeted at $56,211,543, up $3,093,388. Revenue
from interest earnings are down $550,000 at $1,900,000 for 2012 due to lower interest rates.
Oil and gas leasing revenue is up $250,000 due to commodity prices and new drilling activity.
Planning and Building Inspection fees are up $350,000 primarily due to all new the oil and gas
activity in the County. Intergovernmental revenues are up $821,226 primarily due to increased
Community Correction grants of $290,065, tax increment financing district reimbursements are
up $132,338, and the CDOT grant for three vehicles ($132,000), and shift from Charge for
Service revenue category to Medicaid revenues for Transportation ($182,500). Charges for
Services are down $259,216 due Elections revenue from coordinated elections being down
$140,000, and the shift from Charge for Service revenue category to Medicaid revenues for
Transportation ($182,500). The Treasurer's fees are anticipated to be up $150,000. Revenue
from Clerk and Recorder fees are up $450,000 as vehicle sales have recovered and increased
oil and gas recording activity. In addition HB 10-1007 increased revenue due to uniform filing
fees, and a portion of the State vehicle emissions fee is retained by the county. All these factors
have contributed to the jump in Clerk and Recorder revenue projections for 2012. All other
revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $3,000,000 for 2011. An estimated ending
fund balance of $3,050,889 is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. In addition to the regular Contingency
Fund is the Emergency Reserve Fund, amounting to $6,000,000, as required under the TABOR
Amendment, which passed in 1992. This fund balance amount is consistent with the
anticipated ending fund balances for the last few years. It is prudent fiscal management for
Weld County to maintain an anticipated fund balance of this level to respond to unforeseen
needs of the citizens of Weld County in 2012 and future years.
125
GENERAL FUND
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
1000 90100 4112
1000 90100 4116
1000 90100 4117
1000 90100 4150
1000 90100 4215
1000 17100 4221
1000 25100 4222
1000 25100 4224
1000 25100 4226
1000 90100 4318
1000 16500 4321
1000 15100 4336
1000 21210 4336
1000 24410 4336
1000 15200 4340
1000 15300 4340
1120 15300 4340
1130 15300 4340
114006 15300 4340
1000 16500 4340
1000 21300 4340
1000 24200 4340
116010 24220 4340
116011 24220 4340
116510 24220 4340
116511 24220 4340
1000 26200 4340
1000 96400 4340
1000 90100 4352
1000 90100 4353
1000 21200 4354
1000 21300 4354
1000 24410 4354
1000 90100 4357
TAXES
CURRENT PROPERTY TAXES
PROPERTY TAX ADJUSTMENT
PERSONAL PROPERTY TAX INCENTIVE
TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
LICENSES, LIQUOR/DANCE
PERMITS
BUILDING
ELECTRICAL
PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
PAYMENT IN LIEU OF TAXES
MEDICAID
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
THORNTON
BRIGHTON URBAN RENEWAL AUTHORITY
CITIES AND TOWNS
CITIES AND TOWNS
CITIES AND TOWNS
SOUTH FIRESTONE URA
TOTAL INTERGOVERNMENTAL
2011
Budget
53,118,155
(356,788)
356,788
86,000
53,204,155 56,211,543 56,211,543
2012
Request
56,211,543
0
0
0
2012 2012
Recommend Final
56,211,543
0
0
0
5,000
225,000
575,000
100,000
175,000
5,000
225,000
800,000
150,000
250,000
5,000
225,000
800,000
150,000
250,000
1,080,000 1,430,000 1,430,000
3,000
0
60,000
15,000
16,000
57,225
140,000
35,418
124,000
14,972
153,000
74,268
86,006
2,150,149
3,000
182,500
104,000
15,000
16,000
63,140
140,000
35,418
123,000
16,180
304,700
68,768
101,008
0
3,000
182,500
104,000
15,000
16,000
63,140
140,000
35,418
123,000
16,180
304,700
68,768
101,008
0
0 2,459,923 2,459,923
100,000 0 0
0 65,289 65,289
60,000 60,000 60,000
2,400 2,400 2,400
29,890 29,890 29,890
268,691 439,671 439,671
31,040 31,040 31,040
8,200 8,200 8,200
255,000 275,000 275,000
41,381 2,739 2,739
3,725,640 4,546,866 4,546,866
126
GENERAL FUND
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
CHARGE FOR SERVICES
1000 10200 4410 CHARGE FOR SERVICES
1000 10400 4410 CHARGE FOR SERVICES
1000 11200 4410 CHARGE FOR SERVICES
1000 15100 4410 CHARGE FOR SERVICES
1000 16500 4410 CHARGE FOR SERVICES
1000 17350 4410 CHARGE FOR SERVICES
1000 17600 4410 CHARGE FOR SERVICES
1000 21100 4410 CHARGE FOR SERVICES
1000 21200 4410 CHARGE FOR SERVICES
1000 21220 4410 CHARGE FOR SERVICES
1000 22100 4410 CHARGE FOR SERVICES
1000 22400 4410 CHARGE FOR SERVICES
1000 24100 4410 CHARGE FOR SERVICES
1000 24410 4410 CHARGE FOR SERVICES
1000 24420 4410 CHARGE FOR SERVICES
1000 26100 4410 CHARGE FOR SERVICES
1000 50100 4410 CHARGE FOR SERVICES
1000 90100 4410 CHARGE FOR SERVICES
1000 90100 4420 PARKING
1000 13100 4430 SALE OF SUPPLIES
1000 15100 4430 SALE OF SUPPLIES
1000 17100 4430 SALE OF SUPPLIES
1000 17600 4430 SALE OF SUPPLIES
TOTAL CHARGE FOR SERVICES
FINES AND FORFIETURES
1000 21210 4510 FINES
1000 90100 4510 FINES
TOTAL FINES AND FORFIETURES
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS
1000 22100 4624 RENTS FROM BUILDINGS
1000 90100 4624 RENTS FROM BUILDINGS
1000 22100 4630 INDIRECT COST
1000 90100 4640 OIL AND GAS
1000 90100 4650 OVERHEAD
1000 21200 4670 REFUND OF EXPENDITURE
1000 21260 4670 REFUND OF EXPENDITURE
1000 22100 4670 REFUND OF EXPENDITURE
1000 23200 4680 OTHER
1000 96200 4680 OTHER
TOTAL MISCELLANEOUS
FEES
1000 12100 4720 ADVERTISING FEES
1000 10300 4730 OTHER FEES
1000 11100 4730 OTHER FEES
1000 12100 4730 OTHER FEES
1000 13100 4730 OTHER FEES
1000 15100 4730 OTHER FEES
1000 24410 4730 OTHER FEES
1000 90100 4740 FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
2011 2012 2012 2012
Budget Request Recommend Final
3,000 3,000 3,000
11,046 11,694 11,694
300,000 160,000 160,000
40,000 35,000 35,000
342,000 197,500 197,500
30,000 40,000 40,000
300,000 300,000 300,000
345,287 345,287 345,287
106,358 106,358 106,358
920,553 920,553 920,553
100,369 103,435 10 3, 435
82,599 59,419 59,419
10,000 15,000 15,000
282,200 330,200 330,200
969,700 964,350 964,350
10,000 6,000 6,000
1,900 2,000 2,000
12,000 12,000 12,000
27,000 25,000 25,000
1,500 500 500
80,000 80,000 80,000
2,000 1,000 1,000
34,000 34,000 34,000
4,011,512 3,752,296 3,752,296
449,110
29,000
449,110 449,110
30,000
30,000
478,110
479,110 479,110
2,450,000 1,900,000 1,900,000
68,068 49,362 49,362
467,170 454,534 454,534
111,737 111,852 111,852
750,000 1,000,000 1,000,000
870,000 900,000 900,000
45,000 45,000 45,000
115,383 116,033 116,033
50,000 0 0
700 500 500
250,000 250,000 250,000
5,178,058 4,827,281 4,827,281
50,000 50,000 50,000
250,000 250,000 250,000
4,800,000 5,250,000 5,250,000
2,250,000 2,400,000 2,400,000
45,000 30,000 30,000
2,000 2,000 2,000
175,000 175,000 175,000
50,000 60,000 60,000
7,622,000 8,217,000 8,217,000
75.299.475 79,464,096 79,464,096
127
GENERAL FUND
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD
1000 10200 COUNTY ATTORNEY
1000 10400 CLERK TO THE BOARD
1000 11100 COUNTY CLERK
1000 11200 ELECTIONS AND REGISTRATION
1000 11300 MOTOR VEHICLE
1000 12100 TREASURER'S OFFICE
1000 13100 ASSESSOR
1000 14100 COUNTY COUNCIL
1000 15100 DISTRICT ATTORNEY
1000 15200 JUVENILE DIVERSION
1000 15300 VICTIM WITNESS
1120 15300 VICTIM WITNESS
1130 15300 VICTIM WITNESS
114006 15300 VICTIM WITNESS
1000 16100 FINANCE
1000 16200 ACCOUNTING
1000 16300 PURCHASING
1000 16400 PERSONNEL
1000 16500 TRANSPORTATION
1000 17100 PLANNING OFFICE
1000 17200 BUILDINGS AND GROUNDS
1000 17300 INFORMATION SERVICES
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM
1000 17600 PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION
1000 21200 SHERIFF'S OPERATIONS
1000 21210 TRAFFIC CONTROL
1000 21220 MUNICIPAL CONTRACT SERVICES
1000 21230 ORDINANCE 88 ENFORCEMENT
1000 21260 REGIONAL LAB
1000 21300 VICTIM ADVOCATES
1000 21410 DRUG TASK FORCE
1000 22100 COMMUNICATIONS SERVICE
1000 22400 CRIMIAL JUSTICE SYSTEM
1000 23200 COUNTY CORONER
1000 24100 JUSTICE SERVICES
1000 24200 COMMUNITY CORRECTIONS
116010 24220 THE RESTITUTION CENTER
116011 24220 THE RESTITUTION CENTER
116510 24220 THE RESTITUTION CENTER
116511 24220 THE RESTITUTION CENTER
1000 24410 NORTH JAIL COMPLEX
1000 24420 CENTENNIAL JAIL
1000 25100 BUILDING INSPECTION
1000 26100 WEED AND PEST
1000 26200 OFFICE OF EMERGENCY MANAGEMENT
TOTAL PUBLIC SAFETY
2011
Budget
2012
Request
2012 201
Recommend Fin
737,349 746,549 746,549
700,036 766,959 766,959
286,367 285,719 285,719
866,383 900,909 900,909
1,441, 530 1,994,087 1,994,087
1,847,810 1,847,810 1,847,810
848,250 848,250 848,250
2,401,076 2,359,352 2,359,352
46,567 46,567 46,567
4,660,134 4,684,034 4,684,034
78,420 78,420 78,420
465,280 465,072 465,072
35,418 35,418 35,418
124,000 123,000 123,000
14,972 16,180 16,180
543,065 543,065 543,065
633,870 625,870 625,870
151,876 151,876 151,876
604,324 634,899 634,899
761,002 935,485 935,485
1,324, 576 1,400, 924 1,400, 924
5,159,281 5,702,821 5,702,821
3,122,565 3,452,705 3,452,705
131,081 209,121 209,121
392,727 392,727 392,727
27,377,959 29,247,819 29,247,819
1,627,069
6,961,890
1,108, 385
739,343
233,414
294,933
149,397
171,422
2,048,813
876,393
648,757
453,412
86,006
2,150,149
0
100,000
0
17,233,325
2,725,562
932,085
502,994
166,737
39,210,086 40,289,309 40,253,558
1,747,094
6,693,679
1,072,429
748,910
243,673
296,233
149,397
171,422
2,048,813
1,374,524
731,484
492,856
101,008
0
2,459,923
0
65,289
17,107,252
3,126, 285
988,907
502,994
167,137
1,747,094
6,693,679
1,072,429
748,910
243,673
296,233
149,397
171,422
2,048,813
1,374,524
695,733
492,856
101,008
0
2,459,923
0
65,289
17,107,252
3,126,285
988,907
502,994
167,137
128
GENERAL FUND
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
2011 2012 2012 2012
Budget Request Recommend Final
PUBLIC WORKS
1000 31100 ENGINEERING 1,891,263 1,868,994 1,868,994
CULTURE AND RECURATION
1000 50100 MISSILE PARK
1000 50200 PARKS AND TRAILS
1000 56100 AIRPORT
TOTAL CULTURE AND RECURATION
HELATH AND WELFARE
1000 56110 SENIOR PROGRAMS
1000 56120 WASTE WATER
1000 56130 DEVELOPMENTALLY DISABLED
1000 56140 MENTAL HEALTH
1000 56150 A KID'S PLACE
1000 56160 COUNTY CONTRIBUTION
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL
1000 90150 COMMUNITY AGENCIES GRANTS
1000 96100 EXTENSION
1000 96200 FAIR
1000 96400 VETERANS
1000 96500 ISLAND GROVE BUILDINGS
1000 99999 SALARY CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
72,079 75,604 75,604
29,000 29,000 29,000
7,895 0 0
108,974 104,604 104,604
10,360 10,360 10,360
10,000 10,000 10,000
38,225 75,000 38,225
168,225 168,225 168,225
6,780 6,780 6,780
3,214,419 3,498,895 3,498,895
3,448,009 3,769,260 3,732,485
87,000 87,200 87,000
512,500 512,500 512,500
64,728 69,250 69,250
342,144 342,144 342,144
308,945 308,945 308,945
69,129 69,129 69,129
78,975 82,395 82,395
0 2,669,907 2,669,907
1,376,421 4,054,270 4,054,270
73,499,712 79,421,456 79,348,730
129
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major
department is overseen by one Commissioner, with each Commissioner serving as an assistant
in another area, on a rotating basis each year. Statutory duties also include sitting as the Board
of Equalization to hear appeals on tax assessments; sitting as the County Board of Social
Services; and filling, by appointment, all vacancies in county offices except the Board of
Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 626,746
$ 632,299
$ 632,299
$ 632,299
Supplies
2,658
850
1,100
1,100
Purchased Services
96,070
104,200
113,150
113,150
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 725,474
$ 737,349
$ 746,549
$ 746,549
Revenue
0
0
0
Net County Cost
$ 725,474
$ 737,349
$ 746,549
$ 746,549
Budgeted Positions
6
6
6
6
SUMMARY OF CHANGES: Supplies are up $250 due to use and cost of printer cartridges for
the new printer in the office. Memberships are up $3,250 due to the Commissioners decision to
rejoin the National Association of Counties (NACO). Travel is up $6,000 based upon increased
mileage reimbursement and utilization. Overall budget is up $9,200.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
130
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.237 0.231
$2.87 $2.84
0.225
$2.80
Goal ESI: Enable County departments and its service partners to deliver quality customer service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES I -l: Clearly -defined
performance
expectations and
standards
Citizen satisfaction feedback for
service delivery departments
High
High
High
ESI-2: Conveniently
accessed and easy -to-
use services
ESI-3: Unity of
County service delivery
ES1-4: Satisfied
customers
Resident and visitor satisfaction
feedback with County services
High
High
High
Goal ES2: Enhance community access to reliable information regarding services and County government
issues.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES2-l: Easily
accessible information
regarding County
services and programs
(priority outcome)
Community satisfaction with
information availability
Customers awareness of services
provided by Weld County government
High
High
High
High
High
High
ES2-2: Positive image
of County government
Percent of residents with a positive
image of Weld County government
90%
90%
90%
131
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
County regulations. The two full-time assistants share the responsibilities of the County
Attorney.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 565,491
$ 583,191
$ 646,466
$ 646,466
Supplies
4,075
2,000
2,000
2,000
Purchased Services
121,104
114,845
118,493
118,493
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 690,670
$ 700,036
$ 766,959
$ 766,959
Revenue
21,306
3,000
3,000
3,000
Net County Cost
$ 669,364
$ 697,036
$ 763,959
$ 763,959
Budgeted Positions
4
4
5
5
SUMMARY OF CHANGES: The net county costs are up $66,923. On April 25, 2011, the
Board approved the addition of an additional Assistant County Attorney IV and the downgrade
of a Senior Assistant County Attorney to a Assistant County Attorney IV for a net cost of
$63,275. Publications for Westlaw were increased $3,000, and the chargeback from Clerk to
the Board ($11,694) was increased $648.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
132
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# of new requests for legal assistance 450 450 510
# of new mental health cases 55 60 70
# of new code violations 120 120 120
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support) $2.65 $2.69
Number of agenda requests/D&N/mental
cases per FTE
0.158
185
0.154
185
0.188
$2.87
175
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and department heads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES3-l: Efficient
and effective legal
representation of
Weld County
Client satisfaction of elected officials and
department heads
95%
99%
99%
133
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the County as
prescribed in Section 38-37-101, C.R.S., et. seq., 1973. Salaries and operating costs are
funded by public trustee fees outside of County budget.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
385,785
250,000
250,000
250,000
Net County Cost
$ - 385,785
$ - 250,000
$ - 250,000
$ - 250,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: No change. Per Section 37-37-104(3), C.R.S., all expenses of the
office are to be paid from public trustee fees prior to payment to the County Treasurer. Excess
funds are to be maintained in a special reserve fund until one year's operating costs are
accumulated. It is anticipated that excess revenue, in the amount of $250,000, will be
transferred to the General Fund in 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
134
PUBLIC TRUSTEE
BUDGET 2012
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
FICA Contribution
SUTA Taxes
Retirement Plans
Medical Insurance
Misc./Other
Total Personnel
Operating Expenses:
Accounting/Auditing/Legal Services
Building/Office Rental/Storage
Dues and Meetings
Equipment Maintenance/Rental
IT Support
Office Supplies
Postage
Telephone/Utilities
Travel/Mileage
Total Operating
Capital Outlay:
Computer Hardware
Office Equipment/Miscellaneous
Total Capital Outlay
Total Expenses
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND
$ 73,000
825,000
3,000
$ 901.000
$ 72,500
190,000
20,000
125
8,900
60,000
1.200
$ 352,725
$ 18,000
28,000
5,000
8,000
750
15,000
30,000
15,000
5.000
$ 124,750
3,500
$ 2,000
$ 5,500
$ 482,975
$ 418.025
135
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners, retains all records of the Board, and processes liquor licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 278,549
$ 274,313
$ 274,313
$ 274,313
Supplies
22,576
13,000
15,000
15,000
Purchased Services
7,834
10,100
8,100
8,100
Fixed Charges
-11,203
- 11,046
- 11,694
- 11,694
Capital
0
0
0
0
Gross County Cost
$ 297,756
$ 286,367
$ 285,719
$ 285,719
Revenue
52,616
11,046
11,694
11,694
Net County Cost
$ 245,140
$ 275,321
$ 274,025
$ 274,025
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Net county costs are down $1,296. Expenditure line items are the
same as last year, but have been reallocated to reflect expenditure patterns. Charge backs to
the County Attorney ($11,694) are up $648. Revenue from Phone Services ($11,694) for
backup to the switchboard is up $648.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
136
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 230 230 230
Number of documents optically scanned 5,000 5,000 5,000
Number of BOE hearings scheduled 30 500 30
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per meeting/hearing
0.198
$0.97
$1,065.83
0.193
$1.06
$1,197.05
Goal ES4: To improve service, increase efficiency and provide greater information access and exchange
between the County Commissioners and the citizens of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES4-1: User
friendly
government
information and
services
Percent of users (residents, visitors,
employees, etc.) satisfied with services
and information
95%
95%
99%
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 656,172
$ 668,328
$ 668,328
$ 668,328
Supplies
101,668
74,404
104,821
104,821
Purchased Services
69,551
108,651
112,760
112,760
Fixed Charges
11,565
15,000
15,000
15,000
Capital
0
0
0
0
Gross County Cost
$ 838,956
$ 866,383
$ 900,909
$ 900,909
Revenue
5,011,625
4,800,000
5,250,000
5,250,000
Net County Cost
$ - 4,172,669
$ - 3,933,617
$ - 4,349,091
$ - 4,349,091
Budgeted Positions
g
8.5 FTE Recording
3 FTE Admin.
8 FTE Recording
3 FTE Admin.
8 FTE Recording
3 FTE Admin.
8 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES: Office supplies increased $30,417 due to high utilization of
supplies caused by all the oil and gas recording activity in the county. Repair and Maintenance
is up $4,109 for maintenance agreements on the new microfilm readers. All other expenditure
accounts remain unchanged.
Revenue from Clerk and Recorder fees are up $450,000 as vehicle sales have recovered and
increased oil and gas recording activity. In addition HB 10-1007 increased revenue due to
uniform filing fees, and a portion of the State vehicle emissions fee is retained by the county. All
these factors have contributed to the jump in revenue projections for 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
138
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded
Number of copies produced
Number of marriage licenses issued
Efficiency Measures
FTE's per 10,000/capita — Recording
Per capita contribution
Number of documents recorded per FTE
69,586 76,545 76,927
448,692 493,561 1,007,833
1,301 1,431 1,669
0.455
$3.31
8,187
0.424
$3.34
9,005
0.301
$3.39
9,616
Goal ES5: Ensure statutory requirements and regulations governing the recording, indexing, imaging and
electronic archiving. To be accountable and responsible to the public's needs. Ensure that the citizens
receive professional, timely and quality service at all times.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES5-I: Receive
documents for
recording and
electronic
recording
100% accuracy with indexing
and verification
99.5%
99.5%
99.5%
ES5-2: Educate
citizens on the
research process
Posted educational signs
Website updates
15
4
15
4
15
4
ES5-3: Provide
access for copies
Customer satisfaction
4 complaints
0 complaints
0 complaints
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues
certificates of registration for proof of age and citizenship for international travel, services
municipal clerks, school districts, special districts, and conducts special elections each
November in the off year.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 563,225
$ 509,174
$ 695,649
$ 695,649
Supplies
284,808
560,244
813,272
813,272
Purchased Services
136,743
362,212
464,287
464,287
Fixed Charges
6,060
9,900
20,879
20,879
Capital
0
0
0
0
Gross County Cost
$ 990,836
$ 1,441,530
$ 1,994,087
$ 1,994,087
Revenue
55,080
300,000
160,000
160,000
Net County Cost
$ 935,756
$ 1,141,530
$ 1,834,087
$ 1,834,087
Budgeted Positions
5 r 5
5
5
SUMMARY OF CHANGES: The budget reflects the projected costs of conducting a Primary
Election and a Presidential Election with a large turnout anticipated due to the Presidential
Election. The added costs total $552,557 for 2012. Revenues are estimated at $160,000, since
there will not be as much revenue from TABOR elections in this normal election year, versus an
off-year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
140
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 423,002 444,152 392,209
Revenue generated from elections $55,080 $300,000 $160,000
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Transactions per FTE
0.198
$3.70
84,600
0.193
$4.40
88,830
0.188
$6.89
78,442
Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Vote Center
voting, Mail -In Ballots, Early voting or Provisional voting. Register all voters that have a desire to vote and
allow them to cast a ballot at the time of the election. Provide a Vote Center that is organized, safe and free
of influence. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the election office and all duties charged to the office.
DESIRED
PRELIMINARY PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES6-1:
Opportunities for
every eligible
registered voter to
conveniently cast a
vote
100% of vote centers are ADA compliant
100%
100%
100%
ES6-2: Votes
100% accuracy between votes cast and votes
counted and
reported accurately
and in a timely
manner
reported
99.9%
99.9%
99.9%
ES6-3: Integrity of
voter records
maintained
100% accuracy between votes cast and votes
reported
100%
100%
100%
ES6-4: Educated
voters
Measured by the percent of voter turn -out
60%
90%
90%
ES6-3: Voter
Press Releases
8
8
8
Outreach
Direct Mailings
3
8
8
Website announcements
4
4
4
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership
tax, sales tax, and files chattel mortgages on motor vehicles, processes title applications,
maintains files on all titles and license plates issued in Weld County, and provides law
enforcement agencies with vehicle registration information.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,589,373
$ 1,676,569
$ 1,676,569
$ 1,676,569
Supplies
34,917
15,720
15,720
15,720
Purchased Services
142,831
155,521
155,521
155,521
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,767,121
$ 1,847,810
$ 1,847,810
$ 1,847,810
Revenue
0
0
0
0
Net County Cost
$ 1,767,121
$ 1,847,810
$ 1,847,810
1,847,810
Positions
32 Full-time
4 Part-time
32 Full-time
4 Part-time
1
32 Full-time r32 Full-time
3 Part-time 3 Part -lime
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
142
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 467,808 514,589 586,233
FORT LUPTON BRANCH OFFICE: Number 118 130 166
of marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of 196 216 270
marriage licenses issued
Efficiency Measures
FTE'S per 10,000/capita — DMV 1.34 1.31 1.20
Per capita cost $6.99 $7.12 $6.94
Number of titles/registrations issued per FTE 14,619 16,081 18,320
Goal ES7: Ensure every motor vehicle is properly titled and registered according to current Colorado laws.
To be accountable and responsible to the public's needs within the guidelines of the law. Ensure that the
citizens receive professional, timely and quality service at all times.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES7-l: Receive
documents for
titling and
registering
100% accuracy with indexing
and verification
Customer satisfaction
99%
2 complaints
99%
0 complaints
99%
0 complaints
ES7-2: Educate
customers (public,
dealers, banks, title
clerks, etc.)
Press releases
Website updates
Posting of educational signs
4
4
15
4
4
15
4
4
15
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TREASURER
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the
county, and invests reserve funds as allowed by statute and approved by the Board of
Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 551,770
$ 582,183
$ 582,183
$ 582,183
Supplies
70,002
36,700
36,700
36,700
Purchased Services
329,452
229,367
229,367
229,367
Fixed Charges
1,137
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 952,361
$ 848,250
$ 848,250
$ 848,250
Revenue
2,720,569
2,300,000
2,450,000
2,450,000
Net County Cost
$ - 1,768,208
$ - 1,451,750
$ - 1,601,750
$ - 1,601,750
Budgeted Positions
r
10
10
10
10
SUMMARY OF CHANGES: No change to the expenditures. Revenue from Treasurer's fees
are up $$150,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
144
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $330M $346M $360M
Miscellaneous Revenue Collected $64M $64M $64M
Investments $98M $107M $110M
Efficiency Measures
FTE's per 10,000/capita
Per capita expenditure
.396
$3.77
.385
$3.27
.376
$3.19
Goal ES8: To provide County treasury and tax collection services in the most accurate, efficient and cost-
effective manner possible.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES8-1: Effective
and cost-efficient
County tax
collection
Cost per tax bill
Number of tax bills per FTE
Redistribute certain inefficient seasonal
work to existing staff
$5.13
17,400
$4.68
17,400
$4.99
17,400
ES8-2: Investments
that are safe, liquid
and deliver the best
yield possible — in
that order
Return on investments
2.40%
2.35%
2.20%
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICF
BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100
DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and
personal property in Weld County; maintains accurate public records, including ownership
history, parcel values and parcel maps; completes appraisals of all real and personal property
using statutory mandates and mass appraisal techniques; completes statutory reports and
certifications for Weld County taxing authorities for use in the property tax system; and
completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,055,212
$ 2,163,280
$ 2,146,556
$ 2,146,556
Supplies
138,632
55,296
55,296
55,296
Purchased Services
91,304
182,500
157,500
157,500
Fixed Charges
480
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,285,628
$ 2,401,076
$ 2,359,352
$ 2,359,352
Revenue
33,588
46,500
30,500
30,500
Net County Cost
$ 2,252,040
$ 2,354,576
$ 2,328,852
$ 2,328,852
Budgeted Positions
33.5
33.5
32.5
r 32.5
SUMMARY OF CHANGES: Reduced postage by $25,000 because it is a non -reappraisal
year. Personnel costs are down $16,724 in net costs due to the elimination of a Transfer Tech
positions for a savings of $37,656 and reclassification requests that offset the savings by
$20,932. The reclassifications include: 1) Upgrading an Appraiser II (Grade 25) to an Assessor
Analyst Assistant (Grade 30) for a cost of $4,848; 2) Upgrading an Data Collector from grade
15 to grade 19 for a cost of $3,316; 3) Upgrading two Transfer Techs (Grade 17) to GIS
Mappers (Grade 24) for a cost of $12,768. Net impact is that one FTE is eliminated with the
restructuring.
Revenues are down $16,000 as more Assessor maps are purchased through the GIS
Department, instead of directly from the Assessor.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommended approval of the
elimination of the Transfer Tech position and the upgrade of the four positions for a net savings
of $16,724. The personnel changes will better accommodate the workload needs of the
department with all of the procedural and technology changes that have been made by the
Assessor in the last few years to achieve better operational efficiencies and improved service
levels for the office.
146
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal
property and SA)
Telephone Calls Answered
200,416 203,928 210,000
30,000 30,000 30,000
Number of administrative updates to 140,000 140,000 135,000
database
Number of walk-ins requesting assistance 2,500 3,000 2,500
Number of Property Inspections 8,000 8,000 8,000
Sales Verification 8,000 8,000 8,000
Efficiency Measures
FTE's per 10,000/capita 1.33 1.29 1.22
Per capita cost (county support) $8.91 $9.08 $8.75
Cost per parcel $11.24 $11.55 $11.05
Parcels Per FTE 5,983 6,087 6,461
Effectiveness Measures (desired results)
Deed Processing Time (days) 5 5 5
Requests for Information per FTE 867 985 1,000
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to 100% 100% 100%
Market value
147
ASSESSOR
(CONTINUED)
1000-13100
Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County taxing
authorities.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ADJUST
ESTIMATED
PROJECTED
ES9-1: Effective
County property
valuation
Complete submission of the tax warrant
by the January 10th statutory date
Compliance with all statutory deadlines
and requirements
Successful report on the annual study
audit for Assessors
100%
100%
100%
ES9-2: User
friendly e-
government
sharing for
assessment and
property data
Percent of users satisfied with
electronic/technology access to services
and information
Percent of operations, services and
programs available through website
access
100%
100%
100%
148
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five
member, unsalaried County Council chosen in non-partisan elections. Major responsibilities of
the Council are setting salaries of all elected officials, filling vacancies in the Board of County
Commissioners, reviewing county government and making periodic reports to the citizens, and
authorizing an increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,927
$ 17,601
$ 17,601
$ 17,601
Supplies
153
300
300
300
Purchased Services
3,056
28,666
28,666
28,666
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 10,136
$ 46,567
$ 46,567
$ 46,567
Revenue
0
0
0
0
Net County Cost
$ 10,136
$ 46,567
$ 46,567
$ 46,567
Budgeted Positions
1 PT
1 PT
1 PT
1 PT
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.040
$0.040
0.039 0.038
$0.180 $0.175
149
SEVEN YEAR TREND
District Attorney
6
5
4
N
z
O 3
J
J_
M
2
0
2006 2007 2008 2009 2010 2011 2012
150
SEVEN YEAR TREND
District Attorney Local Cost
5
4.5
4
3.5
3
y
0 2.5
2
1.5
1
0.5
2006 2007 2008 2009 2010 2011 2012
151
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or
investigation and complaint of law enforcement agencies; answers all criminal complaints of the
people; handles such civil matters as juvenile actions and non-support actions; serves as
attorney for all county officers, except the County Commissioners; handles consumer fraud and
welfare fraud complaints.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,332,080
$ 4,324,234
$ 4,346,134
$ 4,346,134
Supplies
98,520
73,000
73,000
73,000
Purchased Services
181,159
262,900
264,900
264,900
Fixed Charges
771
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,612,530
$ 4,660,134
$ 4,684,034
$ 4,684,034
Revenue
334,216
182,000
221,000
221,000
Net County Cost
4,278,314
$ 4,478,134
$ 4,463,034
$ 4,463,034
Budgeted Positions
58.375
54.125
54.125
54.125
SUMMARY OF CHANGES: District Attorney is requesting the reclassification of two Deputy
District Attorney III positions to Deputy District Attorney IV position ($10,950 x 2= $21,900) to
accommodate the caseload with more experienced staff. A Blackberry for Office Administrator
is also requested, which increases phone costs $1,000. Revenues are up $39,000.
Reimbursement for the DA's salary is budgeted at $104,000, charges for services ($35,000),
other fees ($2,000), and sale of supplies ($80,000) for a total of $221,000. Net county costs in
the recommended budget are down $15,100.
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification of the two Deputy
District Attorney III positions to Deputy District Attorney IV positions ($20,900) is recommended
based upon the caseload need and the experience required of the positions. Blackberry has
gone through the phone approval process and is recommended.
BOARD ACTION:
152
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDAI: Systematic reduction of gang violence in our community.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDAI-1:
Increase
incarceration for
identified gang
members
80% of identified gang members will
receive sentences which include
incarceration
Gang Chief will take to trial 8-10 gang
cases
85%
85%
85%
PSDAI-2:
Increase public
awareness of court
successes against
known, tracked
gang members
Press releases will be completed in every
case where a gang member is sentenced to
lengthy incarceration
Press releases will be completed in every
case where a gang member is convicted of
an offense at trial
12
12
100%
PSDA1-3:
Educate the
judiciary on
defendants who
are known, tracked
gang members
Gang sentencing motions will be filed in
all cases where sentencing is left to the
discretion of the court
15
15
20
Goal PSDA2: Systematic reduction of traffic fatalities in Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA2-1: Obtain
incarceration for
identified
persistent drunk
drivers
100% of identified persistent drunk drivers
will receive sentences which include
incarceration following a plea of guilty or
conviction.
100%
100%
100%
PSDA2-2:
Educate the
judiciary on
defendants who
are habitual traffic
offenders
In all cases where sentencing is left to the
discretion of the court, the deputy district
attorney will detail the defendant's driving
history for the court's consideration
100%
100%
100%
PSDA2-3: Active
participation in
Weld County and
statewide DUI task
force
Identification of all HTO defendants in
Weld County for targeted enforcement
Suggest on -going legislative changes
necessary to accomplish the above goals
Continued
efforts
through DUI
task forces
Continued
efforts through
DUI task
forces
Continued
efforts through
DUI task
forces
153
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA3: Reduction of recidivism of charged offenders.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA3-1:
Reduction of
juvenile offenders
before and after
adjudication
Reduction in recidivism by juvenile
offenders through intervention by the
Juvenile Diversion Program.
95%
successful
completion of
Juvenile
Diversion
95% successful
completion of
Juvenile
Diversion
97%
[deleted]
PSDA3-2:
Increased
sentences for
habitual offenders
The District Attorney's Office will identify
and prosecute 10-12 habitual criminal
cases annually
6 year to date
10
10-12
Goal PSDA4: Increase communication with the public and other customers of the District Attorney's Office.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSDA4-1:
Increased
community
awareness of
information
resources
Increased level of community satisfaction
with information sharing and accessibility
of information
n/a
n/a
Ongoing
PSDA4-2:
Reduction of
complaints
regarding lack of
timely
communication
Elimination complaints regarding
communication
n/a
n/a
Ongoing
Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA5-1 :
Elimination of
"paper files" in
lieu of electronic
files
All new files will be in electronic form by
the end of 2010
All files to be
electronic by
the end 2010
Ongoing —files
are stored
electronically,
but an adequate
case
management
system is being
sought
Ongoing
PSDA5-2:
Consolidation of
data entry and
scanning support
staff functions
Elimination of one FTE by consolidating
support staff functions
n/a - Goal
Completed
n/a - Goal
completed
n/a - Goal
completed
154
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to
reduce the juvenile caseloads for the Courts and Probation. Counseling component provides
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 70,929
$ 77,170
$ 77,170
$ 77,170
Supplies
149
500
500
500
Purchased Services
1,195
750
750
750
Gross County Cost
$ 72,273
$ 78,420
$ 78,420
$ 78,420
Revenue
56,965
57,225
63,140
63,140
Net County Cost
$ 15,308
$ 21,195
$ 15,280
$ 15,280
Budgeted Positions
1.25
1.25
1.25
1.25
SUMMARY OF CHANGES: No change on the expenditure side of the budget. Revenue from
the state grant is up $5,915.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of Budget Unit 1000-15100.
155
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for
victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement,
Crime Victim Compensation and the Victims Rights Amendment. The VW Program provides
services to all victims/witnesses involved in cases being prosecuted through the District
Attorney's Office. Crime Victim Compensation provides serves to any crime victim who has filed
a police report.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 611,794
$ 616,265
$ 616,265
$ 616,265
Supplies
1,988
3,500
3,500
3,500
Purchased Services
28,414
19,905
19,905
19,905
Fixed Charges
716,437
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,358,633
$ 639,670
$ 639,670
$ 639,670
Revenue
1,026,646
314,390
314,598
314,598
Net County Cost
$ 331,987
$ 325,280
$ 325,072
$ 325,072
Budgeted Positions
11.75
11.75
11.625
11.625
SUMMARY OF CHANGES: The Victim Compensation Assistant has changed from a .625 FTE
to a .5 FTE due to reduction of Victim Compensation Administration funds. Salaries will be
adjusted in the final budget. Other expenditures remain the same.
Revenue for the program comes from the following grants: VALE ($123,000); VOCA ($35,418);
and VAWA ($16,180). VALE administrative funds ($79,000), and COMP administration funds
($61,000). Total revenue is $314,598 up $208. The VALE grant decreased $1,000, and VAWA
grant increased $1,208. Net county costs are down $208.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of Budget Unit 1000-15100.
156
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCF AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 473,508
$ 534,355
$ 534,355
$ 534,355
Supplies
30
250
250
250
Purchased Services
4,270
8,460
8,460
8,460
Fixed Charges
632
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 478,440
$ 543,065
$ 543,065
$ 543,065
Revenue
0
0
0
0
Net County Cost
$ 478,440
$ 543,065
$ 543,065
$ 543,065
Budgeted Positions
1.75
2.75
2.75
2.75
SUMMARY OF CHANGES: No change. Budget still includes the Criminal Justice Analysis
function that was added to this budget in 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: There have been discussions during the
past year regarding the creation of a Weld County Information/Special Projects Specialist
position. This position would serve as the chief marketer for Weld County Government,
spreading information about the great work being done by Weld County Government. It would
illuminate all the positives about doing business, living, and visiting Weld County. There is
currently no one individual whose primary responsibility is creating and managing the
information and data which is created by the county government.
It is important that this position is not envisioned as being a spokesperson for the county;
elected officials and department heads fill this role well. Rather, this position will support those
individuals who already serve as spokespeople. This position could assist in preparing
everything from special projects, press releases, to presentations, to multimedia marketing
materials, such as the proposed Weld County Virtual Tour. However, these tasks will likely be
supplemental to work already being done by individuals throughout the county.
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUES): Creation of this position
is a policy issue for the Board. The cost of the position would be $64,352 for salaries and
benefits at grade 31. No funding is in the recommended budget for this position. Policy issue.
157
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
BOARD ACTION: At a work session on August 15, 2011, the Board approved the position
effective immediately to be paid for by salary savings in 2011. Funds for the position will be
added in the Final Budget.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures
Budgeted fund balance vs. actual variance
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
3.0%
3.0%
0.059
$1.89
3.0% 3.0%
3.0% 3.0%
0.106 0.103
$2.09
$2.04
Goal ES10: Ensure the financial viability of the County through sound financial
managementpractices.
ESTIMATED
PROJECTED
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ES10-1: Sound
asset management
and financial
investment
strategies
Number of audit exceptions
Return on investments
0
3.0%
0
2.75%
0
2.25%
ESl0-2: Plan
necessary
resources to meet
current and future
operating and
capital needs
(priority outcome)
Percent of cash reserves
15.0%
25.0%
33%
Goal ESl1: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES11-1:
Alignment of
services provided
with community's
needs and desires
Percent of strategic plan outcomes with
appropriate performance indicators
Community satisfaction with value of
County services for tax dollars paid
100%
90%
100%
93%
100%
95%
158
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general
accounting functions, and must maintain and produce accurate records for departments' use to
allow proper budgetary control. Maintains records for grants in the County, and assists in the
annual audit by an independent auditor. Issues County warrants and provides budgetary
control by processing supplemental appropriations, etcetera.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 475,762
$ 483,870
$ 483,870
$ 483,870
Supplies
83,935
118,000
110,000
110,000
Purchased Services
30,337
32,000
32,000
32,000
Fixed Charges
54
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 590,088
$ 633,870
$ 625,870
$ 625,870
Revenue
0
0
0
0
Net County Cost
$ 590,088
$ 633,870
$ 625,870
$ 625,870
Budgeted Positions
6.5
6.0
6.0
6.0
SUMMARY OF CHANGES: Adjustment to supplies to reflect appropriate $8,000 decrease in
software maintenance costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
159
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 17,115 18,000 18,000
Average number of employees paid 1,398 1,400 1,400
Number of employees trained on General 200 200 200
Ledger
Total County federal funds $35.0 $40.0 $37.0
Efficiency Measures
FTE's per 10,000/capita .237 .231 .225
Per capita cost (county support) $2.55 $2.44 $2.35
Account Payable warrants per week per 329 346
NP FTE
Employees paid monthly per Payroll FTE 1,371 1,400
350
1,400
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES12-1:
Compliance with
financial laws and
generally accepted
accounting
principles, etc.
Government Financial Officers
Association awards
Complete submission of CAFR to
required agencies by July Pt
Achieved
Achieved
Achieved
Achieved
Planned
Planned
ES12-2: Cohesive,
standardized
County -wide
financial systems
and processes
Annual external audit has no major
issues
Achieved
Achieved
Planned
160
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300
DEPARTMENT DESCRIPTION: This Department is responsible for all purchases whether by
formal bid, telephone proposal, or quotation; maintains vendor bid list for all types of bidding;
and seeks approval from the Board of County Commissioners on all bids.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 142,142
$ 144,432
$ 144,432
$ 144,432
Supplies
118
500
500
500
Purchased Services
3,668
6,944
6,944
6,944
Gross County Cost
$ 145,928
$ 151,876
$ 151,876
$ 151,876
Revenue
0
0
0
0
Net County Cost
$ 145,928
$ 151,876 $ 151,876
$ 151,876
Budgeted Positions
2
2, 2
2
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed $40 million $40 million $41.5 million
Dollar value of purchase cards 3.5 million 3.5 million 3.7 million
Number of purchase cards issued 100 100 100
Number of formal bids 200 200 190
Number of Purchase Orders placed 1,200 1,200 1,200
Efficiency Measures
FTE'S per 10,000/capita 0.079 0.077 0.075
Per capita cost (county support) $0.577 $0.585 $0.571
Cost per Purchase Order $121.61 $116.64 $126.56
161
PURCHASING
(CONTINUED)
1000-16300
Goal ES13: Ensure the timely acquisition of "best value" goods and services while maintaining integrity and
inclusion
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES13-1:
Streamlined and
responsive
procurement
process
95% of internal users satisfied with
overall service
90% of internal users satisfied with
quality
98% of
internal users
satisfied with
overall service
95% of
internal users
satisfied with
overall quality
98% of
internal users
satisfied with
overall service
98% of
internal users
satisfied with
overall quality
98% of internal
users satisfied
with overall
service
98% of internal
users satisfied
with overall
quality
ES I3-2: Full and
open competition
Approximately $30 million value or
percent of cost savings from prior
contacts and/or results of market
research and/or change in the economy
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
ES13-3: "Best-
value" goods and
services (price,
quality, terms and
conditions)
Approximately $30 million value or
percent of cost savings from prior
contacts, results of market research,
and/or change in economy.
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
162
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification, and compensation. Full
scope employment efforts managed by Human Resources, with assistance given as needed,
especially in the areas of recruiting, hiring, discipline and terminations. Training of staff
including supervisors, managers and line employees play an important role in this department,
especially with the ongoing need for our Emerging Leaders. This training enables better
succession planning for department needs because of the focus on leadership qualities and
managing tips given.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 434,070
$ 440,305
$ 479,192
$ 479,192
Supplies
130,644
145,915
$ 157,000
$ 157,000
Purchased Services
32,952
58,650
$ 41,900
$ 41,900
Fixed Charges
- 13,162
-40,546
$ -43,193
$ -43,193
Capital
0
0
0
0
Gross County Cost
$ 584,504
$ 604,324
$ 634,899
$ 634,899
Revenue
31
0
0
0
Net County Cost
$ 584,473
$ 604,324
$ 634,899
$ 634,899
Budgeted Positions
5.5
5.5
6
6
SUMMARY OF CHANGES: Supply budget increased due to the cost of Oracle (PeopleSoft)
products. Support costs for PeopleSoft will equal $140,200. NeoGov application and recruiting
software will cost $9,800 annually for continued support. Purchased services costs will drop
$16,750 primarily due to no longer funding an intern position. Due to the use of NeoGov (see
above) advertising costs are less than previous years. The Office Tech will still be covering
switchboard, which is charged back to Phone Services of $43,193. The department is
requesting that the Wellness Coordinator ($38,887) become full time to increase our savings for
our health insurance and risk management.
FINANCE/ADMINISTRATION RECOMMENDATION: Making the Wellness Coordinator full-time
will allow her to enhance the current programming available, creating greater savings for our
employees and the County in the areas of health, wellness and productivity. The enhanced
programming would include greater access to metrics as well as working closely with all of our
benefits vendors to include: Cigna, Hartford, Delta, WCEMC, Livewell. Cost savings measures
would be shared with the Board on a quarterly basis to justify the position and the savings the
County will see. Policy issue.
163
HUMAN RESOURCES
(CONTINUED)
1000-16400
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S)
Occupied FTE'S
Number of employees terminated
Turnover Rate
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Personnel served per FTE
1,370 1,320 1,322
1,360 1,300 1,300
185 145 130
13.5% 11% 10%
0.198
$2.31
274
0.193
$2.33
264
0.188
$2.38
220
Goal ES14: Attract, develop and retain an effective diverse and dedicated team of employees.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES14-1: Provide
departments with
best qualified
personnel
Using reporting system, days to fill
positions, and time between advertisement
and hiring of individuals
Less than
21 days.
Less than
21 days.
Less than 21
days.
ES14-2: Retention
of excellent
employees
Using report system, show retention stats
Lower staff turnover
Employee Satisfaction Survey
Participation in Weld County
Wellness/Safety programs increased
Health insurance costs lowered due to
employees activities in Wellness/Safety
programs
Training programs developed leadership
development programs available
County -wide
Full time
support as
needed.
Turnover
estimated at
13.5%
Turnover —
under 10 %
Turnover - -
under 10%
164
HUMAN RESOURCES
(CONTINUED)
1000-16400
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES14-3:
Workforce skills to
support County
priorities
(leadership,
customer service,
fiscal problem -
solving, etc)
Track training employees receive
Use system to tract competencies achieved
Not
currently
Tracked
Can use Excel or Access based
database (to be developed) to
track all training.
Currently looking at PeopleSoft
for this feature.
E514-4:
Achievement of
performance
targets
Performance evaluations for all staff done
timely
Overall rating of employee performance
increased each year
Approx-
70% full
time
employees
completed
Not
currently
tracked
Anticipate 90% completion first
year w/new system to be tracked
through PeopleSoft.
Average 3.0 — 3.5 average, with
the average actual performance
improving year to year, causing
average performance to actually
be improved each year (meaning
an employee who is an average
employee currently and does not
train or improve them may be
below average the following year
because the bar is always raised.
ES 14-5: Human
Resources to
become "Value
Added" to each
department in the
County
Employee satisfaction increased
Become the "go to" department
Delivery of services increased and given on
a timely basis
Not
currently
tracked
Measured through increased
contact by employees and
departments
Needs of employees/managers,
etc being met consistently
Improved VALUE ADDED.
165
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND
BUDGET UNIT TITLE AND NUMBER: Transportation - - 1000 - 16500
DEPARTMENT DESCRIPTION: Provides minibus service to the citizens throughout Weld
County for Non -Emergent Medical Transportation, approved Home Based Community Services,
Area Agency on Aging congregate meal delivery, and Federal Transit Authority rural
transportation demand/response routes.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 442,657
$ 450,122
$ 450,122
$ 450,122
Supplies
1,827
6,000
3,000
3,000
Purchased Services
183,850
171,742
210,444
210,444
Fixed Charges
90,636
133,138
106,919
106,919
Capital
0
0
165,000
165,000
Gross County Cost
$ 718,970
$ 761,002
$ 935,485
$ 935,485
Revenue
536,693
495,000
684,700
684,700
Net County Cost
$ 182,277
$ 266,002
$ 250,785
$ 250,785
Budgeted Positions
9.O1
10.0
10.0
10.0
SUMMARY OF CHANGES: Salaries and fringe benefits of $450,122 fund 10 FTE's. Supply
costs are $3,000, vehicle costs are $70,000, depreciation is $41,000, miscellaneous items total
$11,200, transportation costs for Medicaid clients total $60,000, and county indirect costs are
$106,919. $28,244 is the chargeback from Building and Grounds for supervision of the
program. Three new vehicles are budgeted at $165,000 of which a CDOT grant will pay 80% of
the costs. Revenues from CDOT are $117,700 for operations, $55,000 for administration, and
$132,000 (80%) for three vehicles. Charges for services total $197,500, and include $171,500
for Senior meals and transportation, $10,800 for CRS Day Care, and $15,200 for NEMT broker
services. Net county costs are $250,785, down $15,217.
FINANCE/ADMINISTRATION RECOMMENDATION: This budget has some unknowns about
it that may require an adjustment in the final budget. Area Agency on Aging is exploring options
to the meal delivery for the congregate meals due to the costs and the budget limitations that
the program is experiencing. If a change in service level is required the budget will be adjusted
accordingly. The Medicaid broker function may be transferred back to the state January 1,
2012. If it is there will no longer be a need to fund Medicaid transportation costs or the offsetting
revenues.
BOARD ACTION:
166
TRANSPORTATION
(CONTINUED)
1000-16500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles tracked
Hours of service
Efficiency Measures
Per capita gross cost
Per capita net cost
180,000
180,000 180,000
13,520 15,080 15,080
$2.12
$0.721
$2.93 $3.52
$1.025
$0.94
Goal TT1: Maximize the use and efficiency of the existing transit system on a County -wide basis.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TI -l: Safe and
reliable transit
services and transit
vehicles
Improvement in rate of schedule
adherence
Increase in passenger satisfaction
95% on time
Satisfaction
Rating of 90%
95% on time
Satisfaction
Rating of 90%
95% on time
Satisfaction
Rating of 95%
167
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board
of County Commissioners with research and recommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning
and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use
decisions and community development activities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 702,454
$ 684,481
$ 745,598
$ 745,598
Supplies
22,914
23,500
23,500
23,500
Purchased Services
692,913
714,677
733,925
733,925
Contra Account
- 90,049
- 98,082
-102,099
-102,099
Gross County Cost
$ 1,328,232
$ 1,324,576
$ 1,400,924
$ 1,400,924
Revenue
213,109
227,000
226,000
226,000
Net County Cost
$ 1,115,123
$ 1,097,576
$ 1,174,924
$ 1,174,924
Budgeted Positions
10
9.25
10.25
10.25
SUMMARY OF CHANGES: With exception to personnel -related costs (represented in
Personnel Services and the Public Works charge -back in Purchased Services) the Planning
and Zoning budget is basically flat (actually reduced by $2,488). Personnel Services has
increased $61,117 due to a request for one additional FTE for a Zoning Compliance Officer.
The chargeback to the Department of Public Works increased by $18,719 (represented in
Purchased Services).
Notes: 1) The budget request also includes requests for one additional vehicle for the
additional Zoning Compliance Officer as well as a governance request for a laptop and
supporting equipment — these costs are not included in the above summary. 2) The FTE
figures have been adjusted to include the Planning Director. FTE for the Planning Director was
not included in last year's budget — costs had been included. Included in this budget is .5 of an
FTE for the Planning Director, with .25 FTE included in the Building Inspection budget and .25
FTE included in the Planning budget.
168
PLANNING AND ZONING
(CONTINUED)
1000-17100
FINANCE/ADMINISTRATION RECOMMENDATION: The $61,117 for one additional FTE for a
Zoning Compliance Officer is included in the recommended budget, but is a policy issue for the
Board to determine. The policy issue is the level of service the Board wishes to provide for
zoning compliance. Although development activity has slowed in the county the number of
compliance issues has remained the same since a Zoning Compliance Officer was eliminated
in 2010. If the position is approved there would also be the added cost of a vehicle ($22,000),
vehicle operating costs ($1,684) and computer, cell phone, aircard, and related expenses of
$6,156. All other item are recommended.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted
Number of administrative land use cases
242 310 320
188 250 260
Long Range Planning Work Outputs
Special Projects 0 1 1
Pre -Application Meetings 115 190 195
Code Revisions 2 2 2
Comp Plan Amendments 1 1 1
Technical Support Work Outputs
Total Public Hearings 114 110 115
Town/County Staff Outreach Meetings 10 9 9
Compliance Planning Work Outputs
Number of site visits 650 890 900
Number of violations issued 168 168 180
Number of violations to County Attorney 42 65 70
Average number of District Court hearings 18 25 30
Number of Community Clean-ups 1 0 1
Efficiency Measures
FTE's per 10,000/capita .396 .357 .385
Per capita cost (county support) $4.41 $4.23 $4.56
169
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LUI: Increase effectiveness by maintaining regular communication with the public, outside agencies,
Court departments, County Planning Commission, and the Board of County Commissioners - - providing
information about land use issues and responding to requests for research. Obtain laptops for Planning
Commissioners to increase productivity, streamline process and reduce reproduction costs.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LUI-I: Improved
community access
to land use trend
information and
services
Revise website, no less than monthly
Implementation of Citizen Access module
in Accela.
100%
n/a
100%
n/a
100%
TM)
LU1-2_ Prepare a
survey to gain
feedback from
customers on the
land use process
A survey will be sent out to all customers
that completed an entitlement process
with the County, e.g. RE, SE, SPR, USR,
Subdivision, etc. The purpose of the
survey is to gain feedback about level of
service and to provide suggestions.
n/a
50%
100%
LU1-3: Strong
relationships with
municipal planning
departments and
excellent
knowledge of
current regional
issues
Staff attendance of monthly meetings
w/ Municipal planning staff
Attend one Annual Summit with
municipal staff
12
n/a
10
1
8
1
LU1-4: A well-
informed and
prepared Planning
Commission
Minimum of six Planning Commission
training sessions throughout 2011
8
6
6
LI1-5: Adequate
decision making
tools for BOCC
Update Ordinance and Policies per
Commissioner direction
100% of special projects requested by the
Board are completed
100%
100%
100%
100%
100%
0%
170
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU2: Plan for the long-term development of the County to ensure efficiency of services, to promote
economical infrastructure investments and to promote positive connections to community among citizens.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU2-1: Updated
Regional
Urbanization Area
Plans
Completion of any Comprehensive Plan
amendments related to RUA's
1
1
0
LU2-2: Provide
staff to support the
HWY 85 Coalition
Staff attendance at HWY 85 Coalition
meetings.
Progress towards a HWY 85 Regional
Plan
Submit application for HUD grant to
evaluate economic, land use, and
transportation issues along HWY 85
corridor
12
n/a
n/a
12
25%
1
12
75%
0
Goal LU3: Develop and maintain fundamental land use tools for use by the Planning Services Department,
the County at large, and Weld County citizens.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU3-1: Useful
population and
development
information
Population and Development Report
posted on the county website with data
not older than six months at any given
time
100%
100%
100%
LU3-2: An up -to-
date Urban
Development Map
Maintenance of Urban Development Map
1
1
1
LU3-3: Fair,
equitable and
adequate
development impact
fees
Department's review of a fee analysis.
Revised fee schedule, if relevant
100%
100%
100%
LU3-4: Zoning and
subdivision
regulations that are
improved in
effectiveness and
clarity
Two sets of Code changes based on
Commissioner direction are completed in
2011.
Attendance by at least two staff members
at a land use regulations web seminar or
conference
100%
100%
100%
100%
100%
100%
LU3-5: Acella.
Create planning
module to
streamline
development
process
Attendance by at least two staff members
at annual Accella conference to maintain
knowledge of functionality in effort to
continue to improve efficiency and
usability of software.
100%
100%
100%
171
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU4: Provide consistent, quality, well planned rural and urban planning and development, and
transportation development services.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU4-1: Increased
infill development,
located where
public infrastructure
is available
Support new non -agrarian development
to occur within intergovernmental
agreement area and urban growth
boundaries
n/a
n/a
n/a
LU4-2: Continue to
develop and evolve
land use process
which minimizes
burdensome
restrictions
Revision of WCC in response to research
and applicant feedback concerning Weld
County's process versus land use
processes in other jurisdictions
n/a
100%
100%
172
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Buildings and Grounds maintains all county buildings and
grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn
and grounds care, furniture moves, snow removal, etc. This Department performs cleaning
tasks in the Courthouse, Centennial Complex, Human Services Buildings, South County
Services Building, Public Works Headquarters, Paramedic Buildings, North County Jail, Health
Building, Training Center, Southwest Weld Administration Building, Public Safety Administration
Building, Alternative Programs Building, Community Corrections Building, and Weld Business
Park Administrative Buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,661,602
$ 1,673,721
$ 1,673,721
$ 1,673,721
Supplies
1,167,278
1,069,500
1,152,500
1,152,500
Purchased Services
3,493,210
2,645,060
3,105,600
3,105,600
Fixed Charges
62,111
11,000
11,000
11,000
Contra Account
- 244,028
- 240,000
- 240,000
- 240,000
Gross County Cost
$ 6,140,173
$ 5,159,281
$ 5,702,821
$ 5,702,821
Revenue
0
0
0
0
Net County Cost
$ 6,140,173
$ 5,159,281
$ 5,702,821
$ 5,702,821
Budgeted Positions
27
28
28
28
SUMMARY OF CHANGES: This budget is increasing by $543,540 due to the increase in utility
costs associated with rising energy costs, and the addition of the new administration building in
the Weld Business Park. $230,000 is attributed to utility costs increasing. The addition cost of
maintaining 54,517 square feet of building space for the new administration building accounts
for approximately $274,000 of the increase at $5.03 per square foot. The other increases of
$39,540 or less than 1% of the budget is due to inflationary increases for other items.
In 2012, the department will maintain approximately 1,133,236 square feet of building space at
an average cost of $5.08 per square foot, which is very good by industry standards. Most
entities are in the $7.500 to $10.00 per square foot range.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. $900,000 is
budgeted in the Capital Expenditure Fund for capitalized special projects for the long term
maintenance and improvements of buildings. A detailed list of the five year plan is found under
Miscellaneous Projects in the Capital Expenditure Fund portion of this budget.
BOARD ACTION:
173
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained
Number of preventative maintenance work orders
(PMs)
Number of tracked repair work orders
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per square foot
1,036,761
1,078,739 1,133,236
525 525 535
7,012
1.07
$24.29
$5.92
7,200 7,300
1.08
$19.89
$4.78
1.05
$21.43
$5.03
Goal ESl5: Plan, construct, and maintain well -designed County facilities in time to meet the needs of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES15-1: Safe,
Percent of projects completed within
convenient and
accessible facilities
planned and built
ready to meet
needs
budget
100% of facilities meeting ADA
requirements
100%
100%
100%
100%
100%
100%
ES15-2: Worker
friendly and
worker functional
facilities
90% of internal customers satisfied with
functionality of County facilities
90% of department users satisfied with
quality and timeliness of facility
management services
90%
90%
90%
90%
90%
90%
ES15-3: Well
maintained
facilities
90% of citizens satisfied with functionality
of County facilities
90%
90%
90%
174
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Information Services - - 1000-17300
DEPARTMENT DESCRIPTION: Information Services provides data processing support
services to Weld County and a few outside agencies via a contract with Affiliated Computer
Services, Inc. (ACS).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Supplies
$ 996,289
$ 0
$ 0
$ 0
Purchased Services
3,472,019
3,432,565
3,644,705
3,644,705
Fixed Charges
0
0
0
0
Contra Account
- 1,388,475
- 1,560,000
- 1,592,000
- 1,592,000
Capital
83,902
1,250,000
1,400,000
1,400,000
Gross County Cost
$ 3,163,735
$ 3,122,565
$ 3,452,705
$ 3,452,705
Revenue
0
0
0
0
Net County Cost
$3,163,735
$ 3,122,565
$ 3,452,705
$ 3,452,705
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: On February 6, 2008, Weld County entered into a new seven-year
contract with ACS, beginning January 1, 2009. The contract calls for a cost -of -living adjustment
(COLA) based upon the Consumer Price Index with a floor of 3.5% and a ceiling of 6.0%.
Therefore, there will be a 3.5% COLA increase of $120,140 for 2012, for a total of $3,552,705.
Plus, on July 13, 2011, the Board added a $92,000 contract amendment to provide an analyst
for Social Service, for a total of $3,644,705. In addition, $1,400,000 in the 2010-2014
Information Services Capital Plan will be budgeted for software and hardware that will be
allocated to 2012 projects by the IT Governance Board as a recommendation to the
Commissioners. Chargeback to reimbursable departments total $1,592,000. The net county
cost will be $3,452,705 which is up $330,140 from the current year's budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The capital
amount has been increased $150,000 to better accommodate the information technology needs
of the county. The capital amount has not been increased for over six years.
BOARD ACTION:
175
INFORMATION SERVICES
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal
supported
Number of Personal
installed/replaced
Computer systems
Computer systems
Number of staff trained
Number of applications supported
Number of applications upgraded
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
1,200
150
220
220
110
0.9097
$12.51
1,700
400
220
235
130
0.8867
$12.04
1,550
350
220
235
125
0.9018
$12.97
Goal ESI6: Capitalize
access and exchange.
on technology to improve service, increase efficiency and provide greater information
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES16-1:
Expansion of e -
government
delivery
Increase in "hits" on the website
Less phone calls to offices
Less traffic in offices
9,100,000
10,000,000
10,500,000
ES16-2: County
processes
improved through
information
technology
Imaged and electronically stored
documents are more secure and safe
from loss through fire and other disasters
Savings from use of less paper and
printer supplies
Savings in staff time when data is readily
and easily available
Increased efficiency of staff
Approximately
3,500,000
additional
documents
Approximately
5,000,000
Approximately
5,500,000
CTB Web to
be available
first half of
2011
176
INFORMATION SERVICES
(CONTINUED)
1000-17300
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES16-2:
(Continued)
(Continued)
Accela Citizen
Access
Automated
Phone
Services
Billing
Accela
Document
Imaging
Automated
citizen
complaint
filing in
Decade
Web access of
emergency
notification
system
(Continued)
All of the
estimated were
completed
except Accela.
It will be done
in 2011. We
will also do
back scanning
for the
Recorders
remaining
microfilm
does.
(Continued)
Property Portal
to be
completed first
half of 2012
Online filing of
declarations
ES16-3: Easy
meeting setup and
electronic
presentations
Facilitate display of presentations in all
County meeting rooms
Eliminate time spent adjusting
presentations and electronic equipment
Will track and
report
quarterly
Have reported
to governance
will continue
to track.
Will track and
report
quarterly
ESI6-5:
Responsive IT
service
deployment
90% of projects completed on time and
on budget
75% of IT critical problems resolved
within 4 hours
75% of routine problems resolved within
24 hours
Will track and
report to
governance
quarterly
On schedule
will continue
to track.
Will track and
report
quarterly
177
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the
technical support for the development and maintenance of the Weld County geographical
information system that serves the entire county and some outside entities via a contract with
the ACS Corporation.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
79,180
78,000
79,240
79,240
Purchased Services
11,626
12,031
112,031
112,031
Fixed Charges
0
23,550
17,850
17,850
Capital
8,298
17,500
0
0
Gross County Cost
$ 99,104
$ 131,081
$ 209,121
$ 209,121
Revenue
51,773
30,000
40,000
40,000
Net County Cost
$ 47,331
$ 101,081
$ 169,121
$ 169,121
Budgeted Positions
0
0
i
0
0
SUMMARY OF CHANGES: The expenses for the budget are up $78,040. The largest change
in the GIS budget is the acquisition of new aerial imagery in 2012. The last imagery was
obtained in 2008 as part of a DRCOG regional effort. Participation in the DRCOG 2012
imagery project will again be the most cost effective method to obtain new imagery. A cost
sharing program with the larger municipalities (Greeley, Evans, and Windsor) may reduce the
estimated $100,000 2012 cost. Training is down $5,700. Software costs are up $1,240 for
license and maintenance agreements. Capital costs are down $17,500 because no additional
Capital expenses are planned for 2012. Revenue from sale of GIS data is up $10,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The GIS
Governance Committee is in concurrence that the aerial imagery needs to be updated since it
has been four years since the last update. As indicated it may not take the full $100,000 for the
aerial imagery if cost sharing agreements are developed with other entities, but the full amount
should be budgeted to insure adequate funds are available to do the job correctly.
BOARD ACTION:
178
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 122,925 123,500 124,100
# Parcels Updated 263 575 600
# Available Coverage (Layers) in GIS 2900 3100 3200
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000 0.000
Per capita costs (County support) $0.19 $0.39 $0.64
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
179
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to
the County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 170,915
$ 162,547
$ 162,547
$ 162,547
Supplies
110,937
126,880
117,980
117,980
Purchased Services
93,415
103,300
112,200
112,200
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 375,267
$ 392,727
$ 392,727
$ 392,727
Revenue
256,002
334,000
334,000
334,000
Net County Cost
$119,265
$ 58,727
$ 58,727
$ 58,727
Budgeted Positions
3
r 3
3
3
SUMMARY OF CHANGES: No change in the overall budget. Expenditure line items have
been reallocated to reflect expenditure patterns. Revenue remains the same as last year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
180
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,750 2,550
Mail Pieces 700,000 700,000
Supply Orders 1,450 1,250
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
0.119 0.116
$0.472 $0.226
2,850
700,000
1,250
0.113
$0.221
Goal ES17: Deliver timely, high quality and cost-effective printing and supply services to County
departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 17-1: User
friendly printing
services to meet
expanding user
needs
98% of users satisfied with quality and
timeliness of services
97%
98%
99%
181
SEVEN YEAR TREND
Sheriffs Office Local Costs
$35
$30
2006
2007
2008
2009
2010
2011
2012
182
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 24,514,534
$ 24,788,950
$ 24,784,986
$ 24,784,986
Supplies
678,184
780,329
828,476
828,476
Purchased Services
5,422,920
5,849,737
5,929,653
5,929,653
Fixed Charges
54,057
20,465
-76,804
-76,804
Capital
63,751
56,996
57,200
57,200
Gross County Cost
$ 30,733,446
$ 31,496,477
$ 31,523,511
$ 31,523,511
Revenue
4,244,363
3,953,099
4,010,899
4,010,899
Net County Cost
$ 26,489,083
$ 27,543,378
$ 27,512,612
$ 27,512,612
Budget Positions
353.05
345.25
345.25
345.25
SUMMARY OF CHANGES: See individual budget units.
In 1993 the Sheriff's Office instituted a fundamental organizational change that "flattened" the
organization, eliminated traditional law enforcement position titles and broadened position
responsibilities. The Sheriff's Office today reflects many of those principles. The nearly 20
years has shown this innovative organizational change has some limitations in staff continuity of
command, effective control, accountability and opportunities for career development and
advancement. Several months ago, the Sheriff directed the command staff to evaluate and
recommend improvements to address these concerns. Because of the current public budget
environment, any changes recommended had to result in savings or be at no additional cost.
What resulted is a plan to fundamentally change the upper command staff, mid -management
and realign work groups and activities with improved spans of control. The Public Safety
Bureau will see the bulk of changes. The Offender Supervision Bureau will see a change from
the realignment of some prisoner activities from the Public Safety Bureau to the Court Services
Division. The plan eliminates some current management positions but adds other promotional
opportunities. It insures no one will suffer a job loss or impact to current pay. A savings of
$3,964 resulted from the restructuring throughout the agency. Total FTE's remain the same at
345.25, but have changed in the respective budget units. Impact of the restructuring on each
budget unit is discussed in the respective budget unit summaries that follow.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units
BOARD ACTION: See individual budget units. Reorganization was approved by the Board on
June, 2011.
183
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
STRATEGIC AREA: PUBLIC SAFETY
PUBLIC SAFETY BUREAU
Goal PSPSBI: Progressive solutions to deter crime and reduce the fear of crime.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSBI-1:
District
Deputies/CROs
have greater
community
involvement
Build a procedure to identify current
involvement HOA, Neighborhood
Watch, and Community Events
Contribute to and be involved with
community publications (1 per District
every six months); all SO publications
will be tracked through PIO
100% °
°
50 /0
°
100 /o
PSPSBI-2:
High visibility
plan
Review, Assess, and Update the Plan,
Annually
100%
50%
100%
PSPSBI-3:
Web -Page/
Disbursement of
Crime Info
GIS Enhancements (Google and Flex
Mapping) for Crime Map and SXO
Map Monthly Web Page Maintenance
100%
50%
50%
PSPSBI-4:
Intelligence
Sharing Between
Agencies
Maintain or Place at least 1 SO Liaison
on each identifiably useful Task Force
100%
50%
100%
PSPSBI-5
Community
Notification,
Awareness, and
Prevention
Participation
Measure the level of Community
Notifications and maintain 1:1 for
pattern crimes or significant events
100%
100%
100%
PSPSB 1-6:
Increased Officer
Visibility and
Presence
100% Auditing of 'After Action Reports'
and reporting on efficacy of SARA
100%
100%
100%
184
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSBI-7:
Advocate for
Carrying
Concealed
Weapon (CCW)
Permits
Prepare an annual Op -Ed piece and a
face sheet to inform the citizenry of the
benefits of CCW
Count # of Community Events where
SO Distributed Applications for CCW
100%
25%
100%
PSPSBI-8:
District Deputies
have greater
community
involvement
Accounting of number of
volunteer/community event hours
(Monthly)
100%
50%
100%
PSPSBI-9:
Increased
Publicity of
Successes
Press Releases for Promotions,
Academy Graduates, Awards,
Commendations, Specialized
Achievements
o
100%
0
50%
0
100%
PSPSBI-10:
Crime Prevention
through
Environmental
Design (CPTED)
Education - 2 Business and 2 residential
outreach programs annually, County
Wide (coordinate with citizen's
academies)
100%
50%
0%
Goal PSPSB2: Strengthen community programs and foster additional community partnerships.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSB2-1
Reach beyond
strictly Law
Enforcement
activities
Accounting of number of
volunteer/community event hours
(Monthly)
100%
25%
100%
PSPSB2-2
Utilize
Volunteers
Identify current and potential/additional
events and needs for utilizing volunteers
(CPTED, Citizen Corps, Senior Centers,
School Programs, etc.)
100%
0/
100%
PSPSB2-3
Increase agency
& employee
volunteerism
Accounting of number of
volunteer/community event hours
(Monthly)
100%
50%
100%
185
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
Goal PSPSB3: Acquire sufficient resources to support the growing needs of the county.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSB3-1:
Determine / assess
future growth and
needs
Update and Revise Long Term Agency
Needs Assessment based upon
community growth (Utilize Dill 10
Year Plan)
100%
25%
100%
PSPSB3-2:
Maintain 'forward
thinking' technology
stance
Specialized areas committee continues
to report/research cutting edge
technologies; Identification of useful
and useless technologies, Quarterly
meeting
100%
100%
100%
PSPSB3-3:
Periodic Review &
Assessment of Goals &
Objectives
Monthly review of progress of the
Goals document (Microsoft Office
Project)
100%
10%
100%
PSPSB3-4:
Multi -Year Projection
and Analysis
1, 3, 5 Year Agency Needs
Assessments (Strategic Plan, Workload
Assessment, Budget Assessment)
100%
50%
100%
Goal PSPSB4: Increase personnel effectiveness and efficiency.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSB4-1:
Improved
Communications and
Technology
Implementation of Air Card
Technology; includes expansion of
voice to text and e-mail technology
Expand MDT capabilities...and all that
includes
Agency -wide implementation of E-
Tickets
Install Briefing Boards and finishing
infrastructure
Roll Call training
100%
30%
100%
186
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSB4-2:
Oversight and
Accountability
Position/Metl Assessment
Development of audit teams reports,
procedures, and the process and teams
(quarterly implementation)
Job performance evaluation
100%
40%
100%
PSPSB4-3:
Enhancing skills and
knowledge
Create and implement a proficiency
based training model
Build a training database for tracking
employee's skills
100%
40%
100%
Goal PSPSB5: Enhance traffic safety.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSB5-1:
Reduce traffic fatalities
by 10%.
High visibility of Traffic Division
units during high commuter hours.
100%
100%
100%
Reduce impaired
driving on all county
roadways.
Conducting Sobriety Checkpoints and
DUI Saturations through participation
with the Weld County DUI Task
Force.
100%
100%
100%
PSPSB5-3
Increase the awareness
of High School students
about the dangers of
impaired driving.
In cooperation with Weld County
Drive Smart coalition in conducting
Graduated Driver's License Training
with students/parents and assists in
presentation of the P.A.R.T.Y.
(Preventing Alcohol and Risk Related
Trauma in Youth) Programs to High
School students. Actively participate
in "Every 15 Minutes" programs
presented to High Schools.
100%
100%
100%
187
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSSPB5-4
Conduct internal &
external training for
officers in Standard
Field Sobriety Testing
Conduct two Standard Field Sobriety
Testing (SFST) classes and two
Intoxilyzer Operator courses
annually. This training will be
available to new hires and smaller
and Intoxilyzer
Operators Course to
enhance abilities to
identify and prosecute
impaired drivers
county -wide.
law enforcement agencies in Weld
County.
100%
75%
100%
Goal PSPSB6: Enhance professionalism and promote department excellence.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSB6-1:
Job Skill Set Education
&Training
Develop Career Path Goals
100%
0%
100%
PSPSB6-2:
Continue the
commitment to
transparency and
public awareness
Press Releases for Promotions,
Academy Graduates, Awards,
Commendations, Specialized
Achievements
100%
50%
100%
PSPSB6-3:
Commitment to raising
the bar on employee
education
Create and implement an educational
measure in the hiring, promotion, and
retention process
100%
0%
100%
PSSPB6-4:
Career/Succession
Planning & Training
Identify potential future personnel for
advancement and training
Implement a remedial English
assessment and acquire education as
needed
Develop and implement career path
steps and goals
100%
50%
50%
Goal PSPSB7: Reduce the number of work related accidents and injuries
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSB7-1
Develop Accident
Review Process
100%
50%
100%
188
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSB7-2:
Develop a Safety
100%
75%
100%
Awareness / Risk
Management Team
Goal PSPSB8: Reduce the risk and mitigate the impact to communities and citizens due to all hazard
incidents.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSB8-1
Review of EOP,
Hazmat, Mitigation and
COOP plans
Plans will be reviewed and updated on
an annual basis or after a Man —made
or Natural incident.
Updates will be made by ESF
committees' based on need and
expected outcome.
Increase ESF working groups from 4 to
8 by 2011
100%
50%
100%
PSPSB8-2:
Sponsor Citizen Corps
programs and
initiatives for citizen
preparedness
Provide opportunities for citizens to
attend preparedness classes through
Citizen Corps Programs
Provide opportunities for Citizens and
First Responders to attend Storm
Spotter Training sponsored by NOAA.
100%
75%
100%
PSPSB8-3:
Provide opportunities
for Table Top,
Functional and Full
Scale Exercises each
year that meet HSEEP
standards and include
multi disciplinary
incidents.
Work with Sheriffs Office Command
Staff for planning of one Full Scale
exercise each year. Participate in one
EOC exercise each year and coordinate
with other jurisdiction on Table top
exercises and DOC exercises. (See
EMPG Exercise Plan from OEM)
100%
50%
100%
PSPSB8-4:
Develop and maintain
up-to-date information
on available resources
in Weld County
Stay compliant with the Colorado
Resource Mobilization Inventory.
Work with Local Jurisdictions to stay
compliant and complete a review of the
CRMI by July 31 of each year.
100%
100%
100%
189
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOAUDESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Mission Statement: To accept and lawfully hold prisoners in a safe, humane and wholesome environment
that returns people to the community better, or no worse, than they arrived.
Goal PS OSB 1: Lawfully hold prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OSB 1-1:
(1) The number of rule violations in the
Inmates comply
with facility rules
and regulations
past 12 months divided by the average
daily jail population in the past 12 months
(2) The number of violent infractions in
the past 12 months divided by the average
daily jail population in the past 12 months
3.57
510
3.76
.500
3.75
.500
PS OSB 1-2:
Food service
(1) The number of documented inmate
illnesses attributed to food service
operations are
hygienic, sanitary
and provide a
nutritional diet
operations in the past 12 months divided
by the average daily jail population in the
past 12 months
0.0
0.0
0.0
(2) The number of inmate grievances
about food service decided in favor of the
inmate in the past 12 months divided by
the average daily jail population in the
past 12 months
.045
.030
.030
PS OSB 1-3:
Actual secure bed
(1) The average daily jail population in the
past 12 months divided by the total
occupancy is
within reasonable
operational jail
capacity
number of general population beds
available in the past 12 months
(2) The number of inmate grievances
90.0%
93.1%
96.5%
about crowding and housing conditions
decided in favor of the inmate in the past
12 months divided by the average daily
jail population in the past 12 months
014
.010
.015
PS OSB 1-4:
Inmates have
access to a
continuum of
health care
consistent with that
available in the
(1) The number of inmates with positive
initial tests for TB, Hepatitis A, B, or C,
HIV or MRSA in the past 12 months
divided by the average daily jail
population in the past 12 months
(2) The number of inmate deaths due to
.075
.077
.075
community
suicide or homicide in the past 12 months
divided by the average daily jail
population in the past 12 months
0.0
0.0
0.0
(3) The number of prescriptions written in
the past 12 months divided by the average
daily jail population in the past 12 months
21.1
16.7
18.0
190
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
PS OSB 1-5:
Inmates have
(1) The number of inmates completing
preparation for GED while confined in jail
opportunities to
improve
themselves while
the last 12 months divided by the number
of inmates sentenced to jail 6 months or
more in the past 12 months
20.2%
15.0%
15.0%
confined
(2) The number of inmates passing the
GED examination while confined in jail
the last 12 months divided by the number
of inmates sentenced to jail 6 months or
more in the past 12 months
9.2%
8.0%
8.0%
Goal PS OSB 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre -
adjudication options to secure custody.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OSB 2-1:
Secure county jail
beds are used
(1) The average daily population of work
release and electronic home detention
programs in the past 12 months divided by
efficiently and
effectively
the average daily population of all
offenders supervised by the Sheriff's
34.5%
30.6%
33.3%
Office in the past 12 months
(2) The number of offenders released from
jail within 24 hours of admission in the
past 12 months divided by the number of
jail admissions in the past 12 months
37.4%
38.0%
38.0%
(3) The number of jail bed days used for
pre-trial detention by the county/district
courts in the past 12 months divided by the
total number ofjail bed days in the past 12
months
67.6%
58.5%
60.0%
(4) The number ofjail bed days used for
jail sentences by the county/district courts
in the past 12 months divided by the total
number of jail bed days in the past 12
months
32.2%
41.0%
39.5%
(5) The number ofjail bed days used by
other than the county/district courts in the
past 12 months divided by the total number
of jail bed days in the past 12 months
0.2%
0.5%
0.5%
191
PS OSB 2-2:
Jail alternative
(1) The number of clients successfully
completing the work release program in the
programs
effectively
supervise clients
past 12 months divided by the number of
clients admitted to the work release
program in the past 12 months
84.4%
85.0%
85.0%
in the community
(2) The number of clients successfully
completing the electronic home monitoring
program in the past 12 months divided by
the number of clients admitted to the
electronic home monitoring program in the
past 12 months
97.5%
96.5%
96.5%
192
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff Administration - - 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the
agency. These activities include office automation, clerical staff, training, uniforms, common
office supplies, accounting for inmate funds, commissary accounting/distribution to inmates,
services civil process, inventory control, etc. Policy development and formulation of written
directives are also key functions of the Sheriff and the staff assigned to this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,238,516
$ 1,368,186
$ 1,460,737
$ 1,460,737
Supplies
121,402
136,660
164,134
164,134
Purchased Services
96,740
116,223
116,223
116,223
Fixed Charges
5,664
6,000
6,000
6,000
Capital
0
0
0
0
Gross County Cost
$ 1,462,322
$ 1,627,069
$ 1,747,094
$ 1,747,094
Revenue
161,313
345,287
345,287
345,287
Net County Cost
$ 1,301,009
$ 1,281,782
$ 1,401,807
$ 1,401,807
Budget Positions
16
19
20
20
SUMMARY OF CHANGES: The reorganization's impact described in the Sheriff's Office
Summary to this budget is a net addition of one FTE and $92,551. A Bureau Chief and Deputy
III Civil were added and a Commander and two Deputy II/III moved to other units.
The only other change to service and supply accounts is uniform costs for 2012 are up $27,474
to accommodate the change in the way employees purchase new uniforms. All other line items
are unchanged for 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
193
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received 8,416 8,349 8,500
Invoice/Requisitions Processed 3,000 3,000 3,000
Applicants Processed 2,362 1,884 2,000
Efficiency Measures
FTE's per 10,000/capita .633 .732 .789
Per capita cost (county support) $5.29 $4.94 $ 5.27
Effectiveness Measures (desired results)
Civil Process Served 8,184 8,109 8,250
Percent Civil Process Served 97.24% 97.13% 97.06%
Applicants Hired 27 45 30
Percent of Applicants Hired 1.1% 2.4% 1.5%
Total Miles Driven Civil Process 121,960 122,000 122,000
Average Miles Driven per Civil Process 14.9 15.0 14.8
Complaints per 1,000 Civil Process Served 1 0 0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
194
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety in unincorporated areas of county and within municipalities
contracting for law enforcement service. Department provides crime prevention information and
strategy education, serves arrest warrants, transports prisoners, and conducts criminal
investigations. Activities are frequently coordinated with municipal, other county, state, and
federal law enforcement and regulatory agencies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,173,917
$ 5,763,135
$ 5,449,623
$ 5,449,623
Supplies
157,919
211,019
211,019
211,019
Purchased Services
881,243
952,736
998,037
998,037
Fixed Charges
1,046
0
0
0
Capital
0
35,000
35,000
35,000
Gross County Cost
$ 7,214,125
$ 6,961,890
$ 6,693,679
$ 6,693,679
Revenue
533,378
182,398
182,398
182,398
Net County Cost
$ 6,680,747
$ 6,779,492
$ 6,511,281
$ 6,511,281
Budgeted Positions
71.75
67.75
63.75
63.75
SUMMARY OF CHANGES: The reorganization's impact described in the Sheriff's Office
Summary to this budget is a net reduction of four FTE's and $313,512. A Deputy Chief was
added and a Commander and four Deputy II/III moved to other units.
The cost increase of $45,301 in purchased services is due to increases in fuel cost over 2011
levels. All other line items remain unchanged. Revenues are the same as last year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
195
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Part A Offenses 1,509 1,462 1,403
Part B Offenses 1,092 1,242 1,085
Adult Arrest 1,795 1,535 1,478
Juvenile Arrest 73 105 92
Dispatched Calls for Service 50,102 50,402 52,280
Temporary Restraining Orders Received 533 520 505
Efficiency Measures
FTE's per 10,000/capita 2.84 2.61 2.40
Per capita net cost $26.42 $26.14 $24.47
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
196
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement - - 1000-21210
DEPARTMENT DESCRIPTION: Provide traffic enforcement on county roads, and public
education on traffic safe y.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 988,935
$ 914,149
$ 823,662
$ 823,662
Supplies
35,360
63,455
$ 63,455
$ 63,455
Purchased Services
119,334
130,781
$ 185,312
$ 185,312
Fixed Charges
0
0
$ 0
$ 0
Capital
0
0
$ 0
$ 0
Gross County Cost
$ 1,143,629
$ 1,108,385
$ 1,072,429
$ 1,072,429
Revenue
534,808
464,110
$ 464,110
$ 464,110
Net County Cost
$ 608,821
$ 644,275
$ 608,319
$ 608,319
Budget Positions
11
11
10
10
SUMMARY OF CHANGES: The reorganization's impact described in the Sheriff's Office
Summary to this budget is a net reduction of one FTE (Commander position) and $90,487.
Purchased Services increased to $54,531 due to increases in fuel cost over 2011 levels.
Revenue is anticipated to remain the same for 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
197
TRAFFIC CONTROL
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
MTC Tickets Issued 4,884 4,500 4,500
State Tickets Issued 1,870 2,100 2,100
Accident Reports Investigated 562 615 615
Enforcement Hours 18,144 19,000 19,000
Alcohol Related Driving Arrests 249 280 280
Traffic Related Education/Training 94 / 258 hrs 75 / 225 hrs 75 / 225 hrs
Certified VIN Inspections 153 175 175
Efficiency Measures
FTE's per 10,000/capita .435 .424 .376
Per capita net cost $2.41 $2.48 $2.29
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
198
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Services - - 1000-21220
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School, and Aims Community College.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 549,494
$ 638,478
$ 638,478
$ 638,478
Supplies
67
5,298
5,298
5,298
Purchased Services
78,438
95,567
105,134
105,134
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$627,999
$ 739,343
$ 748,910
$ 748,910
Revenue
672,303
920,553
920,553
920,553
Net County Cost
$ - 44,304
$ - 181,210
$ -171,643
$ -171,643
Budgeted Positions
7.5
9.5
9.5
9.5
SUMMARY OF CHANGES: The cost increase of $9,567 in purchased services is due to
increases in fuel cost over 2011 levels. All other line items remain unchanged. Revenues are
anticipated to remain the same with the same contracts as 2011. Rates are based upon the
calculated rates approved by the Commissioners as contracts are renewed.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
199
CONTRACT SERVICES
(CONTINUED)
1000-21220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched calls 2,885
5,598 5,738
Number of Case Reports 736 1,142 1,171
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.297
$-0.17
0.366 0.357
$-0.70 $-0.65
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
200
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement - - 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88,
as amended, pertaining to dogs -at -large. Animal control officers are only available on a limited
basis. Deputy response outside the dedicated time is limited to cases where public safety
threat exists. This unit is also responsible for handling all calls for illegal dumping of
trash/waste within the county, as enforceable by Weld County Ordinance. Animal control
officers routinely collect illegally dumped items from county roadways and public property to
ensure the safety of motorists traveling within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 188,181
$ 150,345
$ 150,345
$ 150,345
Supplies
4,810
4,200
4,200
4,200
Purchased Services
210,007
163,869
174,128
174,128
Fixed Charges
- 85,000
- 85,000
- 85,000
- 85,000
Capital
0
0
0
0
Gross County Cost
$ 317,998
$ 233,414
$ 243,673
$ 243,673
Revenue
0
0
0
0
Net County Cost
$317,998
$ 233,414
$ 243,673
$ 243,673
Budgeted Positions
5
3
3
3
SUMMARY OF CHANGES: Cost increase of $ 10,259 in purchased services due to increase
in fuel costs over 2011 level. All other costs remain the same as in 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
201
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 4,542 4,656 4,772
Animals Transported to Shelter 744 763 782
Efficiency Measures
FTE's per 10,000/capita .198 0.116 0.113
Per capita cost (county support) $1.26 $0.90 $ 0.92
Miles Driven per Call for Service 24.94 25.56 26.19
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
202
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract
basis. The laboratory provides forensic analysis of evidence in forensic computer analysis,
latent prints, shoe and tires, controlled substances and fire debris. It also has a DNA position
assigned to the Denver CBI facility performing DNA analyses for Weld County in that lab. The
laboratory meets the stringent requirements necessary for accreditation by the American
Society of Crime Lab Directors.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 130,342
$ 206,033
$ 206,033
$ 206,033
Supplies
44,862
24,200
24,200
24,200
Purchased Services
34,548
50,700
52,000
52,000
Fixed Charges
4,301
0
0
0
Capital
28,202
14,000
14,000
14,000
Gross County Cost
$ 242,255
$ 294,933
$ 296,233
$ 296,233
Revenue
115,048
115,383
116,033
116,033
Net County Cost
$ 127,207
$ 179,550
$ 180,200
$ 180,200
Budget Positions
2
2
2
2
SUMMARY OF CHANGES: Cost increases in purchased services of $1,300 are due to
increases in fuel cost over the 2011 levels. Revenue is up $650 to offset the increase with a
50% reimbursement from the City of Greeley.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
203
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases/items completed — drugs & arson 825/1,304 140/290 850/1,500
computer forensics, latent prints, shoe and
tire tracks, DNA
Court Testimony 11 3-5 30
Hours of Lab Analysis — drugs & arson
computer forensics, latent prints, shoe and
tire tracks, DNA
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Effectiveness Measures
(desired results)
Quality Audit
Proficiency Testing (Test Run/Errors)
3,072
360 4,000
.079 .077 0.75
$0.503 $0.692 $0.677
1
2/0
1
2/0
6
5/0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
204
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300
DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim
Assistance (VALENOCA) funding.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 106,974
$ 109,178
$ 109,178
$ 109,178
Supplies
7,523
6,400
6,400
6,400
Purchased Services
22,457
33,819
33,819
33,819
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 136,954
$ 149,397
$ 149,397
$ 149,397
Revenue
92,034
82,468
76,968
76,968
Net County Cost
$ 44,920
$ 66,929
$ 72,429
$ 72,429
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: The VALE Board reduced the grant to $60,828, a reduction of
$5,500. To offset this reduction the Department will request an additional $611 from each
participating agency for 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The added
revenue from the additional $611 from each participating agency for 2012 is not included in the
budget, since the agencies have not committed to the additional amount at this time.
BOARD ACTION:
205
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,293 1,092
Number of VALE grants administered 1 1
Efficiency Measures
FTE's per 10,000/capita 0.079 0.077
Per capita cost (county support) $0.18 $0.26
1,326
1
0.075
$0.27
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
206
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Multi -Jurisdictional Drug Task Force - - 1000-21410
DEPARTMENT DESCRIPTION: Multi -Jurisdictional Drug Task Force provides drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics
unit for any law enforcement agency in Weld County. Task Force personnel are directly
supervised by the Greeley Police Department with policy and strategic direction from a Control
Group of area chiefs and the Sheriff.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 86,145
$ 101,174
$ 101,174
$ 101,174
Supplies
0
0
0
0
Purchased Services
0
70,248
70,248
70,248
Fixed Charges
122,934
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 209,079
$ 171,422
$ 171,422
$ 171,422
Revenue
0
0
0
0
Net County Cost
$209,079
$ 171,422
$ 171,422
$ 171,422
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: No changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
207
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 155 150 150
Drug Arrests 210 150 150
Search Warrants Executed 31 23 25
Cocaine Seizures (Kilos) 2.93 6 6
Methamphetamine Seizures (Pounds) 8.37 8 8
Marijuana Seizures (Pounds) 214 100 100
Meth Lab Seized 3 3 3
Efficiency Measures
FTE's per 10,000/capita 0.340 0.039 0.038
Per capita cost (county support) $0.83 $0.66 $0.63
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
208
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: North Jail Comolex - - 1000-24410
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to
receive and safely keep all adult prisoners lawfully committed and hold them in a clean,
wholesome, safe, and well -maintained jail. Professional jail support services such as medical
care, food preparation, and facility programming are provided to meet these mandates.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 12,753,590
$ 13,220,589
$ 13,220,589
$ 13,220,589
Supplies
258,690
278,832
301,238
301,238
Purchased Services
3,576,485
3,713,043
3,575,029
3,575,029
Fixed Charges
4,307
12,865
2,196
2,196
Capital
35,549
7,996
8,200
8,200
Gross County Cost
$ 16,628,621
$ 17,233,325
$ 17,107,252
$ 17,107,252
Revenue
1,317,476
728,200
796,200
796,200
Net County Cost
$ 15,311,145
$ 16,505,125
$ 16,311,052
$ 16,311,052
Budgeted Positions
200.6
197.0
197.0
197.0
SUMMARY OF CHANGES: Personnel Services reflects no change to the 630 jail bed
operational capacity. That keeps 149 beds of additional capacity available at the facility but not
funded to operate in 2012. The Supplies category reflects additional variable costs needed to
support the projected increase in the average daily inmate census from 580 to 608 in 2012, or
$22,406. Changes in Purchased Services occurred because the estimated medical cost in
2011 was greater than the actual contract cost and the contract provider has committed to
maintain 2011 contract costs through 2012, which result in a $138,014 savings. Fixed charges
for equipment rental are down $10,669. Revenue reflects a $68,000 increase associated with
higher volume of municipal non -custodial fingerprinting and municipal inmate reimbursements.
Overall net county costs for the recommended budget are down $194,073.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Inmate population
trends and utilization of jail alternative programs make this budget's funding level realistic for
2012.
BOARD ACTION:
209
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Secure Jail Population Daily 557 580 608
Avg. Work Release Clients Daily 180 192 200
Avg. Electronic Home Monitoring Daily 113 70 70
Total Offenders Under Supervision Daily 850 842 878
All Offenders Processed Into Facilities 14,997 14,750 15,000
Number of Offenders Transported to 24,090 22,550 23,000
Court Appearances
New Correctional Officers Entering 16 30 28
Basic Training
Efficiency Measures
Offender Supervision FTE's per 9.06 8.83 8.6
10,000 Capita
Per capita net cost $67.77 $68.10 $68.26
Avg. Medical Cost Per Inmate Daily $13.23 $13.20 $13.05
Avg. Food Cost Per Inmate Daily $3.06 $3.18 $3.28
Secure Facility Occupancy Rate 90% 93% 96%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals on page prior to North Jail Complex (1000-24410) Summary.
210
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Centennial Jail - - 1000-24420
DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to
assist the District Attorney and the Courts of record in the county. 94 CV 419, Div I, 19th
Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County
Courthouse. This budget unit supports the resources to comply with all of these requirements.
Section 18-1.3-106, C.R.S., allows for the operation of jail alternative programs to be used by
the court in sentencing, and Section 16-4-105, C.R.S., provides for the operation of a pre-trial
supervision program. Jail alternative programs operate within this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,198,853
$ 2,217,296
$ 2,524,780
$ 2,524,780
Supplies
39,763
42,365
40,632
40,632
Purchased Services
351,240
464,301
560,873
560,873
Fixed Charges
805
1,600
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,590,661
$ 2,725,562
$ 3,126,285
$ 3,126,285
Revenue
773,821
969,700
964,350
964,350
Net County Cost
$1,816,840
$ 1,755,862
$ 2,161,935
$ 2,161,935
Budgeted Positions
32
32.0
36.0
36.0
SUMMARY OF CHANGES: The reorganization's impact described in the Sheriff's Office
Summary to this budget is a net addition of four Deputy II/III positions ($307,484). Supplies
reflect minimal change of $1,733. The $96,572 change in Purchased Services results from
increased contract cost for Courthouse security screening. Fixed costs for equipment rental are
down $1,600. Revenues from jail alternative programs are down $5,350 at $964,350. Overall
net county costs are up $98,589 in the recommended budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES: Included in North Jail Complex (1000-24410) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals on page prior to North Jail Complex (1000-24410) Summary.
211
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on -site jail capacity. This indication, however, is based upon
reasonable forecasts about the future and does not account for unforeseen impacts on jail
utilization during 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES: See North Jail budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals.
212
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: C.R.S. 24-32-2107 requires each county to maintain a
Disaster Agency which has jurisdiction over and serves the entire county. The Director or
Coordinator of the Disaster Agency is responsible for the planning and coordination of local
disaster services, develops plans, and coordinates emergency planning in case of either natural
or other disasters on county, state, and federal level.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 99,587
$ 100,387
$ 100,387
$ 100,387
Supplies
7,788
7,900
7,900
7,900
Purchased Services
52,428
58,450
58,850
58,850
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 159,803
$ 166,737
$ 167,137
$ 167,137
Revenue
64,182
60,000
60,000
60,000
Net County Cost
$ 95,621
$ 106,737
$ 107,137
$ 107,137
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: The only change is an additional $400 for increased fuel costs.
Revenue is unchanged.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget may
be impacted in the Final Budget once the study for reorganization of the OEM function is
completed.
BOARD ACTION:
213
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 6 6 6
Number of people participating in drills 500 500 500
Number of inspections and/or reports 12 12 12
Efficiency Measures
FTE's per 10,000/capita .040 .039 .038
Per capita cost $0.38 $0.41 $.40
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
214
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County -wide Communications - - 1000-22100
DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies,
18 fire departments, 2 rescue/ambulance departments, plus local government including public
works.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
1,426,169
2,048,813
2,531,912
2,531,912
Fixed Charges
11,400
0
0
0
Gross County Cost
$ 1,437,569
$ 2,048,813
$ 2,531,912
$ 2,531,912
Revenue
71,416
330,174
264,649
264,649
Net County Cost
$ 1,366,153
$ 1,718,639
$ 2,267,263
$ 2,267,263
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: On May 3,1993, Weld County entered into a contract with the City
of Greeley to operate and maintain the Weld County Regional Communications Center
(WCRCC), criminal records management, and Criminal Justice Information Center. On July 7,
2010, the contract was updated to continue the arrangement.
The new contract changed the method of allocating the cost for the WCRCC among the users.
The total costs of the WCRCC facility will be determined by adding all the costs incurred by the
City, County, and the E911 Authority to support the WCRCC. Cost per incident will then be
determined by taking the total costs of the WCRCC less E911 Authority contribution, E911
costs paid, and any other grant amounts to determine total to be allocated. The percentage of
dispatchers assigned to law incidents and the percentage of dispatchers assigned to fire
incidents shall be determined based upon dispatcher console assignments. The percentage of
law incidents and fire incidents shall be applied to the total amount to be allocated to determine
the total costs for fire and law incidents. Incidents by agency shall be determined based upon
computer aided dispatch records of actual calls for two years in arrears, i.e., 2012 budget will
use 2010 actual call and incident data. The percentage law incident per agency shall be
applied to the total allocated costs for law incidents to determine the cost per agency. The
same will be done for fire agencies. The costs determined through this process for Greeley
Police Department and the Union Colony Fire Authority shall be added together to determine
the City's contribution. The remaining amount shall be County's total costs.
215
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (continued):
The County shall identify the amount to be charged to other agencies, and the county shall bill
and collect the amounts each year. The County, with the consent of the Communications
Advisory Board, may develop a different formula for charging other agencies. The method
determined to charge other agencies shall not impact the above formula for sharing of costs
between the City of Greeley and the County. For 2012, other agencies will be charged
$103,435.
Weld County's share, per the contract formula for 2012, is $906,433 for county functions, plus
the other agencies' share of $1,625,479 for a total of $2,531,912. In addition, the County
recovers $111,852 for indirect costs per the formula. For 2012, other agencies will be charged
$103,435 per a formula adopted by the Communications Advisory Board. The county will earn
$49,362 from tower rental leases. The net costs for Weld County in 2012 will be $2,267,263.
FINANCE/ADMINISTRATION RECOMMENDATION: The budget for Weld County has
increased by $533,099 under the new formula. The major increase is due to the proposed
salary increases for dispatcher positions. The total salary increase is $544,696, of which Weld
County pays $311,844. The proposed salary adjustments for the dispatchers are not
recommended at the 17%-23% levels included in the budget, but rather a maximum of 10%-
15%. The difference would save Weld County approximately $110,000 in the final budget. The
E911 Board's decision to not pay for as much overtime has resulted in an increase in costs to
Weld County and Greeley. The Communications Advisory Board has determined a formula for
the cost sharing by other agencies, especially those municipalities that have grown and put
great service demands on the WCRCC.
NOTE: At the August 30, 2011, Greeley City Council meeting the Council agreed to
an 11 percent pay adjustment for dispatchers. The lower amount will be included in the Final
Budget.
BOARD ACTION:
216
COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls
Non -911 Calls
CAD Incidents for Law and Fire/Ambulance
EMD Calls
Criminal Justice Records, Total Case #'s
issued
ARS Documents Transcribed
Warrants Processing Activity
Citations Processed
Phone Calls into Records
Efficiency Measures
FTE's per 10,000 per Capita
Per Capita Cost - Operating Budget
EMD Call per FTE
CAD Incident per FTE
Total Telephone Calls to Center per FTE
ARS Document transcribed per FTE
93,900 95,000 95,000
265,000 268,000 270,000
351,000 362,000 365,000
17,025 17,500 18,500
28,500 29,350 30,000
49,822 48,454 50,000
19,850 20,450 21,000
60,076 60,878 61,000
73,000 74,000 75,000
2.18
$5.40
315
6,500
1.352
2,120
2.12
$6.63
324
6,703
1,370
2,062
2.07
$8.51
342
6,759
1,389
2,128
Goal PSI: To answer 100% of 911 calls within 15 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS1-01: Improved
customer service in
the most critical
component of
emergency
dispatch services
Percentage of calls answered within 15
seconds
99%
99%
99%
217
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county -wide
communications system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Nothing has been funded in this budget for 2012. It has been
decided that the communications system be upgraded in 2011-2012, at a total cost of
$6,700,000. The upgrade for 2011-2012 will be funded by the E911 Authority Board
contributing $2,000,000 from its reserve and Weld County contributing $2,350,000 in 2011 and
2012, for the remaining $4,700,000 from the Capital Expenditure Fund for the total estimated
cost of $6,700,000. Beginning in 2013, Weld County will fund $500,000 per year, for the
Communications System Reserve for future communications systems upgrades. In 2011 the
Board approved Communications system upgrade funding in Capital Expenditure Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
218
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer -aided dispatch, criminal records
management, jail records management, and prosecution system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Supplies
$ 104,920
$ 0
$ 0
$ 0
Purchased Services
750,376
876,393
955,902
955,902
Gross County Cost
$ 855,296
$ 876,393
$ 955,902
$ 955,902
Revenue
34,436
82,599
59,419
59,419
Net County Cost
$ 820,860
$ 793,794
$ 896,483
$ 896,483
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: On May 3, 1993, Weld County entered into a contract with the City
of Greeley to operate and maintain the criminal records management system and Criminal
Justice Information Center. On July 7, 2010, the contract was updated to continue the
arrangement. The new contract changed the method of allocating the cost for the WCRCC
among the users.
Records management and information services costs shall be allocated based upon resources
used by each agency being served. A cost allocation system formula and methodology agreed
to by the City of Greeley Finance Director and the Weld County Director of Finance and
Administration shall be applied annually to allocate costs. The County shall pay the total costs
less the amount allocated to the City. The County shall determine if any other agencies using
the records management system shall be charged and the amount charged. Weld County's
share for 2012 will be $425,108 for records and $530,794 for information services, for a total of
$955,902. This amount is up $79,509. While software costs are down the budget includes
depreciation of $162,800 to fund a reserve to upgrade the computer software and hardware in
the future. $66,845 is included for capital expenses for software and hardware in 2012.
Revenue in the amount of $59,419 will be recovered from municipalities using the Criminal
Justice Information System. Net county costs are up $102,689.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
219
CRIMINAL JUSTICE INFORMATION
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ARS documents transcribed 49,822 48,454 50,000
Efficiency Measures
Per capita cost (county support) $3.25 $3.06 $3.37
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
220
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER
BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County.
Autopsies are performed in all cases of suspicious death, or at the discretion of the Coroner's
or District Attorney's Office. State laboratories are available in Denver; however, Weld County's
Coroner usually employs the registered pathologists and laboratory facilities of North Colorado
Medical Center and McKee Medical Center.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 402,696
$ 395,183
$ 466,684
$ 430,933
Supplies
14,000
13,000
19,200
19,200
Purchased Services
246,000
240,574
245,600
245,600
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 662, 696
$ 648, 757
$ 731,484
$ 695,733
Revenue
481
700
500
500
Net County Cost
$ 662,215
$ 648,057
$ 730,984
$ 695,233
Budgeted Positions
5.5
5.5
6.5
6.0
SUMMARY OF CHANGES: The Coroner has requested an additional Medicolegal Investigator
($71,501) due to the caseload and restructuring of the office. Supplies are up $6,200 in order to
restock disaster level of body bags ($7,000). Purchased Services are up $5,026 primarily due to
vehicle costs. Revenues are funded at $500.
FINANCE/ADMINISTRATION RECOMMENDATION: All items requested are recommended
except the additional position. The department has been restructured during 2011 to appoint
the Chief Investigator as the Coroner and assign more management functions to the position. In
addition the department has struggled with overtime to fill in for vacations, sick leave, and work
comp time off. There appears to be a justification for an additional 0.5 FTE Medicolegal
Investigator I ($35,750), but not a full-time FTE. Policy Issue.
BOARD ACTION:
221
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
2010
Work Outputs
Number of cases
Number of investigations
Number of full autopsies
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per autopsy/inspection
ACTUAL ESTIMATED PROJECTED
1,006 1,050 1,150
386 450 420
156 160 160
0.214
$2.62
$878
0.246
$2.50
$904
0.225
$2.61
$925
Goal PS2: To provide the highest quality medico -legal investigation in an efficient and compassionate
manner.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS2-1: 100% of
investigative staff
members to be
certified in death
investigation
through the State of
Colorado and The
American Board of
Medico -legal Death
Investigators or
other national
certifying agency.
Percent of investigators with valid Colorado
and valid national certification
20%
40%
80%
PS2-2: Achieve
and maintain
departmental
accreditation
through the
National
Association of
Medical Examiners
(The NAME)
A completed self -assessment and action
plan
Percentage indices of necessary changes
Conference of accreditation from The
NAME
10%
25%
50%
222
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100
DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to
the Court about newly arrested persons entering the jail, and offer recommendations on
possible safe release options of these persons. They also provide supervision methods for
selected defendants released from jail before trial in order to decrease any unnecessary and
costly pretrial incarceration, to assure that they will appear and answer before the Court and to
reduce any future criminal acts.
Adult Diversion Services program --Diversion Services offers persons charged with criminal
offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff would
screen defendants for acceptance into the program and develop service plans to address
defendants' risks and needs. Completion of the program would result in dismissal of charges or
its equivalent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 367,074
$ 401,335
$ 441,279
$ 441,279
Supplies
5,965
15,500
15,000
15,000
Purchased Services
43,326
36,577
36,577
36,577
Gross County Cost
$ 416,365
$ 453,412
$ 492,856
$ 492,856
Revenue
0
10,000
15,000
15,000
Net County Cost
$ 416,365
$ 443,412
$ 477,856
$ 477,856
Budgeted Positions
6
6
r 7
7
SUMMARY OF CHANGES: Workload and defendant caseload for Pretrial Services Unit
continues to increase (almost tripled since inception of the program). The Courts and Judicial
Officers continue to support the work of Pretrial Services.
The only change to the budget is the request to add one (1) Diversion Services Specialist
(Grade 27, Step 1) at a cost of $39,944 to help create a new Adult Diversion Services Program
(estimated cap of 150 clients in first year). Position would report to PTS Supervisor. This
position would interview, investigate and provide case management functions for Adult
Diversion Services program. The position would assess, screen and/or interview defendants
referred to the program by the District Attorney's Office, provide Judicial Officers with
information on defendant acceptance, ongoing compliance and program completion.
223
PRETRIAL/ADULT DIVERSION SERVICES
(CONTINUED)
1000-24100
Program components include referrals of defendants to substance abuse, mental health, and/or
domestic violence treatment, useful public service, employment and vocational assistance,
monitor ongoing restitution payments and perform criminal history checks of any law
enforcement contacts. The term of placement of defendants can be up to 1-4 years. The DA's
Office seeks development of the program by and in coordination with Justice Services.
Additional FTE would increase utilization by the Courts to use the program; placement would
offset high costs associated to house these persons in the jail and costs associated if these
persons were fully prosecuted by the DA's Office. The goal of the program is to reduce
recidivism through rehabilitation. All Diversion clients would be assessed a fee (proposing $100
per person).
District Attorney further contemplates transfer of existing Juvenile Diversion Services program
to Justice Services pursuant to Board approval.
Revenues from client fees are up $5,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The creation of
an Adult Diversion Services Program would allow the DA's Office and Justice Services to
establish referral/placement/termination criteria, with Justice Services providing day-to-day
service provision. The additional position (Diversion Services Specialist) is recommended to
help screen and supervise persons for placement into the program. If approved by the Board,
maximum efficiencies would be achieved in criminal case processing by the DA's Office and the
Courts, reduced costs to house these persons in our jail, costs associated to prosecute these
cases and in improving rehabilitation services for these divertees.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services 1,300 1,300
Adult Diversion 150 150
Efficiency Measures
FTE's per 10,000/capita .193 .263
Per capita net cost - - $1.71 $1.80
224
PRETRIAL/ADULT DIVERSION SERVICES
(CONTINUED)
1000-24100
Goal PS -3: Provide safe, constructive and less expensive alternatives to use of jail and prisons; promote an
accountable, coordinated justice system that focuses on present and future needs of Weld County.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS3-3: Pre -Trial
Cost avoidance/savings by helping
2,100
2,400
2,550
Services. Reduce
manage overcrowding and high expense
Defendant
Defendant
Defendant
cost of pretrial
incarceration.
of operating the jail;
interviews
interviews
interviews
Pretrial release &
700
800
950
supervision services
Defendants
Defendants on
Defendants on
assure court
appearances and
reduce new crime
commission by
defendants released
on bond
Potential cost avoidance
on
supervision
$3,000.000
supervision
$3,500.000
supervision
$4,300.000
Low failure to appear rate for court
4% Failure
4% Failure to
4% Failure to
appearances and re -arrest of defendants
under pretrial services supervision.
to Appear
Appear
Appear
5%
5%
5%
Commission
Commission of
Commission of
of new crime
new crime
new crime
TBD
PS3-4: Adult
Diversion Services.
Provides persons
opportunities to
make changes in
Cost avoidance/savings by diverting
persons from jail incarceration and entry
into criminal justice system.
TBD
TBD
TBD
their lives and avoid
further penetration
into the criminal
justice system.
Access to rehabilitative services for
persons in the program.
TBD
TBD
TBD
Reduced criminal case filings by District
TBD
TBD
Program assists and
reduces costs to the
Attorney.
TBD
DA's Office, Courts
and Jail.
Low new crime commission rate and
high successful completion rate.
TBD
TBD
225
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 1000-24200 & 24220
DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized
under Title 17, Article 27 of the Colorado Revised Statute to administer funds allocated by the
Colorado legislature through the Division of Criminal Justice (DCJ) for administration and
placement of offenders into community corrections programs. The Weld County Community
Corrections Board, under the authority of the Board of Commissioners of Weld County,
sub -contracts with selected vendors to provide residential and/or non-residential supervision
services of adult felony offenders sentenced directly to these programs, or in lieu of, or as a
transition from prison.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 37,179
$ 50,564
$ 52,549
$ 52,549
Supplies
900
900
900
900
Purchased Services
2,061,101
2,259,649
2,543,691
2,543,691
Fixed Charges
26,961
25,042
29,080
29,080
Capital
0
0
0
0
Gross County Cost
$ 2,126,141
$ 2,336,155
$ 2,626,220
$ 2,626,220
Revenue
2,126,141
2,336,155
2,626,220
2,626,220
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: All costs are paid by State funds; no costs to the County. There
has been increase in utilization by local Courts and the Department of Corrections. Average
daily residential population at facility has steadily increased from 132 to 169 offenders.
Increased funds have been secured to place additional 22 offenders at facility and for county
administration: Funding for 2012 will include $1,381,284 for Residential Diversion services,
$953,086 for Residential Transition/Condition of Parole services, $125,553 for Non -Residential
services, $65,289 for Offender Treatment Support Services and $101,008 for Corrections
Board administration & activities. There is stable funding to support Intensive Supervision
Program (ISP) of certain Inmates/Parolees under the supervision of DOC, plus two (2%)
percent of funds remains with Weld County ("above and beyond revenue").
The County has renewed the Subcontract and Lease Agreement with vendor to provide
services at Community Corrections Facility and for ongoing electronic monitoring and
substance abuse testing of offenders in the community under DOC supervision. There has
been developed an Intensive Residential Treatment (IRT) programming for certain offenders at
facility. Revenue from the lease of $271,572 is budgeted under Budget Unit #90100.
226
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200/24220
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Intervention Community Correction Services:
Daily Populations of Residential Transition, 222 236 236
Residential Diversion beds, Non -Residential
Diversion slots and IRT Placements
ADP Totals:
222 236 236
Efficiency Measures
FTE's per 10,000/capita
0.0393
0.0386 0.0375
227
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200/24220
Goal PS -3: Provide safe, constructive and less expensive alternatives to use of jail and prisons; promote an
accountable, coordinated justice system that focuses on present and future needs of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS3-1:
Community
Corrections -
Provide safe,
community based
Cost savings by providing a less costly
alternative jail and prison
incarceration for adult convicted
offenders;
155 residential
(ADP);
67 non
residential
155 residential
(ADP);
67 non
residential
169 residential
(ADP);
67 non
residential
correctional
placement for
eligible adult
offenders who are
ordered by the
Courts and/or
Recidivism rates for offenders,
completing the Community
Corrections Program is substantially
lower after release than offenders
either released from prison or placed
directly on parole.
2%
2%
2%
Department of
Corrections.
Ensure offenders
are given
opportunities &
access to resources;
treatment and
employment
services, while
living in staff-
secure correctional
setting
All offenders participate in some form
of educational and/or vocational
programming.
Receive, manage, and process all
community corrections funds from the
State;
Cost avoidance/savings ratio of
Community Corrections Programs to
County.
300
$2,126,141
$2,800,000
300
$2,336,155
$3,000,000
300
$2,626,220
$4,000,000
228
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100
DEPARTMENT DESCRIPTION: Building Inspection administers building codes and makes
on -site inspections during each phase of construction to insure minimum requirements are met.
The Department also assists Weld County citizens in understanding and applying the
International Building Code for utmost construction safety.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 709,788
$ 686,011
$ 743,583
$ 743,583
Supplies
47,526
61,000
61,000
61,000
Purchased Services
55,085
76,225
76,225
76,225
Fixed Charges
100,971
108,849
108,099
108,099
Capital
0
0
0
0
Gross County Cost
$ 913,370
$ 932,085
$ 988,907
$ 988,907
Revenue
2,231,043
850,000
1,200,000
1,200,000
Net County Cost
$ - 1,317,673
$ 82,085
$ -211,093
$ -211,093
Budgeted Positions
9
10.25
10.25
10.25
SUMMARY OF CHANGES: Overall, the Net County Cost of the Building Inspection budget
has been reduced by $293,178 from the 2011 request. The reduction is due to an increase of
$350,000 to projected revenue. Note that projected revenue is offset by an increase of $57,572
to Personnel Services due to funding an additional building inspector mid -year.
FINANCE/ADMINISTRATION RECOMMENDATION: Mid -year the Board authorized filling of
an additional building inspector position due to increased oil and gas activity. Recommend
continuation of funding of the position in 2012. All other items recommended. The increased oil
and gas activity justifies the increase in the projected revenues.
BOARD ACTION:
229
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of inspections performed
Avg. # of inspections per building permit
Number of Inspectors
18,800 18,540 18,540
15.5 15.5 15.5
4 4.25 4.5
Number of inspections per inspector daily 1,177 1,817 1,716
Number of Bldg Compliance violations 172 144 144
Number of Bldg Complaints 68 77 77
Number Compliance cases closed 202 223 223
Number of miles driven by inspectors 124,890
Number of inspectors performing
Combination Residential Inspections 2 2.5 2.5
Plans Examiner/Inspector-On-Call Work Outputs)
Number of Plans Examiners 1 1.33 1.5
# of major plan reviews 281 243 245
# of minor plan reviews 1,129 1,094 1,095
Technical Support Work Outputs
# of building permits processed(if this is 2,278 2,609 2,609
changed to issued permits, these numbers
would change)
Efficiency Measures
FTE's per 10,000/capita 0.356 0.347 0.375
Per capita gross cost $ 3.61 $3.59 $3.72
126,850 129,238
230
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU5: Ensure safe construction throughout unincorporated Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU5-1: Conduct
safe and quality
plan reviews and
inspections
following
adopted codes
Attendance at 2 ICC classes (7 staff)
Maintenance of appropriate certifications
12
100%
12
100%
14
100%
Goal LU-6: Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors,
and builders through education.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU6-1: To ensure
current and updated
information is
available to the
public on handouts
and website
Revise handouts and update website
quarterly
100%
100%
100%
Ensure routine
communication
with builders and
contractors
Host/attend two Building Trades
Advisory meetings per year
2
2
2
Ensure inspectors
have more handouts
in the field for a
non -technical
audience
Plans examiner present to the Building
Official any changes to code quarterly
4
4
4
Consistent
inspections
conducted in the
field
Provide "team training" in the field to
ensure consistency by inspectors
1
2
3
231
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU7: Maintain quality, professional and timely site inspections.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU7-1: Maintain a
record of permit
expirations and
inspections to
ensure permits are
current.
Percentage of current inspections
1%
1%
1%
Provide 24 hour
turnaround time for
inspections.
Percentage of 24 hour turnaround
inspections(measured by complaints)
99.5
99.5
99.5
Ensure timeliness
of entering
inspections and
appropriate follow-
up.
Maintain proficiency in Accela to ensure
information is updated and available
80%
90%
90%
Provide plan
review turnaround
within current
policy time frame.
Review plans in a timely manner current
with policy time frame — measurable by corn
plaints
98%
99%
100%
Return customers
call and questions
within 24 hours.
Measurable by number of complaints
annually
96%
98%
100%
Maintain quality
customer service
with existing staff
levels
Measurable by annual complaints
96%
98.5
100%
232
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 265,808
$ 284,519
$ 284,519
$ 284,519
Supplies
54,809
62,100
69,425
69,425
Purchased Services
139,114
156,375
149,050
149,050
Fixed Charges
6,127
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 465,858
$ 502,994
$ 502,994
$ 502,994
Revenue
6,042
10,000
6,000
6,000
Net County Cost
$ 459,816
$ 492,994
$ 496,994
$ 496,994
Budgeted Positions
g
2 FTE
4 PT
r 2 FTE
4 PT
2 FTE
4 PT
2 FTE
4 PT
SUMMARY OF CHANGES: Supplies increased $7,325 and Purchased Services decreased
$7,325 as expenses from Repair and Maintenance Buildings were moved to Other Operating
Supplies. Because chemicals are used on both public and county property, the total expense
should be budgeted in one line item.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
233
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
All operations will meet established codes,
polices, and procedures
100% 100%
Attendance at all safety meetings 95%
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.119
$1.95
95%
.116
$1.90
100%
95%
.113
$1.87
Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious weed
control) on County property and assist land owners with compliance with the law through
public education and assistance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW9-1: Weed
operations will meet
established codes,
policies, and
procedures.
100% accuracy 100% of the time
100%
100%
100%
TPW9-3: Roads
spot treated for
noxious weeds
95% accuracy 100% of the time
90%
90%
90%
234
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs;
development referrals; field survey operations to establish line and grade control; administrative
and inspection work in utility and subdivision construction; performs laboratory tests to
determine soil properties, construction and materials quality; all phases of highway engineering,
bridge engineering, design and construction inspection.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,812,740
$ 1,821,762
$ 1,834,262
$ 1,834,262
Supplies
54,489
59,100
81,900
81,900
Purchased Services
468,377
596,750
554,920
554,920
Fixed Charges
5,298
0
0
0
Contra
- 587,626
-586,349
-602,088
-602,088
Gross County Cost
$ 1,753,278
$ 1,891,263
$ 1,868,994
$ 1,868,994
Revenue
0
0
0
0
Net County Cost
$ 1,753,278
$ 1,891,263
$ 1,868,994
$ 1,868,994
Budgeted Positions
20
20I
20
I 20
SUMMARY OF CHANGES: Personnel Services increased a total of $12,500 as Salaries was
increased $13,000 to fund a construction/geotech intern for 2012 and Uniforms and Clothing
was decreased by $500 for reimbursement for two employees. Supplies increased a total of
$22,800 as Small Items of Equipment was decreased $700 for anticipated needs for 2012 and
Computer Software and Attachments was increased $23,500 for maintenance of existing
computer programs which previously had not been included in budgeted figures.
Purchased Services decreased a total of $41,830 for the following: Memberships and
Registrations increased $470 for registration for the nuclear gauge; Engineering and
Architectural decreased $25,000 based on CIP projects for 2012; Other Professional Services
decreased $22,300 based on decreased environmental study needs; Vehicle Expenses
increased $4,500 due to anticipated rising fuel costs; Training increased $500 based on
anticipated training needs for 2012. Chargeback amount to Planning for development services
is $602,088.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Costs for the
intern ($13,000) are being paid for by offsetting reductions in other areas.
BOARD ACTION:
235
GENERAL ENGINEERING
(CONTINUED)
1000-31100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 5
Number of construction projects completed 4
Number of plats reviewed 568
7
5
450
7
7
450
Goal TPW8: Provide
highway engineering
engineering services including design, development, inspections, and all phases of
bridge engineering and construction ins ection and testing.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW8-1: Capital
Improvement
95% accuracy 100% of the time
99% accuracy 100% of the time
100%
100%
100%
100%
100%
100%
95% accuracy 100% of the time
100%
100%
100%
TPW8-2:
Construction Testing
95% accuracy 100% of the time
99% accuracy 100% of the time
100%
100%
100%
100%
100%
100%
TPW8-3:
Development
99% accuracy 100% of the time
100%
100%
100%
Review
99% accuracy 100% of the time
100%
100%
100%
TPW 8-4: Five Year
Plan
90% accuracy 100% of the time
100%
100%
100%
236
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MISSILE SITE PARK
BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100
DEPARTMENT DESCRIPTION: Maintains Missile Site Park which includes camp grounds and
related equipment, as well as the missile silo and archive storage areas. Also provides security
for the park.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 44,256
$ 45,579
$ 45,579
$ 45,579
Supplies
6,331
2,400
4,025
4,025
Purchased Services
27,099
24,100
26,000
26,000
Fixed Charges
282
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 77,968
$ 72,079
$ 75,604
$ 75,604
Revenue
2,626
1,900
2,000
2,000
Net County Cost
$ 75,342
$ 70,179
$ 73,604
$ 73,604
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: Budget has a net increase of $3,425. Revenues from camping
fees are up $100. Expenses are up $3,525 with $1,900 attributed to increased utility costs, and
$1,625 for operating supplies to maintain the park.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increases for
utilities and operating supplies are necessary.
BOARD ACTION:
237
MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
650 600 625
0.040
$0.298
0.039 0.038
$0.271 $0.277
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
238
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and
future park projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
32,000
29,000
29,000
29,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 32,000
$ 29,000
$ 29,000
$ 29,000
Revenue
0
0
0
0
Net County Cost
$ 32,000
$ 29,000
$ 29,000
$ 29,000
Budgeted Positions
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration, with Windsor and Greeley, of the Poudre River Trail. This represents $18,000
towards the staff position and $11,000 towards maintenance. The budget is the same as last
year. The Board agreed, in April, 2004, to fund the County's share. A new IGA was developed
in 2006, which includes full maintenance and administration of the trail, with each party paying
one-third of the costs. The City of Greeley actually does the maintenance and administration
through its Parks Department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit
consolidates all spending on trail maintenance and development, as well as any new park
development. Recommend the $29,000 for maintenance of the Poudre River Trail. No other
projects have been requested for 2012.
BOARD ACTION:
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley -
Weld County Airport.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$
$
0
$
0
Supplies
0
0
0
0
Purchased Services
1,974
$ 7,895
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,974
$ 7,895
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$1,974
$ 7,895
$
0
$
0
Budgeted Positions J
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Greeley -Weld County Airport did not submit a funding request
for 2012. For 2012 the only airport capital project is to acquire a multi -use tractor system for the
upkeep of the runway and taxiway areas of the airport. Due to the fact this is not an
infrastructure improvement project for the airport no local funding is required. The airport will be
applying for a 2012 Colorado Discretionary Aviation grant to fund the tractor system, but no
local match from the county or the city is required for the grant.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
240
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs Transfer - - 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the sixteen senior centers
throughout the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
10,625
10,360
10,360
10,360
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 10,625
$ 10,360
$ 10,360
$ 10,360
Revenue
0
0
0
0
Net County Cost
$10,625
$ 10,360
$ 10,360
$ 10,360
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $10,360 is the same as 2011. The
funds will be equally divided among the sixteen senior centers throughout Weld County. Each
site determines how the money can best be spent to benefit their senior program
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
241
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management - - 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management, and Little Dry Creek Watershed Group.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
9,616
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 9,616
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
$ 9,616
$ 10,000
$10,000
$ 10,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget is the same as 2011, and includes dues for the North
Front Range Water Quality Planning Organization ($9,000) and membership for the Big
Thompson Watershed Forum ($1,000).
Membership for the Little Dry Creek Watershed Group ($4,500) is included in the other Public
Works (Budget Unit 2000-32500) budget since it involves drainage issues and not water quality.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in
NFRWQPO and Big Thompson Watershed Forum.
BOARD ACTION:
242
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the developmentally
disabled citizens of the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
39,206
38,225
75,000
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 39,206
$ 38,225
$ 75,000
$ 38,225
Revenue
0
0
0
0
Net County Cost
$ 39,206
$ 38,225
$ 75,000
$ 38,225
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Envision has requested the county fund $75,000 to partially fund
the administrative functions related to the delivery of services excluded in the current State
funding mechanism. Significant budget changes at the federal and state levels have resulted in
less income. The change to a fee for service model has taken away Envision's flexibility to set
local individual rates and to direct funds to clients according to their needs. The changes have
caused Envision to struggle financially the last three years. As a result, Envision is asking the
county to fund the administrative functions excluded in the changes to the federal and state
funding mechanism. The current funding level is $38,225. The recommended 2012 funding
level is $38,225, which is the same level as 2011, like all other outside agencies
FINANCE/ADMINISTRATION RECOMMENDATION: Finance does not dispute that Envision
has a major financial challenge, but it is not recommended that the county provide additional
funding to go towards solving the problem. Envision is going to have to continue to change its
programs and business model to adapt to the new funding methods of the state and federal
government, like the county often has to do.
243
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-50130
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): In Envision's request it
states that Colorado Revised Statute (C.R.S.) 27-10.5-104, which established the Community
Centered Board system in Colorado, contains the intent that state funding should be
supplemented by local funds. Finance disputes that claim in light of the 2008 amendment to
Section 27-10.5-104(7)(a), C.R.S. Prior to 2008, the statute stated that there should be five
percent local funding. With the 2008 amendment to Section 27-10.5-104(7)(a), C.R.S., the
local funding reference was removed and only references state and federal funding, except for
certain required local school district funds specified in the statute. With the 2008 amendment
there is no requirement for local funding from the county, not even the $38,225 recommended.
Envision has the option of asking the voters of Weld County for a dedicated mill levy, up to one
mill. The ballot issue seeking a mill levy failed a few years ago.
BOARD ACTION:
244
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
170,971
168,225
168,225
168,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 170,971
$ 168,225
$ 168,225
$ 168,225
Revenue
0
0
0
0
Net County Cost
$ 170,971
$ 168,225
$ 168,225
$ 168,225
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The request from North Range Behavioral Health is for $108,225,
the same as the current year. $60,000 is included for the Drug Court program to match a grant
in Probation to treat clients with substance abuse problems.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
245
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place - - 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to
young victims of child abuse and non -offending family members.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
9,775
9,530
9,530
9,530
Fixed Charges
0
0
0
0
Contra Account
- 2,750
- 2,750
- 2,750
- 2,750
Gross County Cost
$ 7,025
$ 6,780
$ 6,780
$ 6,780
Revenue
0
0
0
0
Net County Cost
$ 7,025
$ 6,780
$ 6,780
$ 6,780
Budgeted Positions J
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The base contract of $9,530 is the same as 2011. Program is
used by the Sheriff's office, District Attorney, and Social Services. Social Services will
reimburse the General Fund $2,750.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
246
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for
retiree health benefits.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Retirement Fund for the
administrative costs of the program. The Board agreed, in 2007, to resume paying the costs to
free up funds for retiree cost -of -living adjustments in the Retirement Fund. At the Retirement
Board's meeting in May, 2009, they suspended cost -of -living funding for retirees until the
retirement plan is 75% fully funded.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
247
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
12,351
12,351
12,351
12,351
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net County Cost
r
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budgeted Positions
n/a
r
n/a
n/a
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the
Area Agency on Aging administration match.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: .
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Human Services Fund.
248
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
3,051,901
3,202,068
3,486,544
3,486,544
Capital
0
0
0
0
Gross County Cost
$ 3,051,901
$ 3,202,068
$ 3,486,544
$ 3,486,544
Revenue
0
0
0
0
Net County Cost
$ 3,051,901
$ 3,202,068
$ 3,486,544
$ 3,486,544
Budgeted Positions
n/a
I ---
n/a
n/a
n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Health Fund.
249
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's
economic development program through the Upstate Colorado Economic Development, a
public/private non-profit organization. Starting in 2009, the County began contributing to the
Small Business Development Center, in addition to Upstate Colorado Economic Development.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
1,037,476
87,000
87,200
87,000
Gross County Cost
$ 1,037,476
$ 87,000
$ 87,200
$ 87,000
Revenue
942,124
0
0
0
Net County Cost
$ 95,352
$ 87,000
$ 87,200
$ 87,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Upstate Colorado Economic Development requested $79,700,
which is the same as 2011. Small Business Development Center (SBDC) requested $7,500,
which is $200 more than 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: To be consistent with all other outside
agencies that are being funded at the 2011 level only $7,300 is recommended for SBDC.
Upstate is recommended at their requested level of $79,700.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
250
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase
contracts from Correctional Facility and the Administrative Building for building rents.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
Budgeted Positions
n/a
I
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the County's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
251
LEASE -PURCHASE AGREEMENTS
The following supplemental data regarding lease -purchase agreements involving real property
is required under Section 29-1-104(2)(d), C. R. S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements
involving real property $ -0-
B. The total maximum payment liability of the
local government under all lease -purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements other
than those involving real property
D. The total maximum payment liability of the
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
$ -0-
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
262,080
85,500
85,500
85,500
Purchased Services
342,631
305,000
328,000
328,000
Fixed Charges
16,766
122,000
99,000
99,000
Gross County Cost
$ 621,477
$ 512,500
$ 512,500
$ 512,500
Revenue
59,930,795
58,207,287
61,073,377
61,073,377
Net County Cost
$-59,309,318
$ - 57,694,787
$ - 60,560,877
$ - 60,560,877
SUMMARY OF CHANGES: On the expense side, this budget's total is unchanged from 2011.
Line item amounts have been adjusted to reflect recent expenditure patterns.
Revenues are up $2,866,090 over the current year. Property taxes are budgeted at
$56,211,543, up $3,093,388. Interest earnings are projected to be down $550,000 with rates
projected to remain low in 2012. Tobacco tax revenues are down $86,000 since the state is no
longer sharing back a portion of the tax with local governments until the state budget picture
improves. Rents from Buildings are down $12,636 for a total of $454,534 from Social Services
($166,234), PS Trophy ($16,800), and the Community Corrections Building ($271,500). The Ft.
Lupton Buildings ($31,500) is no longer rented. Oil and gas leases are projected to be up
$250,000 at $1,000,000, recovery of indirect costs are $900,000, and revenues from Urban
Renewal Authorities (URA) are budgeted at $439,671 for Brighton URA and $2,739 for South
Firestone URA. Other smaller revenues are stable with little change. Total revenues are
$61,073,377.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. There are no
funds appropriated for personal property tax incentive credits in 2012. In the final budget, the
Board will need to decide the amount and companies to receive them. The amount determined
will be appropriated in account 1000-90100-4116 Property Tax Adjustment, with an offsetting
equal amount in account 1000-90100-4117 Personal Property Tax Incentives.
Per a work session on June 13, 2011, the Commissioners directed staff to include $5,000 in
Memberships account for the dues for Accelerate Colorado in 2012. Te $5,000 was transferred
from the Miscellaneous line item, so the overall budget did not increase.
BOARD ACTION:
253
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120
DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health
benefits.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 660,000
$
0
$
0
$
0
Gross County Cost
$ 660,000
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$ 660,000
$
0
$
0
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45,
employers must account for the actuarial cost of post -employment benefits paid to retirees.
Weld County's only program outside of the retirement program is the payment of health
insurance benefits to retirees. Under GASB 45 an estimated actuarial amount is needed to be
reserved to recognize the cost of the benefit in periods related to when services are received by
the employer (Weld County). However, with the changes described below, funding is no longer
needed in this budget unit. Based upon the reserve amount in the Other Post Employment
Benefits (OPEB) Trust and the amount paid out each year for active retirees in department
budgets, the reserve requirement is being met.
FINANCE/ADMINISTRATION RECOMMENDATION: On July 21, 2010, the Board amended
the Other Post Employment Benefits (OPEB) Plan to stop coverage for any eligible retiree,
effective June 30, 2012, that did not have a signed retiree health agreement as of July 21,
2010. This change was in response to the passage of the Patient Protection and Affordable
Care Act (PPACA) creating gap insurance coverage for early retirees through state insurance
exchanges, effective January 1, 2014. Retirees impacted can obtain insurance coverage under
COBRA from July 1, 2012, to January 1, 2014. As a result of this Board action, the OPED Plan
will be fully funded as of 2012 and no longer requires additional contributions.
BOARD ACTION:
254
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
14,905
64,728
69,250
69,250
Gross County Cost
$ 14,905
$ 64,728
$ 69,250
$ 69,250
Revenue
0
0
0
0
Net County Cost
$ 14,905
$ 64,728
$ 69,250
$ 69,250
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR
Promises for Children $ 5,000
Convention & Visitors' Bureau 4,144
211 Information and Referral 21,775
Youth and Family Connection 27,594
Senior Resource Services 0
Audio Information Network 6 215
Total $64,728
REQUEST
$ 5,000
4,144
21,775
27,594
5,000
5.737
RECOMMEND
$ 5,000
4,144
21,775
27,594
5,000
5 737
FINAL
$ 5,000
4,144
21,775
27,594
5,000
5 737
$69,250 $69,250 $69,250
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following is the
recommendation for each agency:
Promises for Children. The Board, in May, 2004, made a commitment to fund this
program along with other partners in the community. A request for $5,000 was made.
This is the same as 2011. Recommend approval.
Convention & Visitor Bureau has requested $4,144 this year for visitor guides. This is
the same as 2011. Recommend approval.
211 Information and Referral has requested $21,775 for the 211 information and
referral system operated by United Way. This is the same as 2011. Recommend
approval.
255
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Audio Information Network of Colorado (formerly Radio Reading Service of the
Rockies) has requested $5,737 to provide radio reading services for the visually
impaired in Weld County. Recommend approval.
Youth and Family Connections (formerly the Juvenile Assessment Center) has
requested the funding level of $27,594 as Weld County's share of law enforcement
support. This is the same as 2011. Recommend approval.
Collaborative Management Program (formerly the Interagency Oversight Group) was
funded last year, in the amount of $36,000, to cover the contribution to the lOG for
Human Services, Health Department, and District Attorney. Human Services paid the
amount in 2011, so no General Fund dollars are required. To strategically help the
TANF allocation the assessment will be paid by the Social Services Fund in this budget
unit for 2012. Recommend approval.
Senior Resource Services has not been funded in the past. The agency provides
transportation services to the elderly by using volunteer drivers. The program
compliments the county minibus service for seniors and is very cost effective. The funds
would go towards insurance for volunteer drivers ($750) and volunteer coordinators
($4,250). There is a growing need for senior transportation and this program is very cost
effective. Even though this is a new outside agency funding is recommend due to the
need for senior transportation and the program compliments the county minibus
program.
BOARD ACTION:
256
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION
BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research -based
education for agricultural, environmental, and consumer issues.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 241,806
$ 289,644
$ 289,644
$ 289,644
Supplies
4,457
9,300
9,300
9,300
Purchased Services
36,061
43,200
43,200
43,200
Fixed Charges
235
0
0
0
Capital
0
0
0
0
Gross County Cost
$282,559
$ 342,144
$ 342,144
$ 342,144
Revenue
0
0
0
0
Net County Cost
$ 282,559
$ 342,144
$ 342,144
$ 342,144
Budgeted Positions
12.08
r 12.08
12.08
12.08
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
257
EXTENSION
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment 926 950 950
Efficiency Measures
FTE's per 10,000/capita .478 .466 .454
Per capita cost (county support) $1.12 $1.32 $1.29
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's
goals and objectives are part of a separate CSU Extension's published document available
through Colorado State University.
258
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County Fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 7,590
$ 17,950
$ 20,252
$ 20,252
Supplies
68,093
0
0
0
Purchased Services
590,133
290,995
288,693
288,693
Fixed Charges
57
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 665,873
$ 308,945
$ 308,945
$ 308,945
Revenue
547,085
250,000
250,000
250,000
Net County Cost
$ 118,788
$ 58,945
$ 58,945
$ 58,945
Budgeted Positions
0.3
0.3
0.5
0.5
SUMMARY OF CHANGES: No change in net county cost. Mid -year the Board did authorize a
0.5 FTE for the Fair Coordinator position funded within the overall budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 7,219 7,376 7,400
Exhibitors registered 2,436 2,489 2,500
Efficiency Measures
Per capita cost (county support) $0.470 $0.227 $0.221
259
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Veteran's Office - - 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to veterans of Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 62,652
$ 63,479
$ 63,479
$ 63,479
Supplies
1,061
300
300
300
Purchased Services
4,162
5,350
5,350
5,350
Gross County Cost
$ 67,875
$ 69,129
$ 69,129
$ 69,129
Revenue
1,200
2,400
2,400
2,400
Net County Cost
$ 66,675
$ 66,729
$ 66,729
$ 66,729
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: No change. In the final state budget the $2,400 stipend for the
Veteran's Services Officer was funded for another year. On June 21, 2011, Board approved
retitling of the Veteran Counselor to Assistant Veterans' Officer. No change in pay grade.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files
Office visits
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support
825 825
3,000 3,000
0.040 0.039
$0.264 $0.257
825
3,000
0.038
$0.251
Goal HHS5: Assist in providing veterans access to eligible state and federal benefits to meet their needs.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HHS5-1: Insure all
veterans seeking
assistance receive all
eligible benefits
Percentage of served veterans receiving all
eligible benefits
95%
95%
95%
260
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building
(Event Center).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
70,369
78,975
82,395
82,395
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 70,369
$ 78,975
$82,395
$82,395
Revenue
0
0
0
0
Net County Cost
$ 70,369
$ 78,975
$82,395
$82,395
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2012 is $322,787, which
is an increase from the 2011 budget of $12,395 or 3.8%. This is approximately the same
amount budgeted in 2010. Revenue from rents and facility use fees for 2012 will increase
$5,000 to $158,000. The County payment for the Event Center is proposed to be $82,395
which is an increase of $3,420 from the 2011 payment of $78,975 or 4.2%. The City of Greeley
will also contribute $82,395 for 2012 per the intergovernmental agreement between Weld
County and the City of Greeley for the operation of the facility.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
261
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-9999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$ 2,669,907
$ 2,669,907
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 2,669,907
$ 2,669,907
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects a 10 percent increase in health insurance costs.
2012 salary increases are a policy issue for the Board, but there are funds for step increases
due employees in 2012 and a 3.0 percent contingency salary amount included in this budget.
The added 3.5 percent to fully fund the annual retirement contribution (ARC) amount is included
in the budget per the July 11, 2011, work session decision. There are no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION:
262
VITBLIC WORKS
FuND
PUBLIC WORKS
Revenue Changes
0
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$0
mm my , 0 d' a+ m5 �.km J5
h� 'Sa+ m Sao G C tea+ O� gym°
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2012 Revenue
Total $53,414,191 (2011 $41,912,191)
Fund Balance,
$22,800,000, 43%
Licenses/Permits,
$400,000, 1%
Property Taxes,
$6,987,191, 13%
Severance Tax,
$2,400,000, 5% Other Taxes,
$6,330,000, 12%
Federal/State,
$700,000, 1%
Miscellaneous,
$3,947,000, 7%
Highway Users Fee,
$9,850,000, 18%
263
PUBLIC WORKS
2012 EXPENDITURES
Total $35,245,942 (2011 $27,110,957)
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
Bridge Construction
$3,742,656 11%
Municipalities
$1,676,452 5%
Pavement Mangement
$5,751,881 16%
v
Motorgrader
$6,179,232 18%
Maintenance Support
$1,411,1354%
Trucking $3,895,863
11%
Public Works
$10,335,147 29%
EXPENDITURE CHANGES
Mining $1,542,083 4%
Adminstration
$711,493 2%
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264
SEVEN YEAR TREND
Public Works
$40
$35
$30
$25
$15
$10
$5
$0
2006
2007
2009
2010 201" 2012
265
PUBLIC WORKS FUND SUMMARY
The Public Works Fund records all costs related to Weld County road and bridge construction
and maintenance. This fund is also utilized for allocation of monies to cities and towns for use
in their road and street activities. The resources for 2012 total $53,414,191, which includes a
fund balance of $22,800,000, in addition to the revenue shown in the budget. Property tax is set
at $6,987,191. Specific ownership tax is estimated to be $6,330,000, the same as 2011.
Regular HUTF is at $8,040,000 due to people driving less and more fuel efficient vehicles.
However, with the passage of SB09-109, Weld County will receive $1,810,000 from the added
HUTF revenue resulting from this new legislation. Total HUTF will be $9,850,000, up $320,000.
Other revenues include $1,792,000 from transportation impact fees. Permit revenues are
budgeted at $400,000. Motor vehicle registration fees are up $50,000, federal mineral leases
are up $50,000, and grazing fees are up $10,000.
Other revenues from project reimbursements total $3,947,000, which are up $3,112,000.
Transportation impact fees are budgeted at $1,792,000. Reimbursements for the intersection of
CR 23/SH 392 project include $1,820,000 from CDOT, $100,000 from Severance and $100,000
from Windsor. There is also a grant of $135,000 from Union Pacific Railroad for the crossing
improvement on WCR 80. Severance tax is budgeted at $2,400,000, up $800,000 for 2012. In
accordance with the policy adopted by the Board of County Commissioners in 2010, the
severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the
revenue created by the price and production levels of oil and gas commodities.
The budgeted appropriations for Public Works in 2012 total $35,245,942 up $9,134,985.
Municipal share back is funded at $1,676,452. Budget reflects a 10% increase in health
insurance costs. 2012 salary increases are a policy issue for the Board, but there are funds for
step increases due employees in 2012 and a 3% contingency salary amount included in this
budget for a total of $225,389.
The overall Public Works budget has been impacted $885,247 due to the increase in fuel costs.
The Other Public Works budget is up $7,495,575 based on the Capital Improvement Plan (CIP).
$4,000,000 has been added for the Haul Route Program (HARP). HARP is to improve roads
impacted by the oil and gas industry's heavy hauling on county roads due to the new
exploration. The Haul Route Program road improve plan has been developed in conjunction
with the energy industry to identify haul routes that need to be improved to accommodate the
heavy hauling traffic and address safety issues. Contract payments increased $2,444,000 for
CIP projects, including the intersection of WCR 23 and SH 392 ($2,840,000) and LVR (Low
Volume Road) costs. Strategic Roads increased $1,021,575 based on CIP projects which
include the grant match for UPRR grant on WCR 80 ($135,000), and the intersections of WCR
49 and WCR 54 ($65,000), WCR 55 and SH 392 ($925,575), and WCR 60.5 and WCR 53
($169,000). Strategic Road ROW and utility costs include funds for the intersections of WCR 55
and SH 392 ($61,500) and WCR 60.5 and WCR 53 ($50,000). Grants decreased $80,000 as
there will be no bridge grants in 2012. ROW Purchases and utility relocations increased
$110,000 based on CIP projects which include the project at WCR 28-7/9.5 ($30,000) and
Bridge/Road at 42/29A ($70,000). Pavement Management is funded at an increased level of
$192,274, with $3,100,000 included for asphalt purchases. Overtime the department has been
reduced where possible. Seasonal staffing is maintained at the current level. Other operating
budgets for road and bridge maintenance are funded at near the 2011 funding level. With some
operational economies to offset fuel costs the current service level should be able to be
maintained with the funding recommended.
The 2012 Public Works Capital Improvements Plan is available on the county web site at
http://www.co.weld.co.us/departments/public works/index.html.
266
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 29-1-110, C. R. S., 1973, at a public hearing on the budget, Weld
County must discuss the proposed use of its allocation of highway users tax fund monies and
the County Public Works Fund and provide an opportunity for any elector to be heard on the
expenditure of such monies for the current year and for the fiscal year governed by the
proposed budget.
The proposed use of the 2012 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition
Maintenance Support
Trucking
$ 6,179,232
1,411,135
2,259,633
TOTAL $ 9,850.000
267
CONSTRUCTION BIDDING FOR
STATE -FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701 through 707, C.R.S., as amended, cities or counties of
30,000 persons or more are required to bid projects of over $150,000. Local governments are
required to bid competitively among private contractors for projects using Highway Users Tax
Fund money (state funded projects), and are prohibited from dividing projects into two or more
projects to evade provisions of the act.
"State -funded public project" means any construction, alteration, repair, demolition, or
improvement by any agency of local government of any land, structure, facility, road, highway,
bridge, or other public improvement suitable for and intended for use in the promotion of the
public health, welfare, or safety and any defined maintenance project which is funded in whole,
or in part, from the highway users tax fund and which may be reasonably expected to exceed
$150,000 in the aggregate for any fiscal year.
"Defined maintenance project" means any project that involves a significant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other
public improvement, including, but not limited to, repairing or seal coating of roads or highways
or major internal or external reconstruction or alteration of existing structures. "Defined
maintenance project" does not include routine maintenance activities such as snow removal,
minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads,
repainting, replacement of floor coverings, or minor reconstruction or alteration of existing
structures.
Based upon the above definitions, Weld County's Public Works 2012 budget would be allocated
as follows by the above categories:
TOTAL
Bridge Construction $ 3,742,656
Maintenance of Condition 6,179,232
Maintenance Support 1,411,135
Trucking 3,895,863
Mining 1,542,083
Administration 711,493
Pavement Management 5,751,881
Municipalities 1,676,452
Public Works:
Miscellaneous 197,500
Strategic Roads 1,406,075
Haul Route Program (HARP) 4,000,000
Part-time 727,572
Contract 4,004,000
TOTAL
HUTF STATE
$ 0
6,179,232
1,411,135
2,259,633
0
0
0
0
LOCAL/OTHER
$ 3,742,656
0
0
1,636,230
1,542,083
711,493
5,751,881
1,676,452
0 197,500
0 1,406,075
0 4,000,000
0 727,572
0 4,004,000
$35.245.942 $ 9.850.000
$25.395.942
Based upon the above allocation, Weld County is not required to competitively bid any service.
However, it is anticipated that Weld County will bid out $3,100,000 in asphalt purchases and
contracts for overlays and reconstruction, and chip and seal of $1,140,000, for a total of
$4,240,000 in bid projects for 2012. A major portion of the $1,406,075 earmarked for Strategic
Roads and $4,004,000 for contracts may also be contracted, which raises the potential bid
project amount to $9,650,075 Maintenance of effort requirement was eliminated by the 1994
State Legislature, effective with the 1995 budget; therefore, it is not demonstrated in this budget
document.
268
PUBLIC WORKS
SUMMARY OF REVENUES
2012
:und Org Acct Account Title
TAXES
2000 90100 4112 CURRENT PROPERTY TAXES
2000 90100 4130 SPECIFIC OWNERSHIP TAXES
2000 90100 4140 SEVERANCE TAXES
TOTAL TAXES
PERMITS
2000 90100 4221 PERMITS
2000 90100 4312
2000 90100 4316
2000 90100 4318
2000 90100 4334
2000 90100 4338
2000 90100 4340
INTERGOVERNMENTAL
MINERAL LEASING
GRAZING ACT
PAYMENT IN LIEU OF TAXES
HIGHWAY USER
MOTOR VEHICLE REG
GRANTS
TOTAL INTERGOVERNMENTAL
OTHER
2000 90100 4680 OTHER
TOTAL PUBLIC WORKS
2011 2012
Budget Request
2012 2012
Recommend Final
6,987,191 6,987,191 6,987,191
6,330,000 6,330,000 6,330,000
1,600,000 2,400,000 2,400,000
14,917,191 15,717,191 15,717,191
400,000 400,000 400,000
150,000 200,000 200,000
80,000 90,000 90,000
20,000 20,000 20,000
9,530,000 9,850,000 9,850,000
340,000 390,000 390,000
140,000 0 0
10,260,000 10, 550, 000 10, 550, 000
835,000 3,947,000 3,947,000
26,412,191 30.614,191 30.614,191
269
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2012
Fund Org
2000 30100
2000 32100
2000 32200
2000 32300
2000 32400
2000 32500
2000 32600
2000 32700
2000 56200
2000 99999
Expenditure Function
ADMINISTRATION
TRUCKING
MOTORGRADER
BRIDGE
MAINTENANCE SUPPORT
OTHER PUBLIC WORKS
MINING
PAVEMENT MANAGEMENT
CITIES AND TOWNS
SALARY CONTINGENCY
TOTAL PUBLIC WORKS
2011 2012
Budget Request
686,793 673,547
3,535,262 3,834,694
6,171,058 6,131,315
3,887,635 3,708,070
1,397,957 1,400,851
2,839,572 10,335,147
1,397,136 1,549,111
5,519,092 5,711,366
1,676,452 1,676,452
0 225,389
2012 20'
Recommend Fin
673,547
3,834,694
6,131,315
3,708,070
1,400, 851
10, 335,147
1,549,111
5,711,366
1,676,452
225,389
27,110,957 35,245,942 35,245,942
270
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 9,361,091
$ 9,667,804
$ 9,850,986
$ 9,850,986
Supplies
6,335,327
5,904,442
5,498,260
5,498,260
Purchased Services
9,351,554
11,205,783
19,558,411
19,558,411
Fixed Charges
682,507
332,928
338,285
338,285
Contra Expense
0
0
0
0
Capital
19,850
0
0
0
Gross County Cost
$ 25,750,329
$ 27,110,957
$ 35,245,942
$ 35,245,942
Revenue/Fund Bal.
-18,430,972
-20,123,776
-28,258,761
-28,258,761
Net County Cost
$ 7,319,357
$ 6,987,181
$ 6,987,181
$ 6,987,181
Budgeted Positions
137
137
137
137
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
271
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works, as necessary;
coordinates complaints; and maintains cost accounting records on projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 526,291
$ 529,179
$ 528,679
$ 528,679
Supplies
39,946
46,500
33,500
33,500
Purchased Services
181,976
111,114
111,368
111,368
Fixed Charges
1,305
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 749,518
$ 686,793
$ 673,547
$ 673,547
Revenue
0
0
0
0
Net County Cost
$ 749,518
$ 686,793
$ 673,547
$ 673,547
Budgeted Positions
7
7
7
7
SUMMARY OF CHANGES: Personnel Services decreased $500 for anticipated overtime for
2012. Supplies decreased $13,000 with the elimination of the Small Items of Equipment line
item as all phone and cell charges are funded under Phones.
Purchased Services increased $254 based on the following: An increase for Other Purchased
Services of $912 for Dish Network Service charges for news and weather access during storms;
a decrease of $1,000 for Medical Services as all CDL physicals are done at no cost at the
County Medical Clinic eliminating the need for employee reimbursement; Vehicle Expenses
increased $6,342 based on increased fuel costs; Repair and Maintenance Equipment
decreased $5,000 based on anticipated needs for 2012; Repair and Maintenance Other
decreased $1,000 based on anticipated needs for 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
272
ADMINISTRATION
(CONTINUED)
2000-30100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Perform administrative duties with less
thanl % error
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
90% 95% 95%
.277
$2.66
.270
$2.59
.263
$2.53
Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the
Public Works Department.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW1-1:
Accurately
monitor and report
activities of the
department
Perform duties with less than 1% errors,
90% of the time
100%
100%
100%
273
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100
DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and
transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile
sites, and capital improvement projects with 33 full time employees, 14 assigned truck tractors
and trailers, 4 loaders, 6 dump trucks and 3 water trailers. This department is responsible for
organizing and supervising the County Community Service Work Program and operational
supervision and management of the trucking contract.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,996,983
$ 2,051,562
$ 2,026,562
$ 2,026,562
Supplies
6,817
7,100
7,000
7,000
Purchased Services
1,621,486
1,476,600
1,801,132
1,801,132
Fixed Charges
8,445
0
0
0
Capital
0
0
0
0
Gross County Cost
$3,633,731
$ 3,535,262
$ 3,834,694
$ 3,834,694
Revenue
0
0
0
0
Net County Cost
$3,633,731
$ 3,535,262
$ 3,834,694
$ 3,834,694
Budgeted Positions I
33
33
33
33
SUMMARY OF CHANGES: Personnel Services decreased $25,000 due to a reduction in
overtime. Supplies decreased $100 in the Uniform and Clothing line item as there will be no
seasonal employees in the Trucking Div for 2012. Purchased Services increased $324,532 due
to anticipated increased fuel costs for 2012 from the Vehicle Expense line item.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
274
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.30
1.27
$15.16 $14.78
1.24
$14.03
Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and asphalt road
construction and overlay projects. Clear paved roads of snow and ice.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW5-1: Operate
within budget
limits
95% of the time operate within established
budget guidelines; emergencies, e.g.
weather, etc. excepted
Yes
Yes
Yes
TPW5-2:
Complete annual
gravel plan
100% of scheduled gravel plan
accomplished annually
100%
100%
100%
TPW5-3: Respond
to calls for service
within 24 hours
100% of service calls responded to within 24
hours
100%
100%
100%
275
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Motor Grader - - 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 40 motor graders, 31 grader zones, 20 grader
stations, one fugitive dust team, and two roving maintenance teams, responsible for the upkeep
of gravel roads in Weld County (approximately 2,500 miles).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,820,798
$ 2,932,230
$ 2,933,930
$ 2,933,930
Supplies
434,309
623,700
541,750
541,750
Purchased Services
2,124,717
2,385,000
2,414,250
2,414,250
Fixed Charges
222,938
230,128
241,385
241,385
Capital
0
0
0
0
Gross County Cost
$ 5,602,762
$ 6,171,058
$ 6,131,315
$ 6,131,315
Revenue
0
0
0
0
Net County Cost
$ 5,602,762
$ 6,171,058
$ 6,131,315
$ 6,131,315
Budgeted Positions
46
46
46
46
SUMMARY OF CHANGES: Personnel Services increased $1,700 based on anticipated
overtime for 2012. Supplies decreased $81,950 as Uniforms and Clothing was decreased by
$450 due to a reduction in seasonal employees from this budget thereby reducing the outerwear
reimbursement. Other Operating Supplies decreased $81,500 as anti -icing chemical amounts
were reduced and anticipated needs for 2012 were considered.
Purchased Services increased a total of $29,250 as Utilities decreased $17,000 based on 2010
figures and Vehicle Expenses increased $46,250 due to anticipated fuel costs for 2012. Fixed
Charges increased $11,257 for anticipated increased costs for leased motor graders from the
Machinery and Equipment Rental line item.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
276
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.82 1.77 1.73
$24.25 $23.63
$23.03
Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW4-1: Spread
gravel per annual
gravel plan
100% of gravel plan accomplished annually
Yes
Yes
Yes
TPW4-2: Perform
surface
maintenance on
gravel roads
80% of surface maintenance schedule
accomplished annually
Yes
Yes
Yes
TPW4-3: Respond
to keep
Department of
Defense roads
open during snow,
construction events
100% of Air Force road maintenance done
annually
Yes
Yes
Yes
TPW4-4: Respond
to service calls
within 5 days to
acknowledge
concern for the
caller
95% of the time. Contact or resource
commitment will be made.
Yes
Yes
Yes
277
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: This unit consists of 27 full time employees and 14 seasonal
positions, with over $5 million of reportable equipment. It is organized as a Bridge section,
Construction section, and Drainage section which perform a variety of tasks in those areas.
This unit also supports snow and ice control and conducts tree removal on county rights -of -way.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,770,674
$ 1,821,437
$ 1,817,630
$ 1,817,630
Supplies
1,111,738
876,158
537,650
537,650
Purchased Services
1,195,037
1,089,140
1,257,790
1,257,790
Fixed Charges
65,717
100,900
95,000
95,000
Capital
0
0
0
0
Gross County Cost
$4,143,166
$ 3,887,635
$ 3,708,070
$ 3,708,070
Revenue
7,148
0
0
0
Net County Cost
$ 4,136,018
$ 3,887,635
$ 3,708,070
$ 3,708,070
Budgeted Positions
27
27
27
27
SUMMARY OF CHANGES: Personnel Services decreased $3,807 based on anticipated
overtime needs for 2012. Supplies decreased a total of $338,508 as Small Items of Equipment
decreased $2,000; Road Construction Supplies decreased $257,500 as rap and reclamite are
now funded from the Other Public Works budget (2000-32500); Other Operating Supplies
decreased $73,600 as no silt fencing or erosion bales will be purchased in 2012; Cost of Goods
Sold decreased $5,408 based on anticipated needs for 2012.
Purchased Services increased a total of $168,650 because Contract Payments decreased
$8,000 based on 2012 needs; Other Professional Services increased $38,000 due to increased
clean-up costs; Vehicle Expenses increased $140,650 based on anticipated increased fuel
costs; Repair and Maintenance Other decreased $2,000 based on 2012 needs. Fixed Charges
decreased $5,900 based on anticipated needs for 2012 for Machinery and Equipment Rental.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
278
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.07
1.04
$14.66 $14.30
1.01
$13.93
Coa1TPW3: To repair and replace bridges, construct capital improvement projects, assist with snow removal
on road system and county parking lots, install and replace culverts and cattle guards and perform tree
removal/trimming in county rights of way.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Complete all
construction
projects by the end
of the year or as
scheduled
100% of construction projects completed
by the end of the year with 75% of them
completed within established timelines
Yes
Yes
Yes
Respond to service
calls within 24
hours of receipt
100% of the time service calls will be
responded to within 24 hours
97%
98%
98%
Maintain bridge
system with less
than 10% restricted
bridges
100% less than 10% restricted bridges,
100% scheduled critical repair of bridges
within one year of discovery
Yes
Yes
Yes
Snow removal
from county
parking lots in
business park and
Human Services
100% of the time accomplish task. If
task cannot be accomplished due to the
amount of snow or other conditions,
provide information to decision makers.
99%
99%
99%
279
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400
DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of
signs, barricades, construction project signing, and roadway striping county -wide. Conducts
routine and sustained snow removal operations as needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 615,174
$ 612,047
$ 612,047
$ 612,047
Supplies
323,328
554,710
554,710
554,710
Purchased Services
185,544
231,200
234,094
234,094
Fixed Charges
0
0
0
0
Capital
6,300
0
0
0
Gross County Cost
$ 1,130,346
$ 1,397,957
$ 1,400,851
$ 1,400,851
Revenue
0
0
0
0
Net County Cost
$ 1,130,346
$ 1,397,957
$ 1,400,851
$ 1,400,851
Budgeted Positions
9
r
9
9
SUMMARY OF CHANGES: Purchased Services increased a total of $2,894 based on the
following: Road Construction Supplies was added in the amount of $139,650 to track costs for
sand and ice slicer for snow removal; Other Operating Supplies was decreased $139,650 by
moving sand and ice slicer costs to Road Construction Supplies; Utilities was increased $8,244
for dumping fees for the 30 -yd roll -off dumpster; Contract Payments was increased $8,834
based on actual 2010 costs for contract signing services; Vehicle Expenses decreased $14,184
based on estimated repair and depreciation costs for 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
280
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.357
$5.54
.348
$5.40
.339
$5.26
Goal TPW6: Assure safe travel for the general public by maintaining clearly marked and signed roads and
bridges; assist in plowing of snow from county parking lots and roads; install and maintain snow fence in
selected areas of the county.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW6-I: Respond
to service calls
within 24 hours of
receipt
100% of service calls will be responded to
within 24 hours
100%
100%
100%
TPW6-2: Respond
and place
temporary stop
signs
100% of the time
100%
100%
1005
TPW6-3: Replace
warning advisory
and regulatory
signs
100% of the time
100%
100%
100%
TPW6-4:
Schedule road line
painting
Centerline
Shoulder line
100% of the time
100% of the 50%
100%
100%
100%
281
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All
contract payments for bridge grants and road construction projects are included in this budget
unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 655,375
$ 727,572
$ 727,572
$ 727,572
Supplies
0
0
0
0
Purchased Services
265,121
2,112,000
9,607,575
9,607,575
Fixed Charges
118,957
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,039,453
$ 2,839,572
$ 10,335,147
$ 10,335,147
Revenue
0
0
0
0
Net County Cost
$ 1,039,453
$ 2,839,572
$ 10,335,147
$ 10,335,147
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Purchased Services increased a total of $3,495,575 based on the
following: Contract Payments increased $2,444,000 for CIP projects, including the intersection
of WCR 23 and SH 392 ($2,840,000) and LVR (Low Volume Road) costs; Strategic Roads
increased $1,021,575 based on CIP projects which include the grant match for UPRR grant on
WCR 80 ($135,000), and the intersections of WCR 49 and WCR 54 ($65,000), WCR 55 and SH
392 ($925,575), and WCR 60.5 and WCR 53 ($169,000); Strategic Road ROW and utility costs
include funds for the intersections of WCR 55 and SH 392 ($61,500) and WCR 60.5 and WCR
53 ($50,000) ; Grants decreased $80,000 as there will be no bridge grants in 2012. ROW
Purchases and utility relocations increased $110,000 based on CIP projects which include the
project at WCR 28-7/9.5 ($30,000) and Bridge/Road at 42/29A ($70,000). $4,000,000 has been
added for the Haul Route Program (HARP). HARP is to improve roads impacted by the oil and
gas industry's heavy hauling on county roads due to the new exploration. The Haul Route
Program road improve plan has been developed in conjunction with the energy industry to
identify haul routes that need to be improved to accommodate the heavy hauling traffic and
address safety issues.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
282
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Abutments
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6
11 11
0 0
$25.05 $24.42
0
$38.83
283
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county -owned quarries.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 333,941
$ 349,821
$ 335,221
$ 335,221
Supplies
676,587
694,424
686,250
686,250
Purchased Services
617,628
350,991
525,740
525,740
Fixed Charges
265,145
1,900
1,900
1,900
Capital
0
0
0
0
Gross County Cost
$ 1,893,301
$ 1,397,136
$ 1,549,111
$ 1,549,111
Revenue
0
0
0
0
Net County Cost
$ 1,893,301
$ 1,397,136
$ 1,549,111
$ 1,549,111
Budgeted Positions
5
r
5
5
5
SUMMARY OF CHANGES: Personnel Services decreased $14,600 due to a decrease in
anticipated overtime. Supplies decreased a total of $8,174 as Road Construction Supplies was
decreased $7,777 and Other Operating Supplies was decreased $397 due to anticipated costs
for 2012. Purchased Services increased a total of $174,749 as Other Professional Services
decreased $33,000 since contract engineering costs are funded from the Engineering budget
(1000-31100) and Vehicle Expenses increased $207,749 due to anticipated rising fuel costs for
2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
284
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.198
$6.12
.193
$5.97
.188
$5.82
Goal TPW2: To perform mining, crushing, and screening of aIgregate materials and recycled asphalt.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW2-1:
Complete
scheduled
crushing and
screening
requirements
100% of scheduled production
Yes
Yes
Yes
TPW2-2: Follow
Mining Safety and
Health (MSHA)
guidelines and
directives
100%, provide detailed explanation of any
write-ups or discrepancies
No
Yes
Yes
285
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700
DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching,
potholes, and paving operations. Responsible for pavement testing, concrete curb and gutter,
crack fill, seal coat, and gravel shoulder improvements, as well as snow removal operation as
needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 641,855
$ 643,956
$ 643,956
$ 643,956
Supplies
3,742,602
3,101,850
3,137,400
3,137,400
Purchased Services
1,816,290
1,773,286
1,930,010
1,930,010
Fixed Charges
0
0
0
0
Capital
13,550
0
0
0
Gross County Cost
$ 6,214,297
$ 5,519,092
$ 5,711,366
$ 5,711,366
Revenue
0
0
0
0
Net County Cost
$ 6,214,297
$ 5,519,092
$ 5,711,366
$ 5,711,366
Budgeted Positions
10
10
10
10
SUMMARY OF CHANGES: Supplies increased $35,550 based on projected asphalt tons and
costs for 2012. Purchased Services increased a total of $156,724 as Contract Payments
decreased $3,000 due to a reduction in maintenance seal coating for low volume roads which is
budgeted from the Other Public Works budget; Vehicle Expenses was increased $159,724 due
to anticipated rising fuel costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
286
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
Work Outputs
Lane miles mowed annually
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
2,500
2,500 2,500
0.396 .386 .376
$22.59 $22.02
$21.46
Coal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing, and
sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted
services as assigned.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW7-1: Respond
to calls for service
100% of the time to repair or schedule
100%
100%
100%
TPW7-2: Perform
scheduled paving
and milling
operations
100% of schedule met or explained
100%
100%
100%
TPW7-3: Prepare
assigned contract
bids and documents
100% of the time
100%
100%
100%
TPW7-4: Assure
paved roads are
maintained and
evaluated in
accordance with
established GASB
standards and
reporting
requirements
Maintain following standards for paved
roads:
70% rated good
25% rated fair
5% rated poor
69%G
30%F
1%P
60%G
39%F
1%P
73%G
26%F
1%P
TPW9-2: Mowing
Operations
95% accuracy 100% of the time
95%
95%
95%
287
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C.R.S., 1973,
50 percent of the mill levy collected by the County on assessed values within incorporated
municipalities to maintain county roads is paid to municipalities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
Purchased Services
1,343,755
1,676,452
1,676,452
1,676,452
Fixed Charges
0
Capital
0
Gross County Cost
$ 1,343,755
$ 1,676,452
$ 1,676,452
$ 1,676,452
Revenue
0
Net County Cost
$1,343,755
$ 1,676,452
$ 1,676,452
$ 1,676,452
Budgeted Positions
n/a
r n/a
n/a
n/a
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the
municipalities with the 2012 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
288
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue/Fund
Balance
$ 19,053,880
$ 19,425,000
$ 24,258,751
$ 24,258,751
Net County Cost
$ 7,319,357
$ 6,987,191
$ 6,987,191
$ 6,987,191
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The resources for 2012 total $53,414,191, which includes a fund
balance of $22,800,000, in addition to the revenue shown in the budget. Property tax is set at
$6,987,191. Specific ownership tax is estimated to be $6,330,000, the same as 2011. Regular
HUTF is at $8,040,000 due to people driving less and more fuel efficient vehicles. However,
with the passage of SB09-109, Weld County will receive $1,810,000 from the added HUTF
revenue resulting from this new legislation. Total HUTF will be $9,850,000, up $320,000. Other
revenues include $1,792,000 from transportation impact fees. Permit revenues are budgeted at
$400,000. Motor vehicle registration fees are up $50,000, federal mineral leases are up
$50,000, and grazing fees are up $10,000.
Other revenues from project reimbursements total $3,947,000, which are up $3,112,000.
Transportation impact fees are budgeted at $1,792,000. Reimbursements for the intersection of
CR23/SH 392 project include $1,820,000 from CDOT, $100,000 from Severance and $100,000
from Windsor. There is also a grant of $135,000 from Union Pacific Railroad for the crossing
improvement on WCR 80.
Severance tax is budgeted at $2,400,000, up $800,000 for 2012. In accordance with the policy
adopted by the Board of County Commissioners in 2010, the severance tax revenue is
budgeted at a five year leveling average due to the fluctuations of the revenue created by the
price and production levels of oil and gas commodities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
289
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 225,389
$ 225,389
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$ 225,389
$ 225,389
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 225,389
$ 225,389
Budgeted Positions
n/a
n/a
n/a]
n//J
SUMMARY OF CHANGES: Budget ref ects a 10% increase in health insurance costs. 2012
salary increases are a policy issue for the Board, but there are funds for step increases due
employees in 2012 and a 3% contingency salary amount included in this budget. There are no
other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION:
290
ri
SOCIAL SERVICES
FUND
SOCIAL SERVICES
Revenue Changes
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Property taxes
Federal/State
Fund Balance
2012 Revenue
Total $28,372,167 (2011 $29,664,500)
Federal/State,
$16,701,767, 59%
Fund Balance,
$1,675,000, 6%
Property taxes,
$9,995,400, 35%
291
SOCIAL SERVICES
2012 Expenditures
Total $26,697,167 (2011 $28,564,500)
Child Welfare
$12,226,000 46%
Core Services
$410,000 1%
TANF $2,348,350
9%
Miscellaneous
$947,400 4%
AND $20,000 0%
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Day Care
Child Support $1,114,917 4%
Admin $3,065,000
11%
8
O S
LEAP $515,500
2%
Expenditure Changes
Administration
$6,050,000 23%
02012
■2011
292
SEVEN YEAR TREND
Social Services
$30
$25
$20
$10
$5
$0
2006
2007
2008 2009
2010
2011
2012
293
SOCIAL SERVICES FUND SUMMARY
Weld County Department of Human Services continues to face challenges created by the
economic downturn, the uncertainties of continued adequate funding for programs, and the
reporting requirements associated with the programs administered.
The total Social Services Fund budget is $26,697,167. The programs are funded by property
tax of $9,995,400, and state and federal funds of $16,701,767. Social Services is down
$1,867,333 from 2011 primarily due to the Building Healthy Marriages program's five year grant
expiring September 30, 2011. This program was funded at $2,395,000 in 2011. The Department
continues to pursue innovative programs to avoid, or reduce the duration of, clients' need for
services. While this may, in some cases, drive greater costs in the current year, it is anticipated
that these measures will enable the Department to avoid costs in future years.
As consumer costs for fuel, utilities, and food continue to rise, and as homeowners face
mortgage foreclosure situations, more Weld County citizens are being placed in a position of
requiring assistance. Food Assistance and Low Income Energy Assistance (LEAP) caseloads
have continued to experience significant increases in the past year. The department anticipates
growth in Old age Pension (OAP) over the next decade due to the number of citizens that are
reaching retirement age. The Department has increased the amount of resources dedicated to
detecting client fraud. The major challenge associated with fraud is the difficulty of establishing
the true household composition.
The Colorado Benefits Management System (CBMS) continues to impact the productivity of
staff and create delays in the delivery of payments and benefits for Food Assistance, Medicaid,
Colorado Works, and State -Only Programs. Many of the inefficiencies creating these delays are
being resolved. However, the inefficiencies that remain continue to impact the time required to
process cases and the number of cases in pending status. There are efforts underway to
modify the Medicaid eligibility determination functions of CBMS, in order to streamline the
application process. Health Reform will likely also impact the manner in which Medicaid
eligibility is determined. Weld County will support these efforts only if they do not negatively
impact those seeking to apply for this assistance. Weld County has fully exhausted its
Temporary Assistance to Needy Families (TANF) County Reserve and is seeking to purchase
TANF funds from other counties that may be caught under this new legislation. New legislation
enacted in 2011 and supported strongly by Weld County modified the legislation enacted in
2008, which limited the amount of reserves a county could carry, by setting the limit at
50 percent of the current year's Colorado Works allocation and by allowing funds that are
reverted to be made available to counties with low TANF Reserves.
Quality day care, at an affordable cost, will continue to be a challenge for working families to
obtain. The Department continues to develop methods of providing appropriate reimbursement
to providers, being careful to not monopolize the market. The Child Care Automated Tracking
System (CHATS) system has been replaced with an upgraded system, based on an electronic
attendance record of children in care to drive an automated payment to the provider for hours
for which the care has been authorized.
294
The demand for Child Welfare services continues to expand in Weld County, as it has
throughout the State. The Department is continuing to seek out and encourage the provision of
services, with their associated costs, early in the involvement with families, in order to avoid the
need for more costly services as the involvement continues. Working with the Inter -agency
Oversight Group, the Department has moved toward a policy of utilizing local placement options
for children, whenever possible, to increase parental involvement and to decrease case -worker
travel costs. The need for Supervised Visitations has become a significant issue in recent
years. The Department continues to participate in State-wide discussions regarding the method
used to allocate available Child Welfare appropriations among counties. The emphasis is on
providing counties with a better understanding of the model, so that we may use this knowledge
in making programmatic decisions in such a way that they both provide high quality services to
the citizens of Weld County and maximize our opportunity for available funding. Weld County is
anticipating an over -expenditure of its Child Welfare allocation in excess of $4,000,000. This
over -expenditure will be partially mitigated by the usage of excess Federal funds earned, but will
require the infusion of additional County General Funds to fully absorb.
295
SOCIAL SERVICES FUND
ESTIMATED REVENUE
2012
FEDERAL
AND STATE COUNTY TOTAL
County Administration $ 4,200,000 $ 1,850,000 $ 6,050,000
Other Programs 180,000 0 180,000
Child Support Administration 2,400,000 665,000 3,065,000
TANF-Colorado Works 863,267 1,485,083 2,348,350
Aid to the Needy Disabled 0 20,000 20,000
Child Care 570,000 544,917 1,114,917
Old Age Pension 130,000 10,000 140,000
Child Welfare 6,115,000 6,111,000 12,226,000
Core Services 205,000 205,000 410,000
LEAP 315,500 200,000 515,500
General Assistance 573,000 54,400 627,400
Sub -Total $15,551,767 $11 145 400 $26,697,167
Federal/State Reimbursement $ 15,551,767
Claims Collection Incentives 75,000
TANF Adjustment 740,000
Child Support Incentives 190,000
Usage of Deferred Revenues 145,000
Sub -Total Revenue $ 16,701,767
County Property Tax / Penalties 9,995,400
Total Revenue $ 26.697,167
296
DEPARTMENT OF SOCIAL SERVICES
MANDATED FEDERAL
AND STATE PROGRAMS
Assistance Payment Programs: Most assistance payment programs are mandated by the
federal or state government. Consequently, local government is limited as to what can be done
to reduce costs from these programs.
Federally State
Mandated Mandated
Temporary Assistance to Needy Families
Aid to the Needy Disabled
Low Income Energy Assistance
Old Age Pension
General Assistance*
X
X
X
Optional
X
X
X
X
Optional
* State law allows counties the option of having a general assistance
program and, if established, to determine the benefit level.
Social Service Programs: Social service programs administered by the department are
mandated by federal or state law; however, local governments have a higher degree of
managerial flexibility with these programs.
Federally State
Mandated Mandated
Child Protection - Casework Services
Youth Services - Casework Services
Administration: Costs associated with administration also include compensation for direct
services through caseworkers, technicians and support staff. In addition, overhead such as
rent, utilities, travel, supplies, and equipment are funded through administrative allocations. The
State establishes administrative allocations and reimburses at various rates depending on the
type of expenditure and program. Expenditures greater than allocation are not guaranteed to be
reimbursed. Generally, they are at least partially reimbursed through the use of transferred
TANF funds, surplus distribution, or Federal pass-thru revenues.
297
SOCIAL SERVICES
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
2100 42700 4320
2100 42110 4336
2100 42111 4336
2100 42115 4336
2100 42200 4336
2100 42365 4336
2100 42375 4336
2100 42380 4336
2100 42410 4336
2100 42415 4336
2100 42610 4336
INTERGOVERNMENTAL
FEDERAL GRANTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
TOTAL INTERGOVERNMENTAL
TOTAL SOCIAL SERVICES FUND
2011
Budget
2012
Request
2012 20
Recommend Fir
9,166,333 9,995,400 9,995,400
105,000
4,300,000
1,250, 000
2,060,000
2,200,000
1,259,917
525,000
130,000
6,878,250
250,000
440,000
573,000
4,200,000
1,150,000
180,000
2,400,000
863,267
570,000
130,000
6,115,000
205,000
315,500
573,000
4,200,000
1,150,000
180,000
2,400,000
863,267
570,000
130,000
6,115,000
205,000
315,500
19, 398,167 16, 701, 767 16, 701, 767
28,564,500 26.697.167 26.697,167
298
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2012
Fund Org
2100 42110
2100 42115
2100 42200
2100 42365
2100 42370
2100 42375
2100 42380
2100 42410
2100 42415
2100 42610
2100 42700
Expenditure Function
ADMINISTRATION -REGULAR
OTHER PROGRAMS
CHILD SUPPORT ADMINISTRATION
COLORADO WORKS
NEEDY AND DISABLED
DAY CARE & ADMINISTRATION
OLD AGE PENSION
CHILD WELFARE & ADMINISTRATION
PLACEMENT ALTERNATIVE CARE
LEAP ADMINISTRATION & OUTREACH
GENERAL ASSISTANCE
TOTAL SOCIAL SERVICES
2011 2012
Budget Request
2012 2012
Recommend Final
5,461,000 6,050,000 6,050,000
2,575,000 180,000 180,000
2,825,000 3,065,000 3,065,000
2,745,000 2,348,350 2,348,350
110,000 20,000 20,000
1,090,000 1,114, 917 1,114, 917
135,000 140,000 140,000
12,500, 000 12,226,000 12,226, 000
500,000 410,000 410,000
440,000 515,500 515,500
183,500 627,400 627,400
28,564,500 26,697,167 26,697,167
299
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 19,160,727
$ 18,001,000
$ 18,900,000
$ 18,900,000
Supplies
229,979
695,000
340,000
340,000
Purchased Services
9,375,265
3,423,500
7,240,400
7,240,400
Fixed Charges
381,974
7,075,000
965,267
965,267
Capital
0
70,000
0
0
Contra Expense
- 484,270
- 700,000
- 748,500
- 748,500
Gross County Cost
$ 28,663,675
$ 28,564,500
$ 26,697,167
$ 26,697,167
Revenue
23,280,394
19,398,167
16, 787,167
16,787,167
Net County Cost
$ 5,383,281
$ 9,166,333
$ 9,910,000
$ 9,910,000
Budget Positions I
292
309
309
309
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the social Services Fund Summary.
300
STRATEGIC AREA: HUMAN SERVICES
Goal HHS1: "To continuously strengthen services and support innovation that leads to a culture that empowers people to
improve their quality of life."
PRELIMINARY PERFORMANCE
DESIRED
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
OUTCOMES
INDICATOR(S)
HHS1-1: Increase quality
Implement continuous improvement system
Develop and/or refine methodology to gather
of work
to accomplish the following: Analyze
statistics in order to establish baselines against which
current processes to determine if they are
performance will be measured in future years.
achieving expected outcomes; develop
Certain Divisions of the Department were able to
remedies and improvements; deploy follow
define their methodology in 2010-2011 and will
up tracking system measuring the
effectiveness of improvements; reduce the
refine it in 2012.
duplication of services provided to customers
Continuous improvement system designed and
requiring wrap around services; train service
coordinators to provide upfront
implemented within DHS.
departmental -wide coordinated services.
Initial improvement teams launched addressing four
key opportunities for improvement.
Goal HHS2: Develop & deploy consistent performance management approaches across the Human Services Department
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-1: Increase
retention of quality staff
Identify existing performance management
approaches within Human Services to
include individual department approaches,
County approaches, and different
performance management philosophies &
styles within Human Services.
Statistically valid retention baseline developed
using several past years to determine trends.
- Used to gauge realistic and appropriate
retention levels within DHS
HHS2-2: Increase
fulfillment of promotion
opportunities
Research Baldrige Category 5 (Workforce
Focus) and implement "best practice"
concepts to include factors affecting
employee satisfaction and engagement, staff
development, supervisory development,
employee safety and well-being, morale,
motivation and teamwork.
By the end of 2012 all employees will have
professional development plans incorporated and
addressed within their formal evaluation system.
301
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-3: Viable
succession plans created
across the Department
Assess capacity and staffing levels to
administer system.
Develop & deploy follow up tracking system
measuring the effectiveness of the Human
Services Department Human Capital
Management efforts.
Define how employees are measured.
Fully implement new County performance
management system.
Implement and perfect performance appraisal
system.
Train supervisors and staff on how to use the
new performance appraisal system.
Identifying current practices used for
measuring employee performance, best
practices and standards are set to reflect Core
Values.
Develop a uniform approach for performance
management and evaluation that contains
standards as dictated by job descriptions. .
Develop employee measurements based job
standards and assessments that will be
defined and implemented in the County
performance management system.
Upper level DHS organization structure evaluated
and assessed.
ITHS2-4: Team culture
developed across the board
within the Department of
Human Services
Develop and deploy continuous training and
job sharing opportunities (using creative
technological options) that will help improve
organizational knowledge, job performance
and core values.
Increase employee core knowledge of all
departments across Human Services.
302
Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human Services
Department.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS3-l: Improved
customer and stakeholder
access to DHS program
information and services
Implement the best methods to communicate
with clients, stakeholders and other agencies
to include using the intranet; newsletter, web
page; email or newsletters.
Implement the best methods to review policy
with the County Commissioners;
communicate with County departments; the
best methods to communicate with the rest of
the County.
Develop a process to share positive
information with the community. Greater
emphasis will be placed on positive outcomes
of the services provided by Human Services
and statistics that point to success, the image
of the department could be enhanced and
could improve relationships that are
considered confrontational.
An improved Human Services' website that
provides more program -related information
including qualification details could help
customers identify eligibility even before coming
into Human Services.
Increased and measureable use of the PEAK
system that enables customers to apply for benefits
on-line.
HHS3-2: Ensure all DHS
staff are fully engaged in
the communications loop
Create team backups from each division to
maintain continuity.
Form staff driven improvement teams.
Train staff members on project management
and process improvement methodologies that
will be used during the process.
Conduct research around the following: The 5
most important methods to communicate info
in HS; Communication methods that are
currently working and methods not working;
The best way to attain the voice of all staff.
Top five internal communication methods for DHS
identified and validated.
Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that may
impact the Department of Human Services.
DESIRED
OUTCOMES
HHS4-1: Increased
preparedness to handle
future contingencies
STRATEGIES
Develop & assess budget.
Formulate program projections based on
increased demand.
Identify mandatory program commitments.
Identify discretionary programs.
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
Forecast shell created through identified reports
and data that predict future trends and needs.
Developing Management Reports that will provide
fiscal data, useful for decision -making, across all
programs. Several programs are now being piloted
for refinement of format.
303
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS4-2: Increased
Explore ramifications of child welfare 90/10
DHS revenue generating sources compiled.
flexibility and agility in
to 80/20 switch.
meeting future customer
Cost Containment / Revenue Maximization
demands
Conduct scenario planning addressing the
strategies were identified, evaluated and, where
following: What can be cut first; the
feasible, implemented during 2010 and 2011. The
consequences; the potential altemative
Department has identified four additional
funding strategies and the business case in
strategies for 2012 that are reflected in the budget
supporting individual programs compared to
others.
narrative.
Identify "big ticket" items that must be
supported.
HHS4-3: Enhanced DHS
Form staff driven Continuity of Operations
Continuity of Operation Plan will have been
emergency preparedness
project planning team.
implemented and revised as appropriate and all
staff will participate in and be aware of the plan.
Develop and deploy Continuity of Operations
Plan.
Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service programs to any
person inside and outside of the organization on a continuous basis
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-1: County
Commissioners and other
stakeholders understand
the tangible value that
Weld County Human
Services provides to the
local community
Increase awareness of DHS programs and
services.
Enhance image of DHS programs and
services.
Development and implantation of the
recommendations of the O1 Group for the
reorganization of the Service Delivery Entry
Points to Human Services.
Individual DHS division education and promotion
plans developed that includes the Department's
mission, vision and purpose.
HHS5-2: High level
connections can be
demonstrated from the
services that each team
provides to any family
Analyze coordinated services within a
targeted group of customers and identify what
everyone is gathering.
Expand coordinated service analysis after
targeted group analysis and construct ethics
guidelines regarding the information used in
conjunction with the coordinated service
analysis.
Determine what funding sources and
tracking/reporting are potential barriers and
explored possible resolutions.
Organizational report card shell designed.
304
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-3: Effective
Build organizational report card: Benchmark
DHS stakeholder and customer perception baseline
stewardship of the taxpayer
Adams county; Incorporated "Return on
established.
dollar
Investment" language into report card based
on outcomes that can justify current
Department activities.
Validate the report card with stakeholders.
Publish report card on a routine basis.
Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all employees and
partners of the Weld County Department of Human Services.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS6-l: Increased
Ensure that customer goals are embedded within
Individual DHS division customer satisfaction
customer satisfaction levels
employee performance standards.
assessment tools developed.
Test the feasibility in monitoring phone calls to
test for quality customer service.
Develop multiple methods to assess the quality of
Overall DHS customer satisfaction index
customer service (staff, partners, boards, etc.);
identify the meaning of "respect" mean in the
eyes of all customers?
designed.
Determine key requirements for all DHS
Initial DHS customer satisfaction baseline
customers — as well as their priorities (ease of
use, quality of contact, quality of service, etc.)
established.
Offer ongoing training to all staff to improve
basic customer service skills.
Offer training for managers on the nuts and bolts
of reinforcing customer service standards.
Ensure partner accountability to Human Service
customer service standards through contract
language that can be developed to drive a closer
alignment and assisting partners by
communicating standards, training, and
reinforcement.
Develop strategies to quantify intangible aspects
of customer service (focus groups).
305
Weld County Department of Human Services
Cost Containment / Revenue Generation Strategies to Prioritize
Calendar year 2012
Program Area(s)
Proposed Strategy
Estimated CGF Savings
Estimated Total
Impact
Additional Information
49
(NEW)depending
Chiltl Welfare
Implement various Omilations on Core Services and Child Welfare Administration
Services in order to focus funds on the intended purpose of the program,
$30,000- $150,000,
on
reimbursability
$150,000
The limitations (detailed below) would require buy -in from
r magistrates. The savings shown represent the approxim
amount that would have been saved if the limitations coot
been in place during SFV 10-11.
WCDHS will only authorize and nay far services rovidetl 'r u t
p sped Ica y o address known child safety Issues, a evidenced by Child Protection investigation. Services will not be paid for by WCDHS simply because th
happens to be a child in the home of an adult for whom these services are needed due to cnminal charges or other behavioral issues of adults in the home. These services should be paid by the adults, themselves,
conjunction with the c minal case.
WCDHS will only authorze and pay for services provided by the initial Service Provider. Any discharge from the services due to non -comp lance an the part of the client, relapse after treatment, or failure to follow th
with the referral will require that subsequent services provided to replace those foregone by the discharge be paid for by the client, not by WCDHS. The exception to this limitation would be for Visitation services.
Within various service components (Day Treatment, Functional Family Therapy, Life Skills, Multi -Systemic Therapy, Sexual Abuse Treatment, Substance Abuse Treatment), WCDHS will only authorize and pay for s
provided over a six month period. Any requests for extension will be subject to intense scrutiny, based on pre -defined criteria, and will be limited to an absolute maximum of two 6 -month extensions, making the maxi
duration of services for any of these components 18 months. Currently, extensions are granted if the Service Provider and Child Protection Worker agree that the client would benefit in some way from the extension
Department will continue to pursue efforts to charge parental fees for services provided, utilizing a graduated assessment table as extensions are granted.
Within the Foster Parent Consultation component, WCDHS will only authorize and pay for services provided over a three month period and only to address a specific issue of the child, not as an overall support fund
the family. Any requests for extension will be subject to intense scrutiny, based on pre -defined criteria, and will be limited to an absolute maximum of two 3 -month extensions, making the maximum duration of service
any of this component nine months. Currently, extensions are granted if the Service Provider and Child Protection Worker agree that the client would benefit in some way from the extension.
Within the Substance Abuse Treatment component, WCDHS will only authorize and pay for EtG and hair follicle tests when the Depatment's Substance Abuse Mental Health Professional determines that such testin
necessary in order to provide differing and more accurate tests than those provided through less costly tests, such as UAs. BAs, and swabs. Currently, the more costly testing is performed at the Child Protection Wo
request, despite the fact that the less costly testing would be sufficient to evaluate compliance.
The Department will continue to utilize Medicaid and Pnvate Insurance whenever possible for services deemed necessary before accessing other payment sources such as Core funding. Additional efforts will be me
ensure that Medicaid -eligible clients are identified early on in a case and instructed to apply for Medicaid Compliance with application requirements will be monitored.
35
olorado Works
Utilize CSBG funds for TANF lab bills
$0 Direct - Provides funding
to cover Child Welfare over -
expenditures
$67.500
37
Colorado Works
Basic Cash Assistance reduction - Request that the Human Services Board reduce
the Basic Cash Assistance payment to the lowest allowable by current statute (102%
of BCA Need Standard). Potentially, we could further request that statute be
amended to allow for the retum to pre-SB 08-177 levels (Approx. 85% of Need
Standard).
$0 Direct - Provides funding
to cover Child Welfare over -
expenditures
$175,000
Increase was given to families starting on January 1, 2009
be difficult to take the benefits back. Families have gotten
to the additional assistance given to them. This may create
hardships for some families who already receive very little
assistance. However, i they are on food assistance, their
assistance grant will increase.
31
Child Care
Reduction of Eligiblity
$2,894 per family
$2,894 per
family
Depending on the budget cut, the Department would reduc
eligibility accordingly. This would cause employed families
either leave their kids at home, with family, etc. This may c
additional referrals to child welfare. With Colorado Prescht
Program potentially be cut and full -day kindergarten being
pad -time, there will be additional strain on child care. Furtf
e working parents may quit work and go on other forms
eligibility.
50
(NEW)
Child Care
Implementation of Waiting List
$200,000
$200,000
The passage of HS 1035 has limited the Department's abili
control its Child Care Assistance costs in order to stay wahi
allocation. The creation of a Waiting List is allowable under
rules. The Department has avoided the practice in the past
will consider this a last resort option.
51
(NEW)
The Department has implemented this, at the direction of the BOCC, and is contracting with Greeley Gopher to provide this service.
Area Agency on
Aging
Contract with private vendor to transport meals to Senior Nutrition Centers.
$0 - $100,000, Depending
on reimbursability
52
(NEW)
Entire Department
Utilization of Building Healthy Relationships dollars to fund the Department's renewed
efforts and strategies to focus on up -front identification of the needs of families who
request assistance.
$20,000 - $100,000,
Depending on
reimbursabiliry
$100,000
$100,000
Impacts the budget of the County Transit unit of the Depart,
of Buildings and Grounds.
Contingent on approval of Request for Funding and on
Department's implementation of Point of Entry Re-Organiza
Strategies
306
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110
DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and Operations,
attributable to Food Assistance, Medicaid, Adult Protection, and Common Support programs.
The State establishes an allocation that limits the reimbursement for administrative
expenditures.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,145,447
$ 4,511,000
$ 5,100,000
$ 5,100,000
Supplies
- 398,161
- 200,000
- 300,000
- 300,000
Purchased Services
1,349,446
1,150,000
1,300,000
1,300,000
Fixed Charges
- 287,712
0
0
0
Contra Expense
- 13,572
- 50,000
- 50,000
- 50,000
Capital
0
50,000
0
0
Gross County Cost
$ 5,795,448
$ 5,461,000
$ 6,050,000
$ 6,050,000
Revenue
4,161,384
4,300,000
4,200,000
4,200,000
Net County Cost
$ 1,634,064
$ 1,161,000
$ 1,850,000
$ 1,850,000
Budget Positions
124.0
143.0
143.0
143.0
SUMMARY OF CHANGES: Food Assistance caseloads continue to increase, dramatically. As
the economy weakens, more Weld County citizens are being placed in a position of requiring
and requesting assistance. The State computer systems designed to support these programs
has created inefficiencies the Department continues to deal with. New enhancements, such as
the PEAK (Program Eligibility Application Kit) have been implemented to increase access to all
programs served under CBMS Health Care reform, which will likely increase the number of
clients who qualify for, and will request, services. Medicaid caseloads have stabilized in recent
months, but will likely increase again as Health Care Reform policies are enacted and as
HB 09-1293, which broadens the population eligible for Medicaid Assistance, is implemented.
307
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that the Board adopt
the cost containment and revenue generation strategies presented to mitigate some of the cost
impacts faced by the department in 2012.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
23,017
4.905
25,500 27,500
5.513 5.373
$6.46 $4.48 $6.95
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
308
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF
Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
206,054
1,250,000
1,150,000
1,150,000
Net County Cost
$ 5,383,281
$ 9,166,333
$ 9,995,400
$ 9,995,400
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Property tax is budgeted at $9,995,400 for 2012. The difference is
a combination of special revenue from various department programs. Child Support Federal
Incentives are no longer received as a direct revenue, but rather as a reimbursement of
expenditures, so they are reflected in Budget Unit 2100-42200. The Child Support TANF-
Retained Incentive is estimated at $190,000. Federal Stimulus funds, however, have been
appropriated to provide temporary additional funding, within the Child Support appropriation, to
make up the additional Federal funds originally lost due to the Deficit Reduction Act. The County
Contingency appropriation has been abolished, and re -funded to the County Tax Base Relief
Fund, from which Weld County will not likely receive revenues. The TANF Adjustment is
$740,000 and the TANF Work Participation Bonus is estimated to be earned at $145,000.
Incentives earned as the result of claims collections for Food Assistance, Medicaid, TANF, and
State -only Programs are estimated to be $75,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
309
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary
programs for the Department of Social Services. It includes Employment First, Medical Exams,
Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 766,482
$ 800,000
$ 0
$ 0
Supplies
9,258
35,000
0
0
Purchased Services
251,090
40,000
180,000
180,000
Fixed Charges
37,260
1,700,000
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,064,090
$ 2,575,000
$ 180,000
$ 180,000
Revenue
1,681,372
2,060,000
180,000
180,000
Net County Cost
$ - 617,282
$ 515,000
$ 0
$ 0
Budget Positions
10.0
10.0
0
0
SUMMARY OF CHANGES: The Build ng Health Marriages program, which comprises the
majority of this funding, expires on September 30, 2011. The Department and the
Commissioners are contemplating applying for a similar grant which would fund some of the
activities provided under the grant. The Food Stamp Fraud allocation, previously reported under
this budget category, will no longer be funded as a separate allocation, but will be rolled into the
County Administration allocation, effective July 1, 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
310
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
2,000
2,000 2,000
.396 .386 0.000
$0.00
$1.99 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
311
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non-TANF clients based on court
orders.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,441,244
$ 2,450,000
$ 2,600,000
$ 2,600,000
Supplies
79,244
75,000
75,000
75,000
Purchased Services
295,782
250,000
300,000
300,000
Fixed Charges
86,938
50,000
90,000
90,000
Contra Expense
- 8
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,903,200
$ 2,825,000
$ 3,065,000
$ 3,065,000
Revenue
2,580,694
2,200,000
2,400,000
2,400,000
Net County Cost
$ 322,506
$ 625,000
$ 665,000
$ 665,000
Budget Positions
330
30
30
30
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
312
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6,500
6,500 6,500
1.2 1.2 1.1
$1.28
$2.41 $2.50
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
313
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,128,233
$ 690,000
$ 1,000,000
$ 1,000,000
Supplies
64,361
70,000
65,000
65,000
Purchased Services
1,530,390
500,000
1,250,000
1,250,000
Fixed Charges
35,254
1,500,000
27,350
27,350
Contra Expense
11,129
- 20,000
- 10,000
- 10,000
Capital
0
5,000
16,000
16,000
Gross County Cost
$ 2,769,367
$ 2,745,000
$ 2,348,350
$ 2,348,350
Revenue
2,164,069
1,259,917
863,267
863,267
Net County Cost
$ 605,298
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget Positions
11
0
0
0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding. CBMS continues to impact the productivity of staff and
create delays in the delivery of payments and benefits. Many of the inefficiencies creating these
delays are being resolved. New legislation enacted in the 2008 Legislative Session placed
restrictions on the amount of Reserve counties are allowed to maintain. Weld County is not
currently in danger of forfeiting any of its Reserves, due to this legislation, but is eligible, under
new legislation, to receive transfers from other counties that are subject to this cap.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
314
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Loads (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
663 660 660
.435
$2.39
$5.73 $5.58
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
315
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Fixed Charges
181,529
180,000
150,000
150,000
Contra Account
- 117,729
- 70,000
- 130,000
- 130,000
Capital
0
0
0
0
Gross County Cost
$ 63,800
$ 110,000
$ 20,000
$ 20,000
Revenue
0
0
0
0
Net County Cost
$ 63,800
$ 110,000
$ 20,000
$ 20,000
Budget Positions
- - r - -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding. One of the strategies proposed by the Governor's
Office, and initially adopted before being reversed, was to discontinue the Interim Assistance
Reimbursement aspect of this program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
316
AID TO NEEDY DISABLED
(CONTINUED)
2100-42370
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
393 370 370
$0.25 $0.42 $0.08
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
317
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 650,332
$ 600,000
$ 650,000
$ 650,000
Supplies
22,003
20,000
60,000
60,000
Purchased Services
362,603
20,000
400,000
400,000
Contra Expense
31,632
- 50,000
- 8,000
- 8,000
Fixed Expense
11,926
500,000
12,917
12,917
Capital
0
0
0
0
Gross County Cost
$ 1,078,496
$ 1,090,000
$ 1,114,917
$ 1,114,917
Revenue
568,890
525,000
570,000
570,000
Net County Cost
$ 509,606
$ 565,000
$ 544,917
$ 544,917
Budget Positions
5.5
9.0
9.0
9.0
SUMMARY OF CHANGES: The Colorado Department of Human Services implemented an
upgraded version of the CHATS system, which tracks clients eligible for Child Care assistance
and pays providers for such assistance. The new system has created challenges for program
and fiscal staff, and is in the process of being refined, so that it can provide better information
about the payments made.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
318
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
675 700 575
.218 .347 .338
$2.02
$2.18 $2.04
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
319
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380
DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors
who meet income, resource and age tests. Program costs are reimbursed 99.5 percent by the
state. Administrative costs are reimbursed 100 percent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 87,054
$ 100,000
$ 100,000
$ 100,000
Supplies
10,375
25,000
15,000
15,000
Purchased Services
20,542
15,000
21,000
21,000
Fixed Charges
6,002
5,000
4,000
4,000
Contra Expense
4,833
- 10,000
0
0
Gross County Cost
$ 128,806
$ 135,000
$ 140,000
$ 140,000
Revenue
114,110
130,000
130,000
130,000
Net County Cost
$ 14,696
$ 5,000
$ 10,000
$ 10,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
320
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
1,171
$0.06
1,161 1,161
$0.02 $0.04
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
321
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in substitute 24 -hour care family foster
homes, group homes, residential treatment centers, and residential child care facilities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 8,572,506
$ 8,500,000
$ 9,000,000
$ 9,000,000
Supplies
415,264
600,000
400,000
400,000
Purchased Services
3,014,650
1,250,000
3,100,000
3,100,000
Contra Expenses
- 400,122
- 500,000
- 550,000
- 550,000
Fixed Charges
305,897
2,635,000
275,000
275,000
Capital
0
15,000
1,000
1,000
Gross County Cost
$ 11,908,195
$ 12,500,000
$ 12,226,000
$ 12,226,000
Revenue
8,897,370
6,878,250
6,115,000
6,115,000
Net County Cost
$ 3,010,825
$ 5,621,750
$ 6,111,000
$ 6,111,000
Budget Positions
106
106 F 106
1061
SUMMARY OF CHANGES: The demand for Child Welfare services continues to expand in
Weld County, as it has throughout the State. The Department is continuing to seek out and
encourage the provision of services, with their associated costs, early in the involvement with
families, in order to avoid the need for more costly services as the involvement continues. The
new allocation methodology implemented has resulted in a substantial reduction to Weld
County's allocation. While costs in 2012 will remain fairly constant from 2010 and 2011 levels,
the availability of alternative funding has been severely reduced. This will necessitate the
increased usage of County General Funds.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. More property tax
($1,000,000) for this program is anticipated in 2013 in the long range budget planning for the
county, unless the state allocation formula changes in a way that provides Weld County
financial relief.
BOARD ACTION:
322
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1,590
4.193
1,500 1,500
4.086 3.983
$21.67 $22.54
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
323
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the
foster care program primarily through counseling and parental education.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
13,447
0
10,000
10,000
Purchased Services
456,408
0
0
0
Fixed Charges
0
500,000
400,000
400,000
Capital
0
0
0
0
Gross County Cost
$ 469,855
$ 500,000
$ 410,000
$ 410,000
Revenue
304,227
250,000
205,000
205,000
Net County Cost
$ 165,628
$ 250,000
$ 205,000
$ 205,000
Budget Positions
3
0
0
0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding. Core Services will continue to be used to limit and
shorten the number of foster care placements and to meet the demands of the Drug Court and
associated programs. Like the Child Welfare program, alternative funding for this program is not
as available as it has been in prior years, thus requiring greater reliance on County General
Funds.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
324
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
180 160 200
$0.66
$0.96 $0.77
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
325
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 369,429
$ 350,000
$ 450,000
$ 450,000
Supplies
13,887
70,000
15,000
15,000
Purchased Services
35,879
15,000
45,000
45,000
Fixed Charges
4,880
5,000
6,000
6,000
Contra Expenses
- 134
0
- 500
- 500
Gross County Cost
$ 423,941
$ 440,000
$ 515,500
$ 515,500
Revenue
451,253
440,000
315,500
315,500
Net County Cost
$ - 27,312
$ 0
$ 200,000
$ 200,000
Budget Positions
11.0
11.0 r 11.0
11.0
SUMMARY OF CHANGES: The current preliminary allocation for the 2011-12 LEAP season
represents a 58% reduction from the 2010-11 allocation. There is a possibility of supplemental
funding. However, if such funding does not materialize, the Department will need to contemplate
significant modifications to the manner in which eligibility is determined and in which benefits
are administered.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
326
LEAP ADMINISTRATION
(CONTINUED)
2100-42610/42620
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
5,000
5,000 5,000
.435 .424 .413
$ 0.00
$ 0.00 $0.75
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
327
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents. Totally
funded by the County. Expenditures from this program are not covered by TANF, OAP, AND,
etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
301
0
0
0
Purchased Services
2,058,475
183,500
627,400
627,400
Contra Expense
- 299
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,058,477
$ 183,500
$ 627,400
$ 627,400
Revenue
2,150,971
105,000
573,000
573,000
Net County Cost
$ - 92,494
$ 78,500
$ 54,400
$ 54,400
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Expenditures for dental, vision, prescriptions, and in -kind services
have remained fairly stable over the last few years. The State budget problems have created a
stronger need for General Administrative funds. Below is a breakdown of the amounts
requested for the different categories under General Assistance:
Co. Prevention Partners $ 400,000
Educational Support 95,100
Dental 17,000
Vision 22,000
Shelter 30,000
In -Kind 16,800
Prescription 5,000
Burial 30,000
Shelter Care Management 15,000
Refund -3.500
Total $627.400
328
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load excluding shelter (Average)
Efficiency Measures
Per capita cost (county support)
100 100 100
$0.00
$0.30 $0.20
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
329
Wf�YG
COLORADO
330
PUBLIC HEALTH
A1D
ENVI 1tONMET
FUND
HEALTH FUND
Revenue changes
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
5500,000
$0
m C°
CO Cr
o
CO 04 rS
CO co 0
NCSI
CO
N
CO
O
M
Vi
3
02011
02012
tTJ
o 0
0 0
0 0
0 O
o o
v
cs4
_
LO
I 0
to
-t t
—
—s—o
rn Cr)
IO to
to
00
0 Lo
0
`A o o
cMR
tO CO
v ao
69 It
EA
Solid Waste Trfs Chg for Services Federal/State Licenses & Miscellaneous Fund Balance General Fd Trfs
Permits
2012 Revenue
Total $9,617,202 (2011 $9,501,406)
Licenses &
Permits,
$407,550, 4%
Federal/State,
$3,110,829, 32%
Chg for Services,
$655,470, 7% $1,400,000, 15%
Miscellaneous,
$48,900, 1%
Solid Waste Trfs,
$507,909, 5%
General Fd Trfs,
$3,486,544, 36%
Fund Balance,
331
HEALTH FUND
2012 Expenditures
Total $8,217,202 (2011 $8,101,406)
Health
Communications,
$1,048,630, 13%
Administration,
$182,000, 2%
Envirnmental
Health Services,
$2,589,806,
31%
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000 -
$1,500,000
$1,000,000
$500,000
$0
a,O
M OO
Health
Preparedness,
$315,156, 4%
Community
Health Services,
$4,081,610,
50%
L
Expenditure Changes g o
0 0 _
On _
N N
CO
69 6c9
OP,
O
co
0
CO
ar.
•
cc\J
Cow a'`r
•Z`o
CD
U)
332
SEVEN YEAR TREND
Health Subsidy
4
MILLIONS
3
2.5
15
2010
:7011
_�12
333
PUBLIC HEALTH FUND SUMMARY
The 2012 budget for the Weld County Department of Public Health and Environment represents
an increase in net county cost of $284,476 over the approved 2011 budget. The department's
goal in preparing its budget for 2012 was to remain at level funding, except for increases related
to scheduled salary (i.e., step and COLA), PERA, Medicare and health insurance costs. These
projected increases in personnel costs total $327,412. Reductions in 2012 operating costs are
actually absorbing $42,937 of the projected increase in personnel costs to the county's General
Fund. Despite continued growth in the population of Weld County, the department is not
requesting an increase in the county's General Fund support to expand services or operations
in 2012.
Department total staff numbers continue a four year decline with FTEs projected to decrease in
2012 to 85.83 or down over 9 FTE from 95.09 in the 2008 budget and down from 86.43 in 2011.
In preparing the 2012 budget the department has once again worked diligently to control growth
in county General Fund spending while continuing to provide the ten essential public health
services to the growing number of residents of Weld County. All of the change in net county cost
to support public health infrastructure in the 2012 budget represent scheduled personnel and
insurance cost increases. The 2012 budget is requested to support achieving Weld County's
and the department's strategic goals and priorities, allow for the provision of the ten essential
public health services, and enable core public health functions to be fulfilled on behalf of the
residents of Weld County.
The Administration Services Division's 2012 budget projects a decrease of $9,266 in State per
capita revenue. Personnel Services reflects an increase of $26,138 as a result of the scheduled
step and proposed cost -of -living salary adjustments and other insurance and retirement
contribution adjustments. Some uncertainty remains in projecting revenue from vital records
services as the State moves to allow greater direct access to electronic information
documenting citizenship rather than requiring individuals to produce and present a hard copy of
a birth certificate. Administrative Services FTE remain level at 8.0.
The Health Communication, Education and Planning Division of the department (formerly known
as Health Promotion Section) projects a net increase in county support for its programs of only
$3,648 when compared to 2011 with operations and grants absorbing most of the projected
scheduled personnel and insurance cost increases. HCEP FTE are projected at 9.0.
The Public Health Services (formerly known as Community Health Services or Nursing)
Division's 2012 budget includes a projected increase in net county cost of $201,571 due entirely
to scheduled salary and insurance increases of $201,581. PHS FTE are projected at 42.98.
The Environmental Health Services Division 2012 budget proposes an increase in net county
cost of $100,373 over the 2011 budget. With scheduled personnel and insurance increases for
2012 projected at $143,876, the division is absorbing almost a third of these increases through
operational savings. FTE for the Division are projected at 23.25 for 2012, which is the same as
2011.
334
The Public Health Preparedness Division's 2012 budget projects a decrease in net county cost
of $30,382 with operational efficiency savings absorbing 100% of the scheduled personnel and
insurance increases of $14,667. The department is eliminating the Division Director position
recognizing the responsibilities and duties needed to ensure the department's staff are trained,
databases are maintained, exercises are performed and community relationships with other first
responders are supported can be done with less personnel commitment. The department will be
combining an existing 0.5 FTE emergency planning generalist position with 0.5 FTE of public
health emergency preparedness manager position resulting in greater efficiency allowing the
division to reduce its expenses without compromising operational readiness. Division FTE is
projected at 2.6 for 2012.
The Department of Public Health and Environment remains challenged to keep pace with
service needs as the county population continues to grow and more families are living in
poverty. The complexity of work and intermittent surges in activity (e.g., bioterrorism readiness,
disease control and investigation of various communicable diseases endemic to our region, etc.)
create unique staffing issues that stress routine operations. The department's 2012 budget very
conscientiously and modestly anticipates the workload for the coming year and will provide it
with the minimum resources needed to carry out its essential services and core functions in
support of Weld County's goals and objectives.
335
PUBLIC HEALTH FUND
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
LICENSES AND PERMITS
2560 41400 4210 LICENSES
2560 41400 4221 PERMITS
TOTAL LICENSES AND PERMITS
2530 41300
2535 41300
253211 41300
253910 41300
255211 41300
2560 41400
2530 99900
2530 41300
2535 41300
254110 41300
255810 41300
2500 41100
2520 41210
250911 41210
251010 41210
252710 41210
252810 41210
2530 41300
2535 41300
253111 41300
253211 41300
253310 41300
253910 41300
254311 41300
254711 41300
254911 41300
255111 41300
255211 41300
2560 41400
256410 41400
2580 41500
2520 99900
2530 99900
2560 99900
2580 99900
2500 41100
INTERGOVERNMENTAL
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4322 MEDICARE
4322 MEDICARE
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4356 COUNTIES
TOTAL INTERGOVERNMENTAL
2011
Budget
2012
Request
2012 20
Recommend Fir
172,500 186,825 186,825
198,000 220,725 220,725
370,500 407,550 407,550
26,100
0
0
0
0
16,500
121,797
8,000
0
0
0
397,032
0
0
0
0
0
1,500
0
0
0
0
0
0
0
0
0
0
12,500
0
0
526,188
1,784,354
90,742
247,171
3,202,068
6,433,952 6,597,373 6,597,373
9,406
24,000
62,000
2,500
45,000
16,500
0
0
500
41,408
44,150
397,766
95,889
186,067
83,683
46,580
45,000
113,030
146,200
162,074
170,710
185,903
74,650
17,500
21,695
120,000
55,009
620,954
9,457
107,630
205,568
0
0
0
0
3,486,544
9,406
24,000
62,000
2,500
45,000
16,500
0
0
500
41,408
44,150
397,766
95,889
186,067
83,683
46,580
45,000
113,030
146,200
162,074
170,710
185,903
74,650
17,500
21,695
120,000
55,009
620,954
9,457
107,630
205,568
0
0
0
0
3,486,544
336
PUBLIC HEALTH FUND
SUMMARY OF REVENUES
2012
'und Org Acct Account Title
2011 2012 2012 2012
Budget Request Recommend Final
CHARGE FOR SERVICES
?500 41100 4410 CHARGE FOR SERVICES 172,000 172,000 172,000 C
520 41200 4410 CHARGE FOR SERVICES 0 0 0 C
530 41300 4410 CHARGE FOR SERVICES 197,780 63,621 63,621 C
535 41300 4410 CHARGE FOR SERVICES 0 80,000 80,000 C
13211 41300 4410 CHARGE FOR SERVICES 0 72,000 72,000 C
13910 41300 4410 CHARGE FOR SERVICES 0 3,800 3,800 C
14311 41300 4410 CHARGE FOR SERVICES 0 4,000 4,000 C
15211 41300 4410 CHARGE FOR SERVICES 0 1,200 1,200 C
1560 41400 4410 CHARGE FOR SERVICES 255,850 106,849 106,849 C
1530 99900 4410 CHARGE FOR SERVICES 118,915 0 0 C
TOTAL CHARGE FOR SERVICES 744,545 503,470 503,470 C
MISCELLANEOUS
560 41400 4510 FINES 2,500 6,000 6,000 C
560 41400 4610 EARNINGS ON INVESTMENTS 0 152,000 152,000 C
560 41400 4680 OTHER 2,000 2,000 2,000 C
530 41300 4690 DONATIONS 0 900 900 C
13211 41300 4690 DONATIONS 0 28,000 28,000 C
13310 41300 4690 DONATIONS 0 1,000 1,000 C
1530 99900 4690 DONATIONS 29,000 0 0 C
1560 41400 4730 OTHER FEES 11,000 11,000 11,000 C
TOTAL MISCELLANEOUS 44,500 200,900 200,900 C
TRANSFER
560 41400 712700 TRANSFER
TOTAL PUBLIC HEALTH FUND
507,909 507,909 507,909 C
8.101.406 8.217.202 8.217.202 C
337
PUBLIC HEALTH
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
2500 41100 ADMINISTRATION
2520 41200 HHW-PUBLIC AWARENESS
2520 41210 GENERAL HEALTH EDUCATION
2520 99900 UNALLOCATED GRANTS
2530 41300 NURSING
2530 99900 UNALLOCATED GRANTS
2530 99900 UNALLOCATED GRANTS
2535 41300 NURSING
2560 41400 ENVIROMENTAL
250911 41210 GENERAL HEALTH EDUCATION
251010 41210 GENERAL HEALTH EDUCATION
252710 41210 GENERAL HEALTH EDUCATION
252810 41210 GENERAL HEALTH EDUCATION
253111 41300 NURSING
253211 41300 NURSING
253310 41300 NURSING
253910 41300 NURSING
254110 41300 NURSING
254311 41300 NURSING
254711 41300 NURSING
254911 41300 NURSING
255111 41300 NURSING
255211 41300 NURSING
255810 41300 NURSING
256410 41400 ENVIROMENTAL
2580 41500 PUBLIC HEALTH PREPAREDNESS
2580 99900 UNALLOCATED GRANTS
TOTAL PUBLIC HEALTH
2011
2012 2012
201
Budget Request Recommend Fin
172,000 182,000 182,000
0 0 0
586,490 688,113 688,113
527,461 0 0
747,591 465,286 465,286
3,248,684 0 0
100,384 0 0
0 636,999 636,999
2,331,655 2,469,014 2,469,014
0 185,747 185,747
0 82,192 82,192
0 47,166 47,166
0 45,412 45,412
0 217,313 217,313
0 1,011,983 1,011,983
0 387,270 387,270
0 235,622 235,622
0 41,408 41,408
0 35,853 35,853
0 21,695 21,695
0 146,950 146,950
0 72,605 72,605
0 755,662 755,662
0 52,964 52,964
0 120,792 120,792
143,398 315,156 315,156
243,743 0 0
8,101,406 8,217,202 8,217,202
338
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,786,693
$ 5,962,848
$ 6,286,790
$ 6,286,790
Supplies
554,255
477,311
438,631
438,631
Purchased Services
1,473,141
1,726,500
1,567,444
1,567,444
Fixed Charges
619,100
685,749
650,733
650,733
Contra Expense
- 630,283
- 751,002
- 726,396
- 726,396
Capital
52,528
0
0
0
Gross County Cost
$ 7,855,434
$ 8,101,406
$ 8,217,202
$ 8,217,202
Revenue
5,391,400
4,899,338
4,730,658
4,730,658
Net County Cost
$ 2,464,034
$ 3,202,068
$ 3,486,544
$ 3,486,544
Budgeted Positions
89.41
86.43
85.83
85.83
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
3.54 3.33 3.23
$9.75
$12.34 $13.10
339
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS1: To improve the health of our diverse communities by assuring individuals, families, and
communities gain greater control of factors that influence their health.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
HS1-1: Key health
indicators move in
Decrease infant mortality rate
5.9/1,000
5.9/1,000 live
5.9/1,000 live
a positive direction
live births
births
births
Health disparities
will be diminished
Teen fertility rate (ages 15-17)
31.1/1,000
31/1,000
30/1,000
female
teens
female teens
female teens
Decrease smoking rate
An ongoing
community
Community Assessment in 2010. Planning
process for Public Health Improvement
15.7
15.3
15.0
assessment process
Plan in 2011
Planning
On going
Public Health
including a multi-
process
Planning in
year Community
delayed
Data collection
progress
Action Plan that
until 2010-
Complete
addresses health
factors and reduces
disparities
2011
12/31/2011
Present consistent
Make improvements to WCDPHE web site
Major
In Process
In Process
public health
revision
Updated 1-2
messages that
address health
issues
complete
times a month
340
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS2: To assure dignified access to necessary, appropriate affordable, continuous, and timely health
care, including wellness and prevention services.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS2-l: Optimize
access to
WCDPHE's health
care services.
By 2011, gather information for decision
making on what the direct services role of
the Health Department will be in 2010.
By 2011, expand, retain, or eliminate health
department services as needed.
By 2011, enhance Southwest County
service provision.
WIC
services at
SW clinic
Over the next
three years,
continue to
provide
preventive
health services
through clinics
in North and
Southwest
Weld, through
home visits
and via
community
outreach
programming
On going
Goal HS3: To lessen adverse public health impacts of chronic and communicable diseases, land use
developments, and disasters.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS3-1: WCDPHE
can mobilize an
effective public
health response to
a public health
event/emergency
no matter how
large or small
WCDPHE is
recognized for its
preparedness work
Within three years, we will develop and
strengthen partnerships with schools,
worksites, healthcare providers, and
community agencies to extend the work of
public health;
Expand our use of best practices in our
surveillance activities and intervention
capacities for chronic and communicable
diseases
2009 -
communic
ated and
worked
with all of
their
agencies
during
H1N1
Response.
On going
On going
341
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS3-2: Minimize
Over the next three years, we will develop
Ongoing —
On going
On going
the adverse effects
of chronic and
and strengthen partnerships with schools,
worksites, healthcare providers, and
new
partnership
communicable
community agencies to extend the work of
through
diseases in Weld
County
public health.
HINT
response
2010 increase all our staff's cultural
competence to deliver chronic and
communicable disease control services to
Weld County's residents and visitors.
Work with
new
refugee
population
Over the next three years, expand our
practice of best practice in our surveillance
activities and intervention capacities for
chronic and communicable diseases.
In Progress
Protect the public from disease and health
hazards by inspection of regulated activities
and facilities.
Done
HS3-3: Minimize
Over the next three years bring national
Done
Continue
On going
adverse
active community environment experts to
through
education with
environmental
educate and assist at least four Weld County
Steps and
public on ACE
impacts and
promote active
living
communities from
land use in Weld
municipalities/communities in their
planning for active community
environments.
In 2010, work with others in county
LiveWell
Done —
County.
government to incorporate into the Weld
Dan
County Comprehensive Plan goals and
objectives for developing/sustaining healthy
community environments.
Burden
Work with those
municipalities/communities to adopt code
that promotes land use and walkable/bikable
communities by 2011.
In progress
In progress
On going
In progress
On going
On going
Over the next three years, continue to
minimize the impact to the environment of
proposed land use developments or
modifications.
342
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100
DEPARTMENT DESCRIPTION: Overall administration of Department of Public Health and
Environment, including personnel, fiscal management, data and records management,
procurement and facilities management. The Executive Director is the official registrar of vital
statistics for Weld County. Records of deaths that occurred in Weld County are kept and
certified copies are available upon request from the deputy registrars. Birth records for births
that occurred anywhere in the State of Colorado are available electronically and certified copies
can be issued upon request from the deputy registrars.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 600,822
$ 610,283
$ 636,420
$ 636,420
Supplies
9,251
16,950
16,950
16,950
Purchased Services
128,198
168,182
168,182
168,182
Fixed Charges
0
0
0
0
Contra Expense
- 557,107
- 623,415
- 639,552
- 639,552
Capital
0
0
0
0
Gross County Cost
$ 181,164
$ 172,000
$ 182,000
$ 182,000
Revenue
180,905
172,000
182,000
182,000
Net County Cost
$ 259
$ 0
$ 0
$ 0
Budgeted Positions
8.0
8.0
8.0
8.0
SUMMARY OF CHANGES: There is a $26,137 proposed increase in Personnel Services. This
increase is the result of the increased cost of health insurance and an anticipated increase in
salaries due to step increases & possible cost of living adjustments in 2012.
There is a $10,000 increase in revenue based on the American Recovery and Reinvestment Act
(ARRA) pilot program Reimbursement Immunization Opportunity (RIZO) grant that is designed
to help county governments develop and implement methods of billing third party payors for
immunizations obtained by public health services clients. In the future, it is our hope that this
ability will also lead to increased reimbursements from third party payors for a broader spectrum
of services provided by the Health Department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
343
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Birth / Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
17,033
16,500 17,000
.31 .296 .301
$2.14 $2.31 $2.40
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
344
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health
funds.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
405,173
397,032
387,766
387,766
Net County Cost
$ - 405,173
$ - 397,032
$ - 387,766
$ - 387,766
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Non -program revenue from State Per Capita funding to support
essential public health services is projected to decrease by $9,266, or 2.39 percent.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
345
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210
DEPARTMENT DESCRIPTION: Health Communication, Education and Planning includes
grant funded and county funded health promotion/prevention programs that provide resources
and expertise for the department and the community. The Health Communication team serves
as the liaison with the local TV/radio/newspaper media for the health department. They plan,
develop and disseminate emergency communication and educational materials to the public.
The Health Communication team provides support internally for producing educational
materials, reports, and local health data. Health Communication partners with the community in
developing and implementing programs to promote healthy behaviors. Programs include traffic
safety and prevention of unintentional injuries, nutrition and fitness programs, diabetes and
asthma prevention, cancer prevention, tobacco use prevention, and abstinence education for
prevention of teen sex, unintended pregnancy and STI/HIV, and men's health screening.
Coalitions such as Drive Smart Weld County, the Diabetes Coalition, the Tobacco Coalition, and
the Weld Faith Network provide expertise to the department to address these important health
issues in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 668,245
$ 724,238
$ 661,919
$ 661,919
Supplies
38,320
102,300
52,020
52,020
Purchased Services
197,438
272,716
270,354
270,354
Fixed Charges
132,449
68,881
74,798
74,798
Contra Expense
0
- 54,184
-10,461
-10,461
Gross County Cost
$ 1,036,452
$ 1,113,951
$1,048,630
$ $1,048,630
Revenue
392,380
526,188
457,219
457,219
Net County Cost
$ 644,072
$ 587,763
$ 591,411
$ 591,411
Budget Positions
10.75
10.00
9.0
9.0
SUMMARY OF CHANGES: Personnel: Personnel costs will decrease by $62,319 with the
loss of 1.0 FTE from the tobacco grant.
Supplies decrease $50,280, and Purchases Services decreased by $2,362 due to decreases in
grant funding. Fixed Charges from charge backs increased by $5,917. Contra Expense is
comprised of a transfer of a portion the Public Information Officer's salary ($10,461) to
Emergency Preparedness.
Revenue decreased $68,969. The budget for 2011 was prepared prior to learning that the
department lost the STEPP tobacco funding and received the FDA grant. The PHHS grant was
also decreased by $10,000 in 2011-2012.
346
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Classes, programs, events, worksite wellness 45,000 45,000 45,000
Radio programs, blogging 650,000 650,000 650,000
Efficiency Measures
FTE's per 10,000/capita .425 .386 .338
Per capita cost (county support) $2.55 $2.27 $2.22
Effectiveness results
Reduction in motor vehicle fatalities. 41 46 40
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data 31/1000 27.1/1000 32/1000
Number of obese adults -- BRFSS data 24% 23% 23%
Adult Smoking rates - - BRFSS data 15.3% 15.0% 14.0%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
347
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family
planning, international travel health, and Tuberculosis. It also provides immunizations,
screening, counseling, communicable disease surveillance, containment, treatment, and
teaching. Provides home visits for health promotion, evaluation, health assessment,
and community activities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,469,362
$ 2,716,559
$ 2,918,140
$ 2,918,140
Supplies
227,610
177,085
189,361
189,361
Purchased Services
650,048
750,816
613,829
613,829
Fixed Charges
304,734
351,815
360,280
360,280
Gross County Cost
$ 3,651,754
$ 3,996,275
$ 4,081,610
$ 4,081,610
Revenue
2,272,106
2,287,446
2,171,210
2,171,210
Net County Cost
$ 1,379,648
$ 1,708,829
$ 1,910,400
$ 1,910,400
Budgeted Positions
43.41
42.68
42.98
42.98
SUMMARY OF CHANGES: Personnel Services increased $201,581 resulting from
increased cost of health insurance, step increases for existing staff and anticipated cost
of living increase.
Supplies increased $12,276 due to increased costs in TB, Family Planning and COFPI
with smaller increases in most of the other 14 programs. Purchased Services decreased
due to spending in Nurse Home Visitor Program and projected loss of grant revenue.
Family Planning and the Family Planning Initiative will also have decreased costs in
services related to planned funding reductions. Significant decreased spending in data
processing will result in savings in all programs.
Decreased revenues of $116,236 are due primarily from reduced grant funding in
Family Planning ($16,492), Colorado Family Planning Initiative ($47,631), Women's
Wellness Connection ($18,630) and Maternal Health ($1,204). Nurse Home Visitor
Program expects to see another 3.28% or less funding decrease and Family Planning
projects national funding decrease of 5.5%, which may be passed on to states. New
grant funding includes CIIS ($25,000) for the Immunization Program and the RIZO
Grant may be renewed for the development of increased insurance reimbursements in
immunizations.
348
COMMUNITY HEALTH SERVICES
(CONTINUED)
2500-41300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Family Services
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
8,778
8,000
10,752 15,000
1.72
$5.46
1.65
$6.59
8,500
12,000
1.62
$7.18
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health
goals following Department of Public Health and Environment Summary.
349
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and
perpetuate the public health of the citizens of the county with scientific risk assessments, the
development of policies, monitoring and inspections, consultation, and the enforcement of
regulations designed to protect food, water, and air supplies. Services include technical
assistance and consultation, monitoring and sampling, inspection and enforcement, education
and planning activities. The laboratory's purpose is to process medical and water samples and
aid in the evaluation of potential agents of bioterrorism events.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,670,417
$ 1,690,639
$ 1,834,515
$ 1,834,515
Supplies
183,953
160,750
167,800
167,800
Purchased Services
404,787
465,443
471,710
471,710
Fixed Charges
164,095
188,610
192,164
192,164
Contra Expense
- 73,176
- 73,403
-76,383
-76,383
Capital
0
0
0
0
Gross County Cost
$ 2,350,076
$ 2,432,039
$ 2,589,806
$ 2,589,806
Revenue
1,350,056
1,269,501
1,326,895
1,326,895
Net County Cost
$ 1,000,020
$ 1,162,538
$ 1,262,911
$ 1,262,911
Budgeted Positions
24.25
23.25
23.25
23.25
SUMMARY OF CHANGES: Overall net county cost is proposed to increase by $100,373.
However, if increased costs to Personnel Services are backed out, the Division's net county
cost would have decreased by $43,503. Personnel Services expenses have increased by
$143,876 primarily due to anticipated step increases, anticipated cost of living and insurance.
The EHS Divisions Personnel Services includes Contra Expense ($76,383) which is a transfer
of 50% of expenses of Planning Director position to Planning and Building Inspection.
The EHS Divisions request for Supplies has increased by 4% or $7,050. The Divisions request
for Purchased Services increased by $6,267 or 1%. The Fixed Charges request has increased
by $3,554 or 2%.
Revenue is expected to increase by $57,394. The increase is due to continued growth of the
number of licenses issued in the Food Program ($14,500), an expanded state Air contract
($16,888), increased activity in ISDS ($15,000), Land Application ($6,500) and Laboratory
Medical Testing ($6,000).
350
ENVIRONMENTAL
HEALTH SERVICES
(CONTINUED)
2560-41400
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs*
Food inspections, activities, complaints 2,447 2,440 2,500
Laboratory analyses 16,631 17,674 18,100
Household Hazardous Waste Disposed 465,887 436,024 437,000
(#'s)
Environmental Planning Reviews 231 280 280
I.S.D.S. Inspection, activities, complaints 271 300 300
Waste Inspections, activities, complaints 154 155 155
Biosolids Inspections, activities, complaints 197 198 200
Efficiency Measures
FTE's per 10,000/capita 0.959 .896 .873
Per capita cost (county support) $3.95 $4.48 $4.73
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
351
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to,
incidents and events, which threaten the quality and quantity of life within the purview of health
and environment; develops exercises and evaluates various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation duties and
functions, along with regional bioterrorism laboratory duties and functions; houses the
county -wide Health Alert Network, communications and warning operations; and is engaged in
local, regional, state and national collaborative efforts associated with these disciplines
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 377,847
$ 221,129
$ 235,796
$ 235,796
Supplies
95,121
20,226
12,500
12,500
Purchased Services
92,670
69,343
43,369
43,369
Fixed Charges
17,822
76,443
23,491
23,491
Capital
52,528
0
0
0
Gross County Cost
$ 635,988
$ 387,141
$ 315,156
$ 315,156
Revenue
790,780
$247,171
205,569
205,569
Net County Cost
$ - 154,792 $ 139,970
$ 109,587
$ 109,587
Budgeted Positions
3.0 r 2.5
2.6
2.6
SUMMARY OF CHANGES: Personnel Services decrease by $14,667. The Department is
eliminating the Division Director position. The Department will be combining an existing 0.5 FTE
emergency planning generalist position with 0.5 FTE of public health emergency preparedness
manager position. The emergency planning generalist position was budgeted as a contractor for
2011, so the change resulted in a net increase of 0.1 FTE. Due to a reduction of grant funding
of $41,602 there has been a reduction of supplies ($7,726), purchased services (25,974) and
fixed charges $52,952.
FINANCE/ADMINISTRATION RECOMMENDATION: The Department is eliminating the
Division Director position recognizing the responsibilities and duties needed to ensure the
Department's staff are trained, databases are maintained, exercises are performed and
community relationships with other first responders are supported can be done with less
personnel commitment. The Department will be combining an existing 0.5 FTE emergency
planning generalist position with 0.5 FTE of public health emergency preparedness manager
position resulting in greater efficiency allowing the Division to reduce its expenses without
compromising operational readiness.
352
PUBLIC HEALTH
PREPAREDNESS
(CONTINUED)
2580-41500
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000 capita
Per capita cost (county support)
0.119
0.964 0.977
$0.00 $0.54 $0.41
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
353
:Iti
Elk
COLORADO
354
HIJ%L%J\ SERVICES
FOND
SEVEN YEAR TREND
Human Services
$18
$16
$14
$12
$10
z
O
J
J_
E $8
$6
$4
$2
$0
2006
or -
2007
2008
2009
2010
2011
2012
355
HUMAN SERVICES FUND SUMMARY
The Human Services Fund is funded at $7,133,434 for 2012, which is down $2,032,508, or
22.18 percent, from the previous year, primarily in the area of Jobs programs ($618,662) and
Supplemental Foods ($1,428,630). Regarding Supplemental Food the department has
requested that the Colorado Department of Human Services (CDHS) contract directly with the
Weld Food Bank for the reimbursement of these services, thus removing the county as a
middle -man in the process. The change in administration will have no impact on the amount of
food commodities that clients will receive in Weld County. Community Services Block Grant is
down $99,270. Area Agency on Aging programs are up $42,443, or 1.9 percent. Senior
Nutrition is up $35,511, or 8.4 percent. Other programs are stable with little change.
Being totally reliant upon state and federal funding sources, Human Services continues to
operate in an environment of uncertainty. The Human Services Fund budget has been
constructed based upon the best available information on the funding levels. It is very likely that
many of the amounts will be changed between now and the actual execution of the 2012
budget.
The primary programs of Human Services are associated with the Workforce Investment Act
(WIA) funded under the Department of Labor, Employment and Training Administration. This
program is anticipating $2,897,604 for 2012. Temporary Assistance to Needy Families (TANF)
is funded at $717,256, primarily for training of TANF clients. In addition, the Job Service contract
will be $662,480, down $449,642 due to a variety of reasons. First, the basic allocation dropped
from $892,122 to the $662,480. There is a possibility that this will restored in the final federal
budget discussions, but an increase cannot be guaranteed. Secondly, approximately $267,000
was carry-over funds from program year 2010 into 2011, which will not be available in 2012.
There were approximately $323,000 in ARRA funds that were included in the 2011 budget,
which will not be available in the 2012 budget.
The Human Services Fund is totally funded through state and federal programs with the
exception of the 25 percent local match for the Aging program, which amounts to $12,351.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2012 funding levels:
Area Agency on Aging
Senior Nutrition
CSBG
$ 2,268,164
$ 457,749
$ 117,830
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2012.
356
HUMAN SERVICES FUND
SUMMARY OF REVENUES
2012
'und Org Acct Account Title
INTERGOVERNMENTAL
2653 60000 4314 USDA
2654 60000 4314 USDA
2656 60000 4314 USDA
37695 60000 4314 USDA
2627 60000 4320 FEDERAL GRANTS
2636 60000 4320 FEDERAL GRANTS
?637 60000 4320 FEDERAL GRANTS
?640 60000 4320 FEDERAL GRANTS
?643 60000 4320 FEDERAL GRANTS
?651 60000 4320 FEDERAL GRANTS
2652 60000 4320 FEDERAL GRANTS
2653 60000 4320 FEDERAL GRANTS
2654 60000 4320 FEDERAL GRANTS
2655 60000 4320 FEDERAL GRANTS
2657 60000 4320 FEDERAL GRANTS
2658 60000 4320 FEDERAL GRANTS
2673 60000 4320 FEDERAL GRANTS
52695 60000 4320 FEDERAL GRANTS
53907 60000 4320 FEDERAL GRANTS
55995 60000 4320 FEDERAL GRANTS
57695 60000 4320 FEDERAL GRANTS
57895 60000 4320 FEDERAL GRANTS
2632 60000 4340 GRANTS
2635 60000 4340 GRANTS
2646 60000 4340 GRANTS
2648 60000 4340 GRANTS
2666 60000 4340 GRANTS
2667 60000 4340 GRANTS
2671 60000 4340 GRANTS
62995 60000 4340 GRANTS
2651 60000 711000 TRANSFER
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2645 60000 4410 CHARGE FOR SERVICES
2646 60000 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2652 60000 4690 DONATIONS
2653 60000 4690 DONATIONS
TOTAL MISCELLANEOUS
TOTAL HUMAN SERVICES FUND
2011
Budget
33,250
10,450
0
208,500
34,500
468,254
554,209
25,000
404,940
67,264
271,780
244,062
27,577
12,701
2,039
7,107
85,310
1,112,122
50,000
1,307,081
1,220,130
180,000
785,656
196,000
275,421
244,900
0
12,000
422,238
350,000
12,351
8,624,842 6,593,434 6,593,434
2012
Request
33,250
10,450
41,668
0
40,000
402,418
573,330
25,000
465,742
67,460
274,078
279,499
23,550
13,182
2,038
7,098
81,884
662,480
41,972
1,310,898
0
117,830
717,256
160,165
275,421
238,556
7,500
12,000
416,358
280,000
12,351
2012 2012
Recommend Final
33,250
10,450
41,668
0
40,000
402,418
573,330
25,000
465,742
67,460
274,078
279,499
23,550
13,182
2,038
7,098
81,884
662,480
41,972
1,310,898
0
117,830
717,256
160,165
275,421
238,556
7,500
12,000
416,358
280,000
12,351
325,000 325,000
70,000
70,000
325,000
70,000
395,000 395,000
395,000
100 0 0
145,000 145,000 145,000
145,100 145,000 145,000
9,164,942 7,133,434 7,133,434
357
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2012
Fund
2627
2632
2635
2636
2637
2640
2643
2645
2646
2648
2651
2652
2653
2654
2655
2656
2657
2658
2666
2667
2671
2673
262695
262995
263907
265995
267695
267895
Org
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000
60000 HUMAN SERVICES
60000 HUMAN SERVICES
60000 HUMAN SERVICES
60000 HUMAN SERVICES
60000 HUMAN SERVICES
60000 HUMAN SERVICES
60000 HUMAN SERVICES
60000 HUMAN SERVICES
60000 HUMAN SERVICES
TOTAL HUMAN SERVICES
Expenditure Function
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
2011
Budget
34,500
785,656
196,000
468,254
554,209
25,000
404,940
325,000
345,421
244,900
79,615
271,880
422,312
38,027
12,701
0
2,039
7,107
0
12,000
422,238
85,310
1,112,122
350,000
50,000
1,307,081
1,428,630
180,000
9,164,942 7,133,434 7,133,434
2012 2012 20'
Request Recommend Fin
40,000 40,000
717,256
160,165
402,418
573,330
25,000
465,742
325,000
345,421
238,556
67,460
274,078
470,100
34,000
13,182
41,668
2,038
7,098
7,500
12,000
416,358
81,884
662,480
280,000
41,972
1,310,898
0
117,830
717,256
160,165
402,418
573,330
25,000
465,742
325,000
345,421
238,556
67,460
274,078
470,100
34,000
13,182
41,668
2,038
7,098
7,500
12,000
416,358
81,884
662,480
280,000
41,972
1,310,898
0
117,830
358
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary — All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,483,211
$ 4,569,610
$ 4,170,819
$ 4,170,819
Supplies
1,367,211
383,818
251,322
251,322
Purchased Services
2,679,052
4,211,414
2,694,293
2,694,293
Fixed Charges
7,546
0
17,000
17,000
Gross County Cost
$ 8,537,020
$ 9,164,842
$ 7,133,434
$ 7,133,434
Revenue
8,541,260
9,152,491
7,121,083
7,121,083
Net County Cost
$ - 4,240
$ 12,351
$ 12,351
$ 12,351
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: See Individual Budget Units.
OBJECTIVES: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary for all budget units in this fund.
359
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 60000-2626
DEPARTMENT DESCRIPTION:
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 783,913
$ 970,122
$ 500,000
$ 500,000
Supplies
6,509
37,000
62,480
62,480
Purchased Services
120,571
105,000
100,000
100,000
Gross County Cost
$ 910,993
$ 1,112,122
$ 662,480
$ 662,480
Revenue
910,993
1,112,122
662,480
662,480
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: The reduc ion is due to a variety of reasons. First, the basic
allocation dropped from $892,122 to the $662,480. There is a possibility that this will restored in
the final federal budget discussions, but an increase cannot be guaranteed. Secondly,
approximately $267,000 was carry-over funds from program year 2010 into 2011, which will not
be available in 2012. There were approximately $323,000 in ARRA funds that were included in
the 2011 budget, which will not be available in the 2012 budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Job placements
ACTUAL ESTIMATED PROJECTED
29,000 26,000 26,000
$3.60 $4.29 $2.49
62% 57% 57%
360
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - - 60000-2627
DEPARTMENT DESCRIPTION:
months.
Administer youth employment program for the summer
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 29,632
$ 27,600
$ 39,000
$ 39,000
Supplies
0
900
1,000
1,000
Purchased Services
4,868
6,000
0
0
Gross County Cost
$ 34,500
$ 34,500
$ 40,000
$ 40,000
Revenue
34,500
34,500
40,000
40,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
4,000 4,000 4,000
$0.14 $0.13 $0.15
2,000 2,000 2,000
361
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Employment First - - 60000-262995
DEPARTMENT DESCRIPTION: This program allows eligible Food Stamp clients to participate
in various job search and development activities to retrain them for better paying jobs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 206,040
$ 200,000
$ 135,000
$ 135,000
Supplies
5,487
10,000
10,000
10,000
Purchased Services
77,340
140,000
135,000
135,000
Gross County Cost
$ 288,867
$ 350,000
$ 280,000
$ 280,000
Revenue
289,314
350,000
280,000
280,000
Net County Cost
$ - 447
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
3,900 3,900 3,900
$1.14 $1.35 $1.05
1,900 1,900 1,900
362
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Assistance to Needy Families - - 60000-2632
DEPARTMENT DESCRIPTION: Employment/Training program for clients on welfare.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 458,425
$ 420,656
$ 463,881
$ 463,881
Supplies
2,236
15,000
10,000
10,000
Purchased Services
259,667
350,000
243,375
243,375
Fixed Charges
49
0
0
0
Gross County Cost
$ 720,377
$ 785,656
$ 717,256
$ 717,256
Revenue
712,823
785,656
717,256
717,256
Net County Cost
$ 7,554
$ 0
$ 0
$ 0
Budget Positions
- -
- -
-
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost (county support)
Effectiveness Measures (desired results)
Meet Federal participation rates
ACTUAL ESTIMATED PROJECTED
330 330 330
$2.85 $3.03 $2.70
Yes
Yes Yes
363
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Admin.) 60000-2635
DEPARTMENT DESCRIPTION: This program tracks the administration for all of the
Workforce Investment Act grants.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 189,229
$ 173,000
$ 144,165
$ 144,165
Supplies
0
3,000
0
0
Purchased Services
18,309
20,000
16,000
16,000
Gross County Cost
$ 207,538
$ 196,000
$ 160,165
$ 160,165
Revenue
207,538
196,000
160,165
160,165
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
_ -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.97
$0.76 $0.60
364
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Adult) 60000-2636
DEPARTMENT DESCRIPTION: This program provides employment and training for eligible
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 240,821
$ 150,000
$ 130,000
$ 130,000
Supplies
1,596
8,000
2,000
2,000
Purchased Services
235,888
310,254
270,418
270,418
Fixed Charges
29
0
0
0
Gross County Cost
$ 478,334
$ 468,254
$ 402,418
$ 402,418
Revenue
478,334
468,254
402,418
402,418
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
ACTUAL ESTIMATED PROJECTED
200 176 176
$1.89 $1.81 $1.51
81% 76% 76%
365
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Youth) 60000-2637
DEPARTMENT DESCRIPTION: This program provides employment and training programs for
in -school and out -of -school youth.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 217,341
$ 400,000
$ 313,330
$ 313,330
Supplies
3,128
11,000
2,000
2,000
Purchased Services
83,566
143,209
256,000
256,000
Fixed Charges
- 483
2,000
2,000
Gross County Cost
$ 303,552
$ 554,209
$ 573,330
$ 573,330
Revenue
303,552
554,209
573,330
573,330
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt wth, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered Employment rate (Older Youth)
Skill Attainment rate (Younger Youth)
250 269 269
$1.20
58%
58%
$2.14 $2.15
60%
58%
60%
58%
366
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 30,668
$ 20,000
$ 25,000
$ 25,000
Supplies
1,039
5,000
5,000
5,000
Purchased Services
54,229
25,000
11,972
11,972
Gross County Cost
$ 85,936
$ 50,000
$ 41,972
$ 41,972
Revenue
85,936
50,000
41,972
41,972
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This funding may not be made available to local workforce centers
for the 2011-12 State Fiscal Year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.34
$0.19 $0.16
367
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640
DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of
the WIA programs and are used for staff training, administration, contracted services and other
programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,939
$ 4,000
$ 4,000
$ 4,000
Supplies
0
1,000
0
0
Purchased Services
24,785
20,000
21,000
21,000
Fixed Charges
162
0
0
0
Gross County Cost
$ 27,886
$ 25,000
$ 25,000
$ 25,000
Revenue
27,886
25,000
25,000
25,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This funding may not be made available to local workforce centers
for the 2011-12 State Fiscal Year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.11
$0.10 $0.09
368
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Dislocated Worker Program) 60000-2643
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 187,455
$ 145,000
$ 121,682
$ 121,682
Supplies
522
7,000
1,000
1,000
Purchased Services
362,966
252,940
343,060
343,060
Fixed Charges
- 1,254
0
0
0
Gross County Cost
$ 549,689
$ 404,940
$ 465,742
$ 465,742
Revenue
549,689
404,940
465,742
465,742
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
ACTUAL ESTIMATED PROJECTED
109 120 160
$1.27 $1.64 $1.50
73% 91% 86%
369
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - - 60000-2645
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer
Education Lab.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 205,894
$ 140,000
$ 245,000
$ 245,000
Supplies
18,908
130,000
50,000
50,000
Purchased Services
39,361
55,000
30,000
30,000
Gross County Cost
$ 264,163
$ 325,000
$ 325,000
$ 325,000
Revenue
376,297
325,000
325,000
325,000
Net County Cost
$ - 112,134
$ 0
$ 0
$ 0
Budget Positions
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
GED's obtained
ACTUAL ESTIMATED PROJECTED
1,350 1,350 1,350
$1.49 $1.25 $1.22
120 120 120
370
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Program - - 60000-2646
DEPARTMENT DESCRIPTION: Youth Corp program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 327,944
$ 128,012
$ 250,000
$ 250,000
Supplies
16,426
10,377
16,000
16,000
Purchased Services
48,682
207,032
64,421
64,421
Fixed Charges
5,850
0
15,000
15,000
Gross County Cost
$ 398,902
$ 345,421
$ 345,421
$ 345,421
Revenue
343,766
345,421
345,421
345,421
Net County Cost
$ 55,136
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Participants in program
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients completing program
ACTUAL ESTIMATED PROJECTED
15 15 15
$1.58 $1.33 $1.30
50 40 40
371
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Tight Corp Program - - 60000-2648
DEPARTMENT DESCRIPTION: Youth Corp Program
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 106,155
$ 134,900
$ 108,556
$ 108,556
Supplies
6,839
10,000
15,000
15,000
Purchased Services
121,380
100,000
115,000
115,000
Fixed Charges
375
0
0
0
Gross County Cost
$ 234,749
$ 244,900
$ 238,556
$ 238,556
Revenue
226,834
244,900
238,556
238,556
Net County Cost
$ 7,915
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Participants
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Participants completing program
ACTUAL ESTIMATED PROJECTED
24 24 30
$0.93 $0.94 $0.90
19 19 25
372
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Admin.) 60000-2651
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 43,203
$ 51,000
$ 60,460
$ 60,460
Supplies
696
7,000
0
0
Purchased Services
17,585
21,615
7,000
7,000
Gross County Cost
$ 61,484
$ 79,615
$ 67,460
$ 67,460
Revenue
61,484
67,264
67,460
67,460
Net County Cost
$ 0
$ 12,351
$ 0
$ 0
Budget Positions
- -
- -
- -
—I
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (other)
ACTUAL ESTIMATED PROJECTED
11 11 11
$0.24 $0.31 $0.25
373
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Support) 60000-2652
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly;
adult day care, ombudsman services, peer counseling, outreach, respite services and legal
counseling.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 146,439
$ 164,780
$ 89,752
$ 89,752
Supplies
6,097
15,000
0
0
Purchased Services
147,672
92,000
184,326
184,326
Gross County Cost
$ 300,208
$ 271,780
$ 274,078
$ 274,078
Revenue
300,208
271,780
274,078
274,078
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -J
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
374
HUMAN SERVICES AREA ON AGING
(CONTINUED)
60000-2652
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Outreach — Hispanic Senior Outreach 500 300 800
Adult day care 7,000 2,520 2,083
Peer Counseling 2,000 859 1,675
Legal consultation/representation 900 900 850
Homemaker and personal care 1,100 1,290 1,107
Ombudsman Services 1,600 1,600 1,600
Efficiency Measures
Per capita cost $1.19 $1.05 $0.99
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
375
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Congregate Meal Program) 60000-2653
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 21
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 81,724
$ 85,000
$ 60,000
$ 60,000
Supplies
9,485
21,000
7,000
7,000
Purchased Services
398,012
316,312
403,100
403,100
Fixed Charges
1,915
0
0
0
Gross County Cost
$ 491,136
$ 422,312
$ 470,100
$ 470,100
Revenue
491,136
422,312
457,749
457,749
Net County Cost
$ 0
$ 0
$ 12,351
$ 12,351
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Meals served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
52,000 52,000 48,476
$1.94 $1.63 $1.77
376
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Home Delivered Meals) 60000-2654
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
32,637
38,027
34,000
34,000
Gross County Cost
$ 32,637
$ 38,027
$ 34,000
$ 34,000
Revenue
32,637
38,027
34,000
34,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Meals Served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained.
ACTUAL ESTIMATED PROJECTED
13,400 5,111 7,750
$0.13 $0.15 $0.13
Yes
Yes Yes
377
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Health Services) 60000-2655
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports the annual senior health fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 853
$ 7,000
$ 12,182
$ 12,182
Supplies
821
2,851
0
0
Purchased Services
686
2,850
1,000
1,000
Gross County Cost
$ 2,360
$ 12,701
$ 13,182
$ 13,182
Revenue
2,360
12,701
13,182
13,182
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
300 300 300
$0.01 $0.05 $0.05
Yes Yes Yes
378
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (ARCH) 60000-2656
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports the annual senior health fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 35,468
$ 35,468
Supplies
0
0
6,200
6,200
Purchased Services
0
0
0
0
Gross County Cost
$
0
$
0
$ 41,668
$ 41,668
Revenue
0
0
41,668
41,668
Net County Cost
$
0
$
0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: New program introduced in 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
N/A N/A $0.16
Yes Yes Yes
379
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Elder Abuse Grant) 60000-2657
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,350
$ 1,839
$ 1,838
$
1,838
Supplies
0
0
0
0
Purchased Services
- 164
200
200
200
Gross County Cost
$ 2,186
$ 2,039
$ 2,038
$
2,038
Revenue
2,186
2,039
2,038
2,038
Net County Cost
$ 0
$ 0
$ 0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Educated CNA, staff, NH residents/families 200 200 200
Efficiency Measures
Per capita cost $0.01 $0.01 $0.01
Effectiveness Measures (desired results)
Education of long term staff Yes Yes Yes
380
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Special Ombudsman) 60000-2658
DEPARTMENT DESCRIPTION: These funds supplement the support services fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,898
$ 5,000
$ 5,698
$
5,698
Supplies
0
0
0
0
Purchased Services
257
2,107
1,400
1,400
Gross County Cost
$ 5,155
$ 7,107
$ 7,098
$
7,098
Revenue
5,155
7,107
7,098
7,098
Net County Cost
$ 0
$ 0
$ 0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Complaints investigated
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work outputs are maintained
ACTUAL ESTIMATED PROJECTED
150 150 150
$0.02 $0.03 $0.03
Yes
Yes Yes
381
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Single Entry Point) 60000-265995
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 932,491
$ 1,149,581
$ 1,185,682
$ 1,185,682
Supplies
2,210
27,500
4,777
4,777
Purchased Services
76,242
130,000
120,439
120,439
Gross County Cost
$ 1,010,943
$ 1,307,081
$ 1,310,898
$ 1,310,898
Revenue
1,010,943
1,307,081
1,310,898
1,310,898
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
-
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from
Institutional care to cost effective home care
ACTUAL ESTIMATED PROJECTED
1,000 1,000 1,000
$4.00 $5.04 $4.93
1,000
1,000
1,000
382
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (NCMC) - - 60000-2666
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 0
$
0
Supplies
0
0
6,500
6,500
Purchased Services
0
0
1,000
1,000
Gross County Cost
$
0
$
0
$ 7,500
$
7,500
Revenue
0
0
7,500
7,500
Net County Cost
$
0
$
0
$ 0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This is a year-to-year grant. We anticipate applying for the grant
for 2012 in the amount of $7,500.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
10 10
$0.00 $0.03 $0.03
N/A Yes Yes
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (VALE) - - 60000-2667
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 11,767
$ 0
$ 0
$ 0
Supplies
124
0
0
0
Purchased Services
1,005
12,000
12,000
12,000
Gross County Cost
$ 12,896
$ 12,000
$ 12,000
$ 12,000
Revenue
12,000
12,000
12,000
12,000
Net County Cost
$ 896
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
600 600 600
$0.05 $0.05 $0.05
Yes Yes Yes
384
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (State Funds) 60000-2671
DEPARTMENT DESCRIPTION: Supplemental funding source started 7/1/2000. A
combination of HB-1108 funds and General Fund Long Bill monies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 129,108
$ 126,000
$ 137,241
$ 137,241
Supplies
80,522
62,000
52,365
52,365
Purchased Services
270,205
234,238
226,752
226,752
Gross County Cost
$ 479,835
$ 422,238
$ 416,358
$ 416,358
Revenue
479,835
422,238
416,358
416,358
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dental/Vision/Hearing Clients Served 100 100 100
Meals served 13,000 11,400 14,636
Other clients served N/A N/A 8,865
Efficiency Measures
Per capita cost $1.90 $1.63 $1.56
385
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Part E Family Caregiver Support - - 60000-2673
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 20,173
$ 26,120
$ 22,884
$ 22,884
Supplies
394
190
0
0
Purchased Services
17,082
59,000
59,000
59,000
Gross County Cost
$ 37,649
$ 85,310
$ 81,884
$ 81,884
Revenue
37,649
85,310
81,884
81,884
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
II
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt wth, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Care giver Support - units of services
Grandparents raising grandkids - clients
served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain requirements of grant
1,900
1,900 1,800
300 300 360
$0.15
$0.33 $0.31
Yes Yes Yes
386
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Supplemental Foods - - 60000-267695
DEPARTMENT DESCRIPTION: This program distributes USDA commodities to low income
nd elderly of the County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 345
$ 0
$
0
$
0
Supplies
1,204,172
0
0
0
Purchased Services
190,452
1,428,630
0
0
Gross County Cost
$ 1,394,969
$ 1,428,630
$
0
$
0
Revenue
1,394,969
1,428,630
0
0
Net County Cost
$ 0
$ 0
$
0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: The Department has requested that CDHS contract directly with
Weld Food Bank for the reimbursement of these services, thus removing the Department as a
middle -man in the process. The change in administration will have no impact on the amount of
food commodities that clients will receive in Weld County.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with
program change to have the Weld Food Bank contract directly with CDHS.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain or increase average monthly
participation rate
ACTUAL ESTIMATED PROJECTED
4,400 4,400 0
$5.52 $5.51 $0.00
Yes
Yes N/A
387
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Community Services Block Grant - - 60000-267895
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 123,404
$ 40,000
$ 80,000
$ 80,000
Purchased Services
75,769
140,000
37,830
37,830
Fixed Charges
903
0
0
0
Gross County Cost
$ 200,076
$ 180,000
$ 117,830
$ 117,830
Revenue
163,236
180,000
117,830
117,830
Net County Cost
$ 36,840
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2012.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Employment opportunities low-income
unskilled adult labor force
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals maintained
2,330
2,330 2,330
$0.79 $0.69 $0.44
Yes Yes Yes
388
i
SPECIAL REVENUE
FUNDS
SPECIAL REVENUE FUNDS
Special Revenue Funds are established to account for taxes or other earmarked revenue of the
county which finance specified activities as required by law or administrative action.
CONTINGENCY FUND:
The Contingency Fund is funded at the level of $8,000,000. Given the uncertainty of state and
federal funding and tax collections, it is recommended that this amount, coupled with the
$20,000,000 carry-over fund balance in the Contingency Fund, be retained. The fund balance
will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy
dependency on oil and gas assessed values that can fluctuate dramatically from year to year
due to production levels and price changes. Besides serving as a general contingency reserve
the fund is available to mitigate impacts from the oil and gas industry, such as unanticipated
road and bridge heavy hauling impacts.
SOLID WASTE FUND:
The Solid Waste Fund is funded at the anticipated revenue level of fees at $685,000. There is
an anticipated beginning fund balance of $500,000. The Department of Public Health and
Environment costs will be $373,127 for the Household Hazardous Waste program; $134,782 is
funded for solid waste inspections and monitoring by the Health Department; $15,000 for
community cleanups; and $77,091 to fund the roadside trash pickup program with Useful Public
Service clients. $85,000 is funded by a transfer to the Sheriff's Office to support code
enforcement for illegal dumping.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $387,000 based upon the anticipated operating
costs for 2012. The budget reflects funding of Island Grove Park only.
EMERGENCY RESERVE FUND:
The Emergency Reserve Fund is established per Amendment One (TABOR), passed
November 3, 1992. The amendment requires that an emergency reserve be created to be used
for declared emergencies only. It also requires each local government to reserve one percent
or more for 1993, two percent or more for 1994, and three percent or more for all later years of
the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next
year's reserve. A reserve of $6,000,000 has been established for 2012, which is greater than
the required three percent of fiscal spending.
389
CONSERVATION TRUST
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
LOTTERY
2200 73700 4332 LOTTERY
2011 2012 2012 20
Budget Request Recommend Fir
410,000 382,500 382,500
MISCELLANEOUS
2200 73700 4610 EARNINGS ON INVESTMENTS 5,000 4,500 4,500
TOTAL CONSERVATION TRUST FUND 415,000 387,000 387,000
390
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
2200 73700 CONSERVATION TRUST
TOTAL CONSERVATION TRUST
2011 2012 2012 2012
Budget Request Recommend Final
415,000 387,000 387,000
415,000 387,000 387,000 (
391
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to
be used for the acquisition, development, and maintenance of new conservation sites within
Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
373,232
362,707
379,484
379,484
Fixed Charges
0
0
0
0
Capital
0
52,293
7,516
7,516
Gross County Cost
$ 373,232
$ 415,000
$ 387,000
$ 387,000
Revenue
386,999
415,000
387,000
387,000
Net County Cost I
$ - 13,767
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: Revenue from the Colorado Lottery are being projected at
$382,500 and $4,500 from interest earnings. For 2012 the budget for the county buildings at
Island Grove Park is proposed at $491,984. This represents an increase from the 2011 budget
of $13,662 or 2.9%. Revenue from rents and facility use fees for 2012 is estimated at $112,500
which is the same as 2011. The county payment for 2012 is proposed at $379,484 which is an
increase of $16,777 from the 2011 payment of $362,707, an increase of 4.6%. The increase in
the 2012 county payment reflects not only the increase in the 2012 budget but also the increase
in salaries granted in 2011 after the county payment had been established. A total of $7,516 is
allocated for capital improvements to the buildings. Since 2002, the Missile Site Park has been
funded in the General Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Please note that
the 2012 expenditure estimates do not include potential raises that may be granted to city
employees. If Greeley City Council decides to grant raises, an adjustment in the county
payment would need to be made.
392
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
Historically, the following is the amount of money received annually since the lottery started:
1983 $194,698
1984 195,304
1985 151,033
1986 138,069
1987 162,736
1988 154,074
1989 130,764
1990 136,726
1991 200,103
1992 220,219
1993 264,371
1994 205,534
1995 327,162
1996 $312,024
1997 356,262
1998 373,962
1999 286,971
2001 358,802
2002 391,780
2003 385,070
2004 361,926
2005 371,213
2006 453,233
2007 423,260
2008 430,795
2009 408,648
2010 386,999
The funds have been used for maintenance and development of Island Grove Park and the
Missile Site Park, with the exception of the following items:
Entity
1983:
Greeley
1984:
Greeley
1985:
Greeley
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Amount
$ 141,464
$ 143,000
$ 90,000
1986:
Greeley Civic Auditorium $ 51,500
LaSalle Community Center 10,000
Ault Park System 7,500
Dacono Park Improvements 3,000
Windsor Park Improvements 6,000
Ft. Lupton Pearsin Park Sports Complex 10,000
Independence Stampede Headquarters Facility 5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
393
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of
Weld County lottery funds. This policy remains in force today:
1. To maintain and develop the two existing county parks.
2. Projects must enhance the quality of life for the citizens of Weld County.
3. Projects must contribute to, or compliment, the economic development activities
of Weld County.
4. Projects must have an area impact or significance.
5. Funds used for local community projects must have substantial local support.
6. Outside of existing county parks, no operating funds shall be contributed to
projects.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Island Grove Park Visitors
Efficiency Measures
Per capita cost (county support)
Cost Per Visitor
420,000
$1.48
$0.89
420,000 420,000
$1.40
$1.45
$0.86 $0.92
394
CONTINGENCY
SUMMARY OF REVENUES
2012
:und Org Acct Account Title
TAXES
≥300 90300 4112 CURRENT PROPERTY TAXES
TOTAL CONTINGENCY FUND
2011 2012 2012 2012
Budget Request Recommend Final
1,000,000 8,000,000 8,000,000
1,000,000 8,000,000 8,000,000
395
CONTINGENCY
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
2300 90300 CONTINGENT 6,800,000
2011
Budget
TOTAL CONTINGENCY
2012
Request
8,000,000 8,000,000
8,000,000 8,000,000
2012 201
Recommend Fin
6,800,000
396
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
6,800,000
8,000,000
8,000,000
Capital
0
0
0
0
Gross County Cost
$ 0
$ 6,800,000
$ 8,000,000
$ 8,000,000
Revenue/Fund Bal.
20,497,923
5,800,000
8,000,000
8,000,000
Net County Cost
$ 20,497,973
$ 1,000,000
$ 0
$ 0
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $8,000,000 with
property tax. A beginning fund balance of $20,000,000 is anticipated. An ending fund balance
of $20,000,000 is projected. The fund balance will serve as a stabilization reserve for fluctuating
revenues due to Weld County's heavy dependency on oil and gas assessed values that can
fluctuate dramatically from year to year due to production levels and price changes. Besides
serving as a general contingency reserve the fund is available to mitigate impacts from the oil
and gas industry, such as unanticipated road and bridge heavy hauling impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
397
EMERGENCY RESERVE FUND
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
TAXES
2400 53100 4112 CURRENT PROPERTY TAXES
TOTAL EMERCENCY RESERVE FUND
2011 2012 2012 20'
Budget Request Recommend Fin
0 0 0
0 0 0
398
EMERGENCY RESERVE
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
2400 53100 EMERGENCY RESERVE
TOTAL EMERGENCY RESERVE
2011 2012 2012 2012
Budget Request Recommend Final
6,000,000 6,000,000 6,000,000
6,000,000 6,000,000 6,000,000 1
399
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment
One (TABOR), passed November 3, 1992, which requires that an emergency reserve be
established to be used for declared emergencies only, and that each local government shall
reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later
years, 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused
reserves apply to the next year's reserve.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
6,000,000
6,000,000
6,000,000
Capital
0
0
0
0
Gross County Cost
$
0
$ 6,000,000
$ 6,000,000
$ 6,000,000
Revenue
0
0
0
0
Net County Cost
$
0
$ 6,000,000
$ 6,000,000
$ 6,000,000
SUMMARY OF CHANGES: The emergency reserve is funded at $6,000,000, which meets the
three percent fiscal year spending requirement.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that $6,000,000 be
funded to comply with the TABOR Amendment requirement passed in 1992. Reserve is funded
from carry-over fund balance.
BOARD ACTION:
400
SOLID WASTE FUND
SUMMARY OF REVENUES
2012
=und Org Acct Account Title
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE FUND
2011 2012 2012 2012
Budget Request Recommend Final
685,000 685,000 685,000 I
685.000 685,000 685.000 I
401
SOLID WASTE
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
2700 21240 TRANSFER
2700 90200 SOLID WASTE
2700 90200 TRANSFER
TOTAL SOLID WASTE FUND
2011
Budget
85,000
92,091
507,909
2012
Request
85,000
92,091
507,909
2012 201
Recommend Fin
85,000
92,091
507,909
685,000
685,000 685,000
402
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240
DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal
dumping, and roadside trash pick-up program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
85,000
85,000
85,000
85,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
Revenue
0
0
0
0
Net County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the
Animal Control function in the Sheriff's Office. The cost of the code enforcement function is
$85,000. See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Number of Complaints
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
800 800 800
$0.34 $0.33 $0.32
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
403
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200
DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites to combat environmental problems, promote trash
clean-up, provide for the household hazardous materials program, and to further improve and
develop landfill sites within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
157,913
600,000
600,000
600,000
Fixed Charges
507,909
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 665,822
$ 600,000
$ 600,000
$ 600,000
Revenue
1,143,586
685,000
685,000
685,000
Net County Cost
$ - 477,764
$ - 85,000
$ - 85,000
$ - 85,000
SUMMARY OF CHANGES: Due to the annexation of the Erie Laidlaw Landfill, the revenue
from that site ($740,000 annually), has not been received since 2007. Therefore, the revenue
estimate is $685,000. The Department of Public Health and Environment costs for the
Household Hazardous Waste program will be $373,127. $15,000 is budgeted for community
clean-ups, and $77,091 to fund the roadside trash pick-up program with Useful Public Service
clients. $134,782 is funded for solid waste inspections and monitoring by the Health
Department. Since the landfill sites no longer impact county roads due to being located off of
state highways, no funds are provided for road projects to mitigate landfill impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. There are no
undesignated funds in the 2012 budget to mitigate impacts of landfills, such as road access,
cleanups, and transfer stations. A $500,000 fund balance also exists for the same needs, if
required.
As indicated above, revenues have been held conservative. Due to the annexation of the
second Erie landfill, the county has lost the revenue from that site. Erie will pay approximately
$13,000 for Health Department inspections of the landfill in Erie, and for costs to offset the
receiving of household hazardous wastes from Erie residents. Revenue in 2010 was increased
on a one-time basis due to an EPA clean-up near the Wyoming border hauling materials to the
Ault landfill. Revenues from the one-time EPA clean-up were close to $450,000. In 2012 the
revenue will return to the normal level of $685,000.
BOARD ACTION:
404
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Landfill Inspections
Household Hazardous Material (HHM)
Surcharge Collected
Efficiency Measures
Per capita cost (collected)
Per capita HHM cost
45 45
$373,127 $373,127
$1,143,586 $685,000
$4.52
$1.48
$2.54
45
$373,127
$685,000
$2.57
$1.44 $1.40
405
:Itt
WUDG
COLORADO
406
CAP ITAL
FIJ1\D
SEVEN YEAR TREND
Capital Expenditures
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
2008
2009
2010
2011
2012
2006
2007
407
CAPITAL EXPENDITURES FUND SUMMARY
The Capital Expenditures Fund was established to budget for financial resources used for the
acquisition or improvement of capital facilities of the county. A detailed Long Range Capital
Plan for 2012-2016 is presented in this section and relates to the specifics of the 2012 capital
project budget.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2012 program is funded at $7,600,000, with $7,200,000 from property tax,
$100,000 from capital expansion fees, and $300,000 from interest. Anticipated projects include
$2,350,000 for the communications system upgrade, $250,000 for upgrades of Public Works
facilities, and $900,000 for special projects. A carry-over beginning fund balance of $3,300,000
is anticipated, and $7,400,000 ending reserve fund balance for the future jail expansion
($6,200,000) and Downtown Greeley land reserve ($1,200,000) is anticipated at the end of
2012.
Capital projects impacting the 2012 and future years' operational costs include the additional
Regional Crime Lab. The Regional Crime Lab will add $240,000 in operational and maintenance
costs in 2013; however, the participating law enforcement agencies will each pay one -fifth of the
costs, so Weld County's share will only be $48,000. It is estimated that the additional jail space
planned for construction in 2016 will impact the operational budget by $1,210,000 in 2016,
$770,000 in 2017, and $1,100,000 in 2018.
Special projects and Public Works facility projects are primarily cosmetic enhancements to
buildings that will not impact operating costs, but will improve the appearance and functionality
of the buildings involved.
408
CAPITAL EXPENDITURE
SUMMARY OF REVENUES
2012
:und Org Acct Account Title
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
4000 17500 4610 EARNINGS ON INVESTMENTS
MISCELLANEOUS
4000 17500 4730 OTHER FEES
TOTAL CAPITAL EXPENDITURES
2011
Budget
6,600,000
100,000
100,000
6.800,000 7.600,000 7.600.000 I
2012
Request
7,200,000
100,000
300,000
2012 2012
Recommend Final
7,200,000
100,000
300,000
1
I
I
409
CAPITAL EXPENDITURE
SUMMARY OF EXPENDITURES
2012
2011 2012 2012 201
Fund Org Expenditure Function Budget Request Recommend Fin
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 6,800,000 7,600,000 7,600,000
TOTAL CAPITAL EXPENDITURES FUND 6,800,000 7,600,000 7,600,000
410
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in
accordance with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County
Buildings Fund (Fund 33).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Capital
5,190,159
6,800,000
7,600,000
7,600,000
Gross County Cost
$ 5,190,159
$ 6,800,000
$ 7,600,000
$ 7,600,000
Revenue
2,689,679
200,000
400,000
400,000
Fund Balance
4,761,470
0
0
0
Net County Cost
$ 7,261,950
$ 6,600,000
$ 7,200,000
$ 7,200,000
SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2012 program is funded at $7,600,000, with
$7,200,000 from property tax, $100,000 from capital expansion fees, and $300,000 from
interest. Anticipated projects include $2,350,000 for the communications system upgrade,
$250,000 for upgrades of Public Works facilities, and $900,000 for special projects. A carry-
over beginning fund balance of $3,300,000 is anticipated, and $7,400,000 ending reserve fund
balance for the future jail expansion ($6,200,000) and Downtown Greeley land reserve
($1,200,000) is anticipated at the end of 2012.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2012 funding level of
the Proposed Long Range Capital Plan for 2012 - 2016. The actual plan is on the pages
immediately following.
BOARD ACTION:
411
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2012 - 2016
Presented By: Donald D. Warden
Director of Budget Management and Analysis
September, 2011
412
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2012 - 2016
INTRODUCTION:
Section 14-3 of the Weld County Home Rule Charter provides:
"The Board may require that the Director of Finance and Administration submit,
at the time of submission of the annual budget, a five-year capital improvements
program and budget. Such program shall include recommended projects,
construction schedule, estimate of cost, anticipated revenue sources, methods of
financing, and such other information as may be required.
This five-year plan projects capital improvements for 2012 - 2016.
The recommended program for capital construction is intended as a guideline to be adjusted by
the Board of County Commissioners on an annual basis. It represents flexible goals for
organizing solutions to county program needs, and it is intended to provide the Board of County
Commissioners with the perspective for making fiscal policy decisions. Annual modifications in
the plan will reflect necessary adjustments and priorities, changes in programs, and
readjustments of other county fiscal requirements.
This report has four (4) sections:
1. Introduction
2. Financing Alternatives
3. 2012 - 2016 Five-year Plan
4. 2012 Budgetary Impact
The section on financing recommends a program for funding the next five years' capital
construction. This section lists the various sources of revenue currently available to the county,
and the alternatives available for financing the remainder of the capital projects program. The
2012 - 2016 five-year plan section provides a list of recommended projects and the time
schedule for the next five fiscal years. Additionally, it provides justification for the
recommendation and attempts to enumerate problems and recommended solutions for the
capital improvements program over the next five years. The project section describes each
recommended project, and provides information on the existing situation, the proposed solution,
and the financing plan for each project.
The last section of the report provides a recommended 2012 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2012 county budget.
413
FINANCING ALTERNATIVES
414
FINANCING
Overview:
There are a number of ways to finance capital improvement projects. Some of the most
common methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues --
paying cash instead of borrowing against future revenues. Pay as you go has
several advantages. First, it saves interest cost. Second, pay as you go protects
borrowing capacity for unforeseen major outlays that are beyond any current
year's capacity. Third, when coupled with regular, steady completion of capital
improvements and good documentation and publicity, pay as you go fosters
favorable bond ratings when long term financing is undertaken. Finally, the
technique avoids the inconvenience and considerable cost associated with
marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go
policy. First, pay as you go puts a heavy burden on the project year. Second, it
creates awkward fluctuating expenditure cycles which do not occur with extended
financing. Third, a long life asset should be paid for by its users throughout its
normal life rather than all at once by those who may not have the use of it for the
full term. Finally, when inflation is driving up construction costs, it may be
cheaper to borrow and pay today's prices rather than wait and pay tomorrow's.
2. All borrowing policy:
An all borrowing policy or a substantial reliance on debt financing is another
approach. The annual available resources could be used entirely for debt
service with the size of the annual resources setting the limit on the amount that
could be borrowed.
3. Capital reserve:
A capital reserve plan is an approach where the annual resources available could
be accumulated in one or more capital reserve funds, the amounts invested, and
when any funds become adequate to pay for a proposed project, the fund could
be expended. This is a good approach when a county has a capital requirement
which can wait. Accumulation of the necessary capital funds over a period of
time is a feasible approach, assuming a relatively stable construction dollar.
HB 82-1111, passed in 1982, specifically provides for a capital improvements
trust fund for capital reserves.
415
4. Partial pay as you go policy:
A partial pay as you go policy is a common approach. Some of the annual
resources would be used to finance capital improvements directly, and the
remainder would go for supporting a debt program. Even if a local government
pursues a borrowing policy, an initial down payment out of current revenues is a
possibility. A customary five to ten percent down is a limited pay as you go
policy, and assures that the voters authorizing the approval will make a cash
contribution so all of the burden will not be postponed.
5. Joint financing:
An ever increasing number of cities and counties are benefitting from joint
development of a project. The construction of a city/county office building and
recreational areas are examples. This avenue of funding and planning capital
projects normally is advantageous to both jurisdictions.
6. Lease/Purchase:
Local governments can utilize lease/purchase methods for needed public works
projects by having it constructed by a private company or authority. The facility is
then leased by the jurisdiction on an annual or a monthly rental. At the end of the
lease period, the title to the facility can be conveyed to the jurisdiction without
any future payments. The rental over the years will have paid the total original
cost plus interest. This method has been used successfully in a number of
jurisdictions. The utilization of a building authority would fall under this category
of financing.
Numerous considerations are involved in the selection of the foregoing approaches, or some
combination thereof:
1. Political realities may preclude utilization of one or more of the above
alternatives. For example, the passage of general obligation bonds as a debt
financing mechanism has not met recent success at the polling places in most
jurisdictions.
2. The pay as you go concept has three distinct advantages.
A. It provides great flexibility to the county for future periods of economic
recession or depression but does not accumulate large fixed -charge
costs.
B. It avoids the payment of interest charges.
C. It imposes upon public officials the full political responsibility for levy of
the taxes necessary to pay the local share of such projects.
3. The debt financing approach has the advantage of spreading the cost over a
generation of current users of public facilities, thereby imposing upon each a
significant portion of the cost of each project.
416
4. In an inflationary period, one must take into account the extent to which
prepayment for capital outlay is warranted, when the opportunity for repayment of
the principal and interest in dollars that are less expensive can be arranged.
5. During periods of rapid rise in costs, the time delay necessary to accumulate
down payments or full pay as you go resources invites higher costs which may
wipe out most, if not all, of the advantages of non-payment of interest.
In the five-year capital projects plan, a combination of funding methods will be recommended to
finance capital construction in an attempt to balance the economy of a payment in full program
with the fairness of sharing the burden among present and future taxpayers.
This recommended financial program reflects consideration of many factors, including the
availability of cash, anticipated interest rates at the time of construction, and projected
inflationary cost increases that would result from project delays.
417
DEBT FINANCING
Before discussing specific types of borrowing, it is appropriate to review some of the basic
constitutional statutory provisions which generally are applicable to debt financing.
Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a
political subdivision of the state, unless the question of incurring such debt has been approved
by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out
of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad
vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957).
In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may
be pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed three
percent (3%) of the assessed value in the county, which is over $140 million dollars in Weld
County.
Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of
multi -year debt. It states that an election is required: "Except for the refinancing of district
bonded debt at a lower interest rate or adding new employees to existing district pension plans,
creation of any multiple -fiscal year direct or indirect district debt or other financial obligation
whatsoever without adequate present cash reserves pledged irrevocable and held for payments
in all future fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with
the laws of the state, including the borrowing of money to fund county projects,
the pledging of project revenues and repayment thereof, and the issuance of
revenue warrants, or revenue bonds, or other forms of evidence of such
obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to
maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes
due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the
higher the yields or return on investment is demanded by the market price. Thus, a bond issue
that runs thirty years will pay a higher net effective interest rate than a bond issue that runs
twenty years.
418
General Obligation Bonds:
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and
interest of the bond issue. Consequently, general obligation bonds are a debt subject to the
constitutional and statutory provisions discussed earlier. Because the issue of general
obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes
necessary to repay the principal and interest of the bond, it is generally agreed to be a more
secure investment than other types of bonds. Thus, the major advantage of general obligation
financing is the low rate of interest as compared to the interest of other types of bonds. The law
permits general obligation bonds to have a thirty-year term; however, general obligation bond
issues usually have terms of twenty years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter
approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond
election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for
enterprise funds and operations.
Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds
and the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are considered to be less secure than general obligation bonds because of the
inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there
is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond
twenty years, frequently as long as thirty years.
The concept of issuing revenue bonds is based on the theory that certain projects which benefit
only certain individuals should be self-supporting and should be paid for by the user of that
project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air
travelers and airlines and parking revenue bonds are paid for by users, etc.
In order for a county to issue a revenue bond, the system which generates the revenues to
repay the principal and interest of the bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
419
operating statistics and coverages, but also at more basic elements, such as the necessity of
the service, control over competition, and delinquency procedures. Revenue bonds are
becoming more popular because they do not require voter approval and do not apply in
statutory debt limits.
Leases:
A less traditional method of financing county facilities is a lease arrangement. A lease is
executed with the county, which gives the county the option to purchase the equipment or
facility during the term of the lease. All or part of the lease payments may be applied to the
purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is
a debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2. No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non -property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which
underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the
system. Rather, it is usually a promise to pay only one year at a time, with an implied intention
to continue payment until ownership is transferred. As ultimate security, the holder of the lease
may look to the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation
to continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally are short, usually from seven to ten
years. Because the security underlying the lease is not good compared with conventional
financing, interest rates on leases are higher.
420
Building Authority:
A building authority is a non-profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987, named the Weld County
Finance Corporation. The directors are the Director of Finance and Administration, County
Attorney, and Director of Public Works, each appointed for ten-year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt
from Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds
are issued on behalf of a political subdivision, which is determined based upon the following
factors as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and
other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After
receiving a favorable ruling from the IRS, a "no action" letter should be secured from the
Security and Exchange Commission, exempting the authority's bonds from these requirements.
The authority then issues bonds pledging the annual rental payments as security. After
issuance of bonds and construction of the facilities, the authority leases the facilities to the
county. Again, this must be a bona fide lease and possess all the elements discussed under
Lease/Purchase.
The bonds of a building authority are similar to municipal leases in the manner in which they are
viewed by investors. As with a simple municipal lease, building authority bonds are less secure
than general obligation or revenue bonds. As a result, bonds issued through a building authority
bear higher interest than more secure issues.
421
Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical
matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing
assignment of proportionate undivided interests in rights to receive certain revenues in the form
of a lease or rental amount for the purpose of providing funding for capital improvements. The
lease and COP do not constitute a general obligation or other indebtedness of the county within
the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a
year-to-year obligation.
The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has
ever used in the implementation of its debt policy options. The only COP issued by Weld
County was done in 1997, and was paid off August 1, 2007. No outstanding debt exists for
Weld County.
422
BUILDING AUTHORITY FINANCE
The Philosophy:
Tax-exempt financing is available through a building authority with the issuance of bonds when
the facilities financed are for public purposes and the benefit is to the sponsoring public entity.
The Building Authority:
A building authority is a Colorado non-profit corporation created by the county itself. The county
adopts a resolution calling for the creation of the Building Authority and directing counsel to
draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of
directors is formed. The board may consist of County Commissioners or administrative
personnel or individuals not associated with any public entity. The Weld County Finance
Corporation, created in 1987, consists of the Director of Finance and Administration, County
Attorney, and Director of Public Works as directors.
Tax -Exemption of Interest:
Once the non-profit corporation is created, the tax-exempt nature of interest paid on the
corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue
Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1
and Revenue Ruling 63-20, and on the tax-exempt status of interest paid.
Such an application involves considerable work and a detailed analysis of the situation which is
presented to the Internal Revenue Service. The application includes information as to public
purpose, the county, the agency using the facilities, the proposed lease terms, terms of title
reversion to the county and the proposed method of financing.
Corporate Bonds and the S.E.C.:
As corporate bonds are subject to registration requirements of the Securities and Exchange
Commission, a "no action" letter must be obtained from the S.E.C. In essence, the S.E.C. says
that no action will be taken if the bonds of the building authority/non-profit corporation are not
registered.
The Purchase Contract:
Once the building authority is created with powers to act, it may enter into a contract to
purchase the facility. The contract should be subject to:
1. A favorable revenue ruling from the Internal Revenue Service.
2. Receipt of an S.E.C. "no action" letter.
3. Finalization of financing.
423
The Bond Issue:
When all legal and tax questions are answered the building authority may issue bonds for the
purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells
the bonds to the ultimate investor.
The bonds that are issued will be an obligation of the building authority only and not a debt
obligation of the county.
The County Lease:
Upon the issuance of the bonds and the purchase of the building by the building authority, the
county can lease the building from the authority. The lease would be from year-to-year with
automatic renewal unless otherwise terminated. A county lease for any period in excess of one
year constitutes a debt and must be approved by voters.
The Bond Security:
The security of the bond holders may be only in a pledge of lease revenues by the authority.
The bond holders may also have a first mortgage lien on the building. The combination of the
two results in a more secure bond and a correspondingly lower rate of interest.
Partial Seller Financing:
Depending on factors such as the seller's motivation, whether there is an existing loan on the
building, and negotiations, a bond issue can be for only the amount necessary for a down
payment. The sellers can carry back the balance, receiving installment sale tax benefits on the
capital gains. A revenue ruling would be required; however, interest paid on a promissory note
to the seller may also be tax exempt. The total cost to the county and the building authority then
may be substantially lower on this basis.
424
COMPLETED CAPITAL PROJECTS
2006-2010
Total
Actual
2006
Actual
2007
Actual
2008
Actual
2009
Actual
2010
Centennial Complex
$ 5,526,576
$ 21,400
$ 628,871
$ 1,865,352
$ 2,983,136
$ 27,817
Courthouse
298,350
97,969
9,310
191,071
West Annex
10,850
10,850
Land Reserve
142,834
142,834
Stanley Bldg
321,921
321,921
Grader Sheds
681,319
180,012
228,564
1,333
271,410
Bldg & Grds Hdqtr
755,685
755,685
Health Department
105,109
105,109
Island Grove
994,825
753,445
181,035
60,345
North Jail
20,254,149
8,182,712
10,991,973
360,527
22,194
696,743
Sheriff's Admin Bldg
13,900
13,900
North County
Complex
1,321,462
1,199,076
122,386
Public Works
125,201
53,010
64,371
7,820
Social Services
6,528,793
17,546
500,923
3,266,441
2,743,883
Regional Crime Lab
4,500
4,500
Southeast Weld
Building
3,459,081
2,492,806
966,275
South County
165,347
165,347
County Clinic
550,538
550,538
North Admin Bldg
3,608,942
3,608,942
Alternative Use Bldg
4,313,418
1,887,721
2,425,697
Community
Correction Building
5,389,176
81,145
3,106,139
2,201,892
Miscellaneous
750,230
309,525
229,273
48,158
163,274
TOTAL
$55,322,206
$13,040,370
$16,303,073
$ 8,726,252
$ 9,287,109
$ 7,965,402
NOTE: Expenditures listed in year incurred.
425
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2012 - 2016
Requirements
Total
2012
2013
2014
2015
2016
Jail Capital
Reserve
$5,285,000
$2,900,000
$5,775,000
$6,035,000
$5,700,000
$-15,125,000
Comm. System
Reserve
2,000,000
0
500,000
500,000
500,000
500,000
Jail Expansion
20,000,000
0
0
0
0
20,000,000
Land Reserve
1,200,000
1,200,000
0
0
0
0
Communications
System
2,350,000
2,350,000
0
0
0
0
Misc Projects
3,440,000
900,000
825,000
765,000
800,000
150,000
PW Projects
250,000
250,000
0
0
0
Courts
$1,500,000
0
0
0
0
$1,500,000
TOTAL
$36,025,000
$7,600,000
$7,100,000
$7,300,000
$7,000,000
$7,025,000
426
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
427
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2012 - 2016
YEAR
2012
PROPERTY
TAX
7,200,000
INTEREST
300,000
FEES
100,000
2013
6,400,000
600,000
100,000
2014
6,400,000
800,000
100,000
2015
6,400,000
500,000
100,000
2016
6,400,000
500,000
125,000
TOTAL
7,600,000
7,100,000
7,300,000
7,000,000
7,025,000
428
CASH FLOW ANALYSIS
YEAR
BEGINNING
FUND
BALANCE
REVENUE
EXPENDITURES
ENDING
FUND
BALANCE
2012
$ 3,300,000
$ 7,600,000
$ 3,500,000
$ 7,400,000
2013
$ 7,400,000
$ 7,100,000
$ 825,000
$ 13,675,000
2014
$ 13,675,000
$ 7,300,000
$ 765,000
$ 20,210,000
2015
$ 20,210,000
$ 7,000,000
$ 800,000
$ 26,410,000
2016
$ 26,410,000
$ 7,025,000
$ 21,650,000
$ 11,785,000
429
CORRECTIONAL FACILITY
Existing Situation:
The Centennial Complex Jail was constructed in 1978, and was remodeled three times to
increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed
with 160 beds and all of the core service facilities. The North Jail Complex is currently designed
for a build out of 779 beds, but the site can accommodate over a 1,000 -bed facility. Each phase
would be in increments of approximately 160 - 375 beds. Jail population continues to grow in
Weld County, but the growth rate has slowed the last few years due to more use of jail
alternative programs. Phase II was completed and opened in January, 2004. Phase II added
245 beds based upon the design. Construction of Phase II allowed for the closure of the
Centennial Jail and conversion of the space to accommodate Court needs. Phase III, which
added 374 beds, was constructed in 2006 - 2007, and was opened in February 2008.
Proposed Solution:
It is proposed that additional phases of the North Jail Complex be constructed in increments of
beds, as needed. The total project of approximately 211,355 square feet will be constructed in
phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core
service facilities, such as kitchen, administrative offices, medical detention, booking area, and
lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and
medium security to accommodate the projected inmate classifications. Phase II was
constructed in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III
has 374 beds and was constructed in 2006 - 2007. There are currently 779 beds available.
Financing:
It is recommended that the county budget $20,000,000 in the 2012 - 2016 capital plan budget
for 350 additional beds. Nothing will be in the Capital budget in 2012 for jail construction.
Impact on Operational Costs:
In 2017, it is anticipated that the new jail capacity will be opened. The use of the capacity will
be phased in over a two to three year period, depending on inmate population growth. Based
upon past phased openings of the jail, the estimated additional annual costs are:
Item
2016
2017
2018
Staffing
$ 1,210,000
$ 770,000
$ 1,100,000
Medical Costs
0
600,000
320,000
Food
0
400,000
200,000
Utilities
0
60,000
0
Maintenance
0
60,000
0
430
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987, Weld County acquired 160 acres located in the southwest corner of "O" Street and
North 11th Avenue in Greeley. Funds for the property came from the sale of the Health
Building.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area.
The utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000
with the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000
square foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres
have been developed for building and storage sites and approximately 60 acres can be mined
for gravel and reclaimed in an attractive way. The new correctional facility is located on this
site, as well as the Health Department, Household Hazardous Waste Building, Training Center,
Motor Pool, Public Works, Law Administration, Buildings and Grounds, Alternative Programs
Facility, Community Corrections Facility, and four administrative buildings. A portion of the
property was made available for commercial development and offered at no cost or low cost to
private parties for economic development incentives. A PUD was approved for land use
purposes in 1989.
Financing:
Development, using future years' funds, is programmed into the long-range plan under specific
projects, which include a correction facility ($20,000,000).
Impact on Operational Costs:
See individual projects for cost impacts.
431
COMMUNICATIONS SYSTEM
Existing Situation:
Weld County, in 1975, created the Weld County Regional Communications Center and agreed
to fund the infrastructure to accommodate the communications system. The system consisting
of towers, radio receivers and transmitters, system controllers, consoles, computers, and
various communications equipment has been required to be replaced or upgraded
approximately every ten years with growth and technological changes. The costs have been
paid for by grants, Weld County government, and the E911 Authority.
Proposed Solution:
It is proposed that the communications system be upgraded in 2011-2012 at a total cost of
$6,700,000. The E911 Authority Board has agreed to fund the console equipment upgrade in
the amount of $2,000,000, and Weld County, in the Capital Expenditure fund, will fund the
remaining costs. In addition, the Board of County Commissioners has agreed to adopt a policy
of funding a $5,000,000 capital reserve in the amount of $500,000 per year, so that in ten years
funds will be in the capital reserve for the next upgrade.
Financing:
The upgrade for 2012-2013 will be funded by the E911 Authority Board funding $2,000,000 from
its reserve, and Weld County has funded $2,350,000, in 2011 and will fund $2,350,000, in 2012,
for the remaining $4,700,000 in the Capital Expenditure Fund for the total estimated cost of
$6,700,000. Beginning in 2013, Weld County will fund $500,000 per year for the
Communications System Reserve for future communications systems upgrades.
Impact on Operational Costs:
There will be no additional operational costs for the system. Operational costs are currently
funded by Weld County, City of Greeley, the E911 Authority Board, and users using in excess of
$10,000 per year in allocated costs. It is not anticipated that the upgraded systems will be any
more expensive, operationally, to maintain than the current system.
432
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The County currently has 18 grader sheds throughout Weld County, to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. Seventeen have recently been replaced --
Nunn (1981), Gwonda (1982), Vim (1983), New Raymer (1984), Mead (1985), Rockport (1986),
Kiowa (1987), Severance (1987), Gilcrest (1989), Ault (1989), Briggsdale (1991),
Keenesburg (1994) Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001),
Galeton (2003), New Raymer (2004), Rockport (2007), and Kersey (2010). In addition, four ice
control storage buildings were constructed in 2001 - 2003. An additional storage facility at the
Public Works Headquarters was built in 2003. A new Buildings and Grounds facility was built
in 2007, and the old facility was converted to a Printing and Supply facility. An additional
storage facility was purchased in 2009.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have
been identified.
Financing:
The county, since 1982, has totally reconstructed and upgraded all grader and road
maintenance facilities. The county should continue a sound maintenance and replacement
program, so the buildings do not fall into the disrepair condition they were in prior to 1982. The
funding mechanism should be a pay-as-you-go function out of the Capital Fund. Funds in the
amount of $250,000, in 2012, are included for other Public Works facilities.
Impact on Operational Costs:
Since the old grader sheds are being replaced with new sheds, the county's experience is that
there is approximately a $1,000 per year savings on the utilities due to the use of radiant heat
and improved insulation. Staffing is unchanged.
433
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings.
It provides for the space needs of the 19th Judicial District. Under state law the county is
obligated to provide and maintain the facilities for court related activities. The Courthouse was
built in 1917 and is maintained on the Federal Register of Historical Buildings. After many
remodels and upgrades it still functions as the main court facility for Weld County. In the mid -
1980's two buildings across the street from the Courthouse were acquired and remodeled to
house the Probation Department. In 2001, the West Courthouse Annex Building was acquired
to house the District Attorney Juvenile Division. As the population grows and court related
activities grow the space requirements continue to expand. Four courtrooms were added in
2008.
Proposed Solution:
With the growing needs of the courts it will require that the county convert the Centennial
Center, including the jail, to courtrooms and court -related offices. With the construction of
Phase II of the North Jail, the Centennial Jail was closed and remodeled into court -related
space in 2004. All Sheriffs office administrative functions, along with Communications and
Records, were moved to the new Public Safety Administrative Building next to the North Jail in
2003. Over time the entire Centennial Complex will become court -related space, as well as the
two annex buildings to the west and east of the Courthouse. In 2004, three additional district
courtrooms were created, a juvenile courtroom, and one additional county courtroom, and in
2009 four additional court rooms were built. The first floor of the Centennial Jail has been
converted into courtrooms. The second and third floors of the jail were remodeled in 2010 for
additional court and office facilities. First floor Centennial offices were converted into office
space for the Clerk to the Court. The space in the Courthouse occupied by the Clerk to the
Court was converted into a district courtroom. These courtrooms will supplement the current
vacant district courtroom and the visiting judge courtroom to accommodate four anticipated
additional judges through 2018. Space formerly occupied by the Weld County Commissioners
and administrative functions will be converted to court -related space since functions moved to a
new administrative building in 2011.
Financing:
The county can accommodate court related activities in the space of the Justice Center for
several years. In addition, the block to the southeast of the Centennial Complex has been
acquired by the county and converted into a parking lot. In the future when the need arises, that
block can serve as a site for court building expansion and a parking garage structure to
accommodate court space needs. Also, in the next decade it may be necessary to have court
facilities in the southern part of Weld County where the population is growing at a rapid rate.
The funding mechanism for all court facility needs should be a pay-as-you-go function out of the
Capital Fund. The following page is a schedule of proposed conversion of Justice Center space.
434
CAPITAL PLAN
FOR
JUSTICE CENTER
YEAR
CURRENT USE
NEW USE
COST
2008
Vacant
Work Release (30,000 sf)
$ 4,275,000
2008
Second Floor Old Jail
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
DA Offices
$ 1,000,000
2011
Vacant
Administrative Bldg.
$ 5,000,000
2015
Planning
Probation
$ 100,000
2018+
Third Floor Centennial
2 Courtrooms
$ 1,200,000
2018+
First Floor Centennial
1 Courtroom
$ 300,000
2018+
Vacant
Justice Center Annex Building
$ 5,000,000
2018+
Third Floor Centennial (DA)
2 Courtrooms
$ 750,000
2018+
Second Floor Centennial
2 Courtrooms
$ 750,000
2018+
First Floor Centennial (DA)
Court Offices
$ 200,000
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2012
2013
2014
2015
2016+
$0
0
0
0
$ 176,000
435
ALTERNATIVE PROGRAMS
BUILDING
Existing Situation:
Alternative programs are currently housed in the old jail and in the West Courthouse Annex. As
jail crowding becomes more and more of a problem, the alternative programs, such as work
release and pre-trial programs, are used more and more by the Court. The programs currently
occupy approximately 20,000 square feet. The space that the programs occupy is needed for
courtrooms and Probation office space.
Proposed Solution:
To accommodate the space needs of the alternative programs and allow for growth in the
programs, a 30,000 square foot building is proposed. The facility will be constructed in the Weld
County Business Park. This puts the facility in closer proximity to the jail for support services.
Financing:
The new 30,000 square foot Alternative Programs Building was completed in 2008.
Impact on Operational Costs:
Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
436
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail,
the Centennial Jail will be closed and remodeled into court -related space. In addition, all
Sheriff's office administrative functions, along with the Communications and Records, were
relocated in 2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail there are logistical advantages to
relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions, Communications, and Records. This
allows for the consolidation of all criminal justice functions at one site with the exception of
patrol substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building.
In 2010, the Records Unit was moved from the Law Enforcement Administration Building to the
former Human Services Building to free up space for the Sheriff's Office.
Impact on Operational Costs:
There was no impact of additional costs on the 2010 budget for utilities and maintenance, since
the space has been maintained in the past. Staffing costs were unchanged, since personnel
were transferred from the old facility to the new building.
437
CRIME LAB/PARAMEDIC STATION/CORONER OFFICE
Existing Situation:
Currently the county has a crime lab located in the basement of the Centennial Complex, and
the former Planning Department office. The space is inadequate to meet the size and program
requirements. Weld County is taking the lead to create a regional crime lab for Northern
Colorado that would house approximately 30 crime lab staff members from various law
enforcement agencies and CBI. The crime lab's location is yet to be determined. New facility
would also house the Coroner's office and an additional Paramedic Station to replace the Kodak
Station.
Proposed Solution:
The proposed regional crime lab/paramedic station/Coroner's facility will consist of
approximately 20,000 square feet. It will contain private and open office areas, waiting areas,
lobby space, meeting/conference rooms, elevator(s), paramedic station, complete laboratory
and forensics discovery area. It will be fully fire sprinkled. The location of the building has not
been finalized.
Financing:
The proposed regional crime lab will begin construction in 2011 using $4,000,000 in county
funds. The County's $4,000,000 for construction and two Federal earmarked grants totalling
$800,000 for operations and maintenance were carried over into 2011.
Impact on Operational Costs:
Once the crime lab is constructed there will be additional costs in the budget for utilities and
maintenance, in the amount of $240,000. However, five participating agencies will pay
approximately 80% of this cost, or $192,000 for a net county cost of $48,000. Staffing costs are
unchanged, since personnel will be transferred from the old crime lab to the new building.
438
COMMUNITY CORRECTIONS FACILITY
Existing Situation:
The Community Corrections program has been operated by private contractors since its
inception in Weld County in the early 1980's. The facility that the contractors have used is the
site known as The Villa, which were old dormitories on the UNC campus. UNC has encouraged
the Community Corrections Facility to move off campus due to the facility housing convicted
felons that are returning to the community from the Colorado Department of Corrections.
Recently, there have been problems with the contractor that owns the facility providing the
community correction services. The county realizes that without a county -owned community
corrections facility it limits the county's choices for a contract provider of the service and the
option of the county operating the facility itself through the Justice Services Department.
Proposed Solution:
The Board of Weld County Commissioners, in May 2008, made the decision that the county
should construct its own Community Corrections Facility in the Weld County Business Park.
The site will be at the entrance of the park at the northwest corner of 11th Avenue and H Street.
A 30,000 square -foot building was constructed in 2010 to accommodate the program. The site
can accommodate a doubling of the facility size at some future date at a cost of approximately
$5,000,000.
Financing:
The new Community Corrections Facility was constructed, in 2010, within the Weld County
Business Park. An Energy Impact Grant, in the amount of $400,000, along with $4,600,000 in
county funds, funded the project.
Impact on Operational Costs:
There will be additional costs in the 2010 and future budgets for utilities and maintenance, in the
amount of $160,000. However, the majority of the program costs are paid for from state
contracts with the State Department of Corrections through a lease to ICCS, which is the sub-
contractor operating the facility. Currently, the program services are provided by a private
contractor (ICCS).
439
DOWNTOWN GREELEY
PARKING AND LAND
Existing Situation:
The Courthouse and Centennial Center are located in the center of downtown Greeley. The
future plans are for these facilities to be the judicial center for the 19th Judicial District that
serves Weld County. Parking has been a long time problem in the area for citizens using the
facilities. In addition, as Weld County looks to the future there will be a need to have land to
locate future court facilities. The court administration is insistent upon having a centralized
location, since other jurisdictions have had logistical problems attempting to split court facilities
into more than one location. As a result, there is a need to acquire land adjacent to the current
location to accommodate future court facilities.
Proposed Solution:
In July, 2003, the County purchased a portion of an adjacent block of property to the Centennial
Complex and Courthouse to allow for surface parking in the immediate future, and to provide
future building sites for future court facilities. Opportunity existed to purchase approximately
100,000 square feet adjacent to the current facilities in 2003. The parking was developed in
2004, and needed facilities can be constructed on this site in the future. In 2011 the county
purchased seven more lots of the 1000 block of 9`h Street in Greeley for the future building site
of the planned Probation Building and adjacent parking.
Financing:
In 2003, fund balance from the General Fund, in the amount of $1,500,000, was transferred to
the Capital Expenditure Fund to acquire the site and put money aside for the parking
improvements in 2004. Approximately 250 parking spots have been developed to serve the
area. As portions of the site are needed for court building sites, a parking structure can be built
to accommodate added parking needs or land to the east or south of the site can be acquired
for surface parking. In the 2012 budget $1,200,000 is reserved for the purchase of property
adjacent to the current Justice Center location to accommodate future court facilities and
support services.
Impact on Operational Costs:
No new operation costs are anticipated.
440
ADMINISTRATIVE OFFICE BUILDING
Existing Situation:
The long term plan with the development of the Weld County Business Park was for the
eventual move of all administrative functions of the county to the business park. All of the
functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer,
Clerk and Recorder, and Planning were relocated to the business park. With the future space
demands of the courts it is anticipated that the remaining county administrative functions at the
Centennial Complex will need to be relocated to the Weld County Business Park within the next
year. This will leave the Centennial Complex as a justice and law enforcement center
exclusively.
Proposed Solution:
In order to accommodate the Court's space needs and the County's administrative functions it
was necessary to acquire a new administrative facility at the Weld County Business Park. To
accommodate the space needs of the existing administrative functions, and plan for future
growth, an existing 43,000 square -foot office building was purchased in 2010, and remodeled to
accommodate current and future County administrative functional needs.
Financing:
The County purchased the existing Sykes Building for $3,500,000 in June, 2010. Approximately
another $2,300,000 was spent to remodel the building to make a fully functional administrative
building to house the County Commissioners' Office and associated administrative functions.
Vacant space will exist to accommodate growth for a number of years. The project was funded
by Capital Reserve funds.
Impact on Operational Costs:
There were additional costs in the 2011 budget for utilities and maintenance, in the amount of
$180,000. There were no additional staffing costs since the staff moved from other facilities to
occupy this building. Moving and relocation costs were $50,000.
441
SOCIAL SERVICES
BUILDING ANNEX
Existing Situation:
The Social Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. In 2005, additional land was purchased, adjacent to and south of the two existing
buildings. The additional land will accommodate another 20,000 square foot building and
parking.
Proposed Solution:
It was proposed that a new 40,000 square foot building be constructed in Greeley on the Social
Services site in 2009. The building will accommodate the current services, plus allow room for
future expansion and consolidation of the Human Services and Social Services Departments.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in
the amount of $300,000.
Impact on Operational Costs:
There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the
amount of $210,000. However, the majority of the program costs are paid for from grants from
the State Department of Social Services. There were no additional staffing costs since the staff
moved from other facilities to occupy this building.
442
SOUTHWEST
COUNTY SERVICE CENTER
Existing Situation:
The Southwest County Service Center was developed in 2000 - 2001. With the growth in the
area, additional facilities will be required to house all the County functions required to service
the area.
Proposed Solution:
It is proposed that an additional 20,000 square foot building be constructed on the Southwest
Weld County Service Center site in 2018. The building will accommodate the current services,
plus allow room for future expansion of services in the area.
Financing:
The building will be constructed in 2018. Funds in the amount of $4,000,000 are budgeted in
the 2018 budget for the 20,000 square foot building.
Impact on Operational Costs:
There will be additional costs in the 2018 budget for utilities and maintenance, in the amount of
$120,000. There will be no additional staffing costs since the staff will be moving from other
facilities to occupy this building. Moving and relocation costs are estimated to be $30,000.
443
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the City of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five -acre
site. The building accommodates the historic services provided, plus Probation and increased
Human Services. The location of the building in east Fort Lupton will better accommodate not
only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional
space may be added to the site in 2018, or beyond.
Financing:
The building was constructed in 2006.
Impact on Operational Costs:
No new operational costs are anticipated until constructed in 2018, or beyond.
444
MISCELLANEOUS PROJECTS
Existing Situation:
Each year there are several special projects to do major maintenance to buildings, update or
renovate county facilities, provide for new county programs, and remodel to accommodate
changing programs or meet new legal standards. An approach which provides miscellaneous
funds of this nature can prevent postponing necessary major maintenance or remodeling of
facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers.
In addition, such an approach can also make better utilization of existing facilities in order to
avoid the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof
replacement, elevator upgrades, remodels, and major maintenance projects should be included
in this category.
Proposed Solution:
It is recommended that an amount of $3,440,000 be set aside for such projects in the Long
Range Capital Projects Plan. A detailed listing of special projects are on the following two
pages.
Financing:
It is recommended the county budget $3,440,000 over the next five years to accommodate the
detailed listing of special projects found on the following two pages.
Impact on Operational Costs:
No new operational costs are anticipated. In most cases the HVAC systems replaced should be
more energy efficient resulting in energy cost savings.
445
&G Capital Maintenance Projects 2012 - 2016
FY 2012
Building Name Address
1400 Admin
1400 Admin
1402 Admin
1402 Admin
8th Avenue Storage
Island Grove --Extension
Motor Pool
Motor Pool
Motor Pool
Motor Pool
Motor Pool
1400 N. 17th Ave.
Greeley, CO
1400 N. 17th Ave.
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
8th Ave Street
Greeley, CO
425 North 15 Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
Type of Improvement Budget Estimate
Carpet $70,000
Teardown/Rebuild
Furniture for Carpet
Carpet
Teardown/Rebuild
Furniture for Carpet
Asbestos removal 8 gut
North
Exhaust Fans
New Roof
Roof Top Units (RTU)
Make Up Air (MUA)
Units
Exhaust Fans
$25,000
$70,000
$25,000
$45,000
$35,000
$240,000
$39,000
$250,000
$41,000
Wash Bay Equipment $60,000
$900,000
2012 Total.
FY 2013
Building Name Address
1400 Admin
1400 Admin
1400 Admin
1402 Admin
402 Admin
Training Center
Training Center
1402 Admin
1400 N. 17th Ave.
Greeley, CO
1400 N. 17th Ave.
Greeley, CO
1400 N. 17th Ave.
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
1104 H Street
Greeley, CO
1104 H Street
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
Type of Improvement Budget Estimate
Roof Top Units (RTU) $175,000
Boiler
New Roof
New Roof
Roof Top Units (RTU)
Replace Sound System
Replace Folding Doors
Boiler
2013 Total
$57,000
$150,000
$150,000
$175,000
$20,000
$40,000
$58,000
$825,000
446
FY 2014
Building Name Address
Ambulance (North)
Ambulance (South)
8th Avenue Storage
Courthouse Annex
Island Grove--Exhibition/Extension
Motor Pool
Human Services A
Human Services A
Public Health & Planning
Public Health & Planning
1121 M Street
Greeley, CO
3401 11TH AVE.
Evans, CO
8th Ave Street
Greeley, CO
934 9th Ave
Greeley, CO
425 North 15 Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
315 A N. 11th Ave
Greeley, CO 80632
315 A N. 11th Ave
Greeley, CO 80632
1555 N. 17 Ave.
Greeley, CO 80632
1555 N. 17 Ave.
Greeley, CO 80632
Type of Improvement
AC/Furnace
AC/Furnace
Roof Top Units
Roof Top Units
New Roof
Florescent Light upgrade
Elevator Modernization
Roof Top Units
Carpet
Teardown/Rebuild
Furniture for Carpet
2014 T°65,000
Budget Estimate
$35,000
$17,000
$22,000
$60,000
$217,000
$9,000
$85,000
$57,000
$233,000
$30,000
Building Name
Ambulance (North)
Ambulance (South)
1551
1551
Jail (Phase 1)
Jail
8th Avenue Storage
Public Works
Public Works
FY 2015
Address
1121 M Street
Greeley, CO
3401 11TH AVE.
Evans, CO
1551 N. 17th Ave
Greeley, CO
1551 N. 17th Ave
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
8th Ave Street
Greeley, CO
1111 H Street Greeley,
CO 80632
1111 H Street Greeley.
CO 80632
Type of Improvement
Carpet
Carpet
Roof Top Units (RTU)
Boiler
New Roof
Fountain Replacement
(B,C,O,N,M Pods)
Asbestos removal & gut
South
Carpet
Teardown/Rebuild
Furniture for Carpet
2015 Total
Budget Estimate
$40,000
$25,000
$175,000
$57,000
$363,000
$25,000
$55,000
$40,000
$20,000
$800,000
Building Name
Trophy Building
> FY 2016
Address Type of Improvement Budget Estimate
910 10th Street
Greeley, CO
New Roof S150.000
> 2016 Total $150,000
447
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five
years, it is suggested the county proceed very cautiously and very conservatively in the area of
financing. To do this, it is suggested that a contingency be set aside each year on a pay as you
go basis to accommodate unanticipated cost increases or emergency situations which cannot
be foreseen at this time. If the contingency amount is accumulated over the next five years, it
can be used as a reserve for the capital projects program in future years, or it can be used as a
funding mechanism in years beyond 2016. The primary reserve would be for a future
correctional facility or other facilities at the North County Complex and southwest and southeast
County administrative office sites and to fund the replacement of the Communications system.
Proposed Solution:
Budget any carry-over amount each year on a contingency basis that ultimately could be used
to meet any contingency or emergency situation, or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2018.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
448
MISCELLANEOUS FUNDS
449
AIRPORT
Existing Situation:
The Weld County Board of County Commissioners, with approval of the Airport Master Plan,
committed to participate in certain enhancements at the Airport facility, especially those
enhancements that will ensure the safety of airport operations. If the Board decides to continue
to participate in the joint funding of the Greeley/Weld County Airport Authority with the City of
Greeley, funds should be provided for in the Long Range Capital Projects Plan to accommodate
the FAA ADAP program during the next five years. Funds can also be made available to
maintain FAA constructed facilities.
Proposed Solution:
In the Long Range Capital Projects Plan for 2012, funds are included to accommodate capital
improvements at the Greeley/Weld County Airport. If funding is provided, it should be for
projects that emphasize safety features and other essential enhancements to the current
operation.
Financing:
No county funding is required in the Airport's 2012 Capital Improvement Plan (CIP).
Impact on Operational Costs:
Although the Airport Authority may incur additional operational costs from the projects in the
Airport CIP, no new operational costs are anticipated as a result of the Airport CIP for Weld
County government.
450
SIX YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) WORKSHEET
Airport Name Greeley -Weld County Airport (GXY) CIP Update 11-17-09
Airport Manager Mike Reisman Airport Engineer( Consultant: RSBH
Airport Sponsor Greeley -Weld County Airport Authority ADO Contact: Don O'Brien
Address P.O. Box 727 Greeley. CO 80632 mpleN ne
Phone (970) 336-3000 FAX: (970) 336-3030
Pro ect Cuss d Lion
Hrstoneal Year 2010
Apron Rehab Preliminary Design and Construction Phase I'
FAA State A5.ort.
Fed. Disctec
GA Entitlement
150,000,00
State
3,947.00
Local
3,947.00
Total
157,894.00
Comments
Total Year 2010
-
-
150.000 00
3,947,00
3,947.00
157,894.00
Year 2011
Taxdane Rehab
600,000 00
15,789.00
15,789.00
631.57800
Uses Buena Vista, Erie 8 Holyoke GA Ent.
Equipment Storage Building
234,211.00
635,000.00
869,211.00
Additional local funds to be provided above mr
Total Year 2011
600.000 00
250.000 00
650,789.00
1,500,789.00
Year 2012
GA Ent.
-
Transfer to Buena Vista
Multi -Use Tractor System
120,000 00
30,000 00
150,000.00
Total Year 2012
-
0.00
120,000.00
30,000.00
150.000.00
Year 2011
GA Entitlement
-
Transfer to Erie
Pavement Fog Seal
250.000 00
62.500.00
312.500.00
Total Year 2013
-
250.000.00
62.500.00
312.500.00
Year 2014
GA Enttement
-
Transfer to Holyoke
Total Year 2014
-
-
-
Year 2015
Pavement Fog Seal
150.000 00
3 547 n0
3,947.00
157,894.00
Total - Year 2015
Year 2015
GA Ent TOD
150 000.00
150,000.00
3.947.00
3.947.00
3,947.00
3,947.00
157,894.00
157,894.00
Runway 16134 and Twy C Overlay
7.470.000 00
196,750.00
196,750.00
7,870,000.00
Total - Year 2016
7,476,500.00
150,000.00
200.697.00
200.697.00
8,027,894.00
Total 6 CIP
-
7.476.500.00
1.050.000 00
828,591 00
951,880.00
10.306,971.00
-Year
N S for Inng-term com leli n ..y
prrgect5 priority
T/way B and E 5.400,000.00
Taxllane Re-hab - Future Phase 600.000 00
451
CONSERVATION TRUST FUND
Existing Situation:
With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the
lottery is anticipated to be $430,000 per year. The funds must be used for "the acquisition,
development, and maintenance of new conservation sites, or for capital improvements or
maintenance for recreational purposes on any public site". (Section 29-21-101, C.R.S.) With
the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $430,000 per
year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site Park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $29,000 in the General Fund from property taxes. Funds from
2012 forward are uncommitted.
Impact on Operational Costs:
No new operational costs are anticipated.
452
ISLAND GROVE
Existing Situation:
Weld County and the City of Greeley currently have certain joint ventures and commitments to
develop the Island Grove Park facility. Some discussion has been held regarding the creation
of an Island Grove Park Authority for development and management of the facility.
Proposed Solution:
If the Board of County Commissioners decides to continue participation in the development of
the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be
used to the maximum amount prior to use of county general tax funds.
Financing:
It is recommended that the county finance any Island Grove enhancements with Conservation
Trust Funds resulting from the lottery, to the maximum amount possible, prior to use of general
county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been
committed to the maintenance of an indoor arena facility. Also, in 2000, the County contributed
$1,500,000 towards the construction of the indoor arena facility, known as the Island Grove
Community Building. The facility was constructed and will be maintained jointly by the City of
Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund
budget to add air conditioning to the Island Grove Community Building. The county paid
$1,500,000, in 2006, for the Island Grove Park Master Plan that covers improvements to the
park for the next 10 - 20 year period.
Impact on Operational Costs:
Although the Island Grove Park Authority may incur additional operational costs from the
projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP
for Weld County government. In most cases, the new park facilities planned will generate
revenues to support the additional operating costs.
453
W1�Yc.
is tir,
COLORADO
454
PROPRIIFTARY
FuNDS
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost -reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers.
PARAMEDIC SERVICE ENTERPRISE FUND: The Paramedic Service is funded totally from
2012 projected fees of $6,230,000 with no county subsidy. Total expenditures include
$4,436,476 for salaries, and $1,550,503 for services and supplies. The budget for capital
vehicles is $190,000, including one new vehicle.
MOTOR VEHICLE FUND: The Motor Vehicle Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $7,732,111 in 2012, with $3,028,000 budgeted for new capital equipment.
The budget reflects the continuation of the contract fleet management approach adopted by the
Board in August, 1984. Depreciation is $2,600,000 for new equipment purchases, plus sale of
surplus items of $500,111.
HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's
self-insurance program which includes health, dental, and vision coverage. Details of the
program and coverage are found under the specifics of the fund summary. In 2012, the county
will continue with only dental and vision being self -insured. Health coverage will be provided by
a private company on a partially self -insured basis with a Preferred Provider Organization (PPO)
option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option.
INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The
program is a combination of insured risks and protected self-insurance risks. Gross budget
costs are $1,970,000 in 2012, with a property tax levy of $1,750,000. Details of the program are
provided under the specifics of the fund summary.
PHONE SERVICE FUND: Budget reflects total consolidation of phone service costs of
$1,448,848 in Weld County. Funding is at current level and reflects capital upgrades of
$250,000.
WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County
Finance Corporation, which accounts for the lease purchases of county buildings. As of
August 1, 2007, there are no longer any active leases. Weld County has no long-term debt.
455
PARAMEDIC FUND
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
5000 23100 4410
5000 23100 44101
5000 23100 44102
CHARGE FOR SERVICES
CHARGE FOR SERVICES
MEDICARE/MEDICAID ADJUSTMENT
BAD DEBT ADJUSTMENT
TOTAL CHARGE FOR SERVICES
TOTAL PARAMEDIC FUND
2011
Budget
17,652,675
(6,902,431)
(5,103,388)
5,646,856
2012
Request
21,630,000
(11,150,000)
(4,250,000)
6,230,000
5.646.856 6.230,000
2012 20
Recommend Fir
21,630,000
(11,150,000)
(4,250,000)
6,230,000
6.230.000
456
PARAMEDIC FUND
SUMMARY OF EXPENDITURES
2012
2011 2012 2012 2012
Fund Orq Expenditure Function Budget Request Recommend Final
5000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 443,413 0 0 I
5000 23100 AMBULANCE 5,646,856 6,176,979 6,176,979 1
6,090,269 6,176.979 6,176,979 I
457
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PARAMEDIC SERVICE ENTERPRISE FUND
BUDGET UNIT TITLE AND NUMBER: Paramedic Service - - 5000-23100
DEPARTMENT DESCRIPTION: The Paramedic Service responds to both routine and
emergency calls for Weld County. It is an advanced life support (paramedic) provider.
Personnel and vehicles are stationed in Greeley, Evans, Windsor and Ft. Lupton.
* , RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT FY
RECPMMEND.'
' NEXT Fl(1
Personnel Services
$ 4,251,709
$ 4,276,712
$ 4,436,476
$ 4,436,476
Supplies
302,605
275,100
284,500
284,500
Purchased Services
878,636
732,950
832,950
832,950
Fixed Charges
356,629
342,094
433,053
433,053
Capital
633,743
463,413
190,000
190,000
Gross County Cost
$ 6,423,322
$ 6,090,269
$ 6,176,979
$ 6,176,979
Revenue
5,859,468
5,646,856
6,230,000
6,230,000
Net Operating Costs
$ - 563,854
$ - 443,413
$ 53,021
$ 53,021
Depreciation
Reserve
339,353
308,919
399,878
399,878
Net Cash Flow $ - 224,501 $ -134,494 $ 452,899 $ 452,899
Budget Positions 50 50 50 50
SUMMARY OF CHANGES: Personnel Services are budgeted at the same staffing level with
adjustments for anticipated health insurance increases and a anticipated 3% cost of living
adjustment. Supplies are up primarily for medical supplies. Purchased Services are up primarily
due to fleet and fuel expense and collection expenses.
The purchase of (1) Lifeline Ambulances ($175,000) is budgeted through the Fleet Replacement
Program approved by the Board previously. The department will apply to the State EMS Grant
Program for funding of this vehicle.
No rate increase is recommended at this time.
458
PARAMEDIC SERVICES
(CONTINUED)
5000-23100
FINANCE/ADMINISTRATIONRECOMMENDATION: For the period of July 1, 2010 through
June 30, 2011, a cash flow analysis of the operation indicated that there was an inflow of cash
of $6,229,390 during the period and without capital expenditures from the depreciation reserve
a net positive cash flow of $445,609. Based upon a financial analysis for 2012 without a rate
increase there should be a $53,021 net operating profit in 2012 and positive cash flow of
$452,899 when the addition to the depreciation reserve is factored into the cash flow. Therefore,
no General Fund subsidy will be required in 2012.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Total Calls For Service
# Patients Evaluated / Treat / Air Transport
# Transported Patients
Total Transport Mileage
# Dry Runs / Cancelled
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Receipts/Charges Ratio w/contractual
Receipts/Charges Ratio w/o contractual
ACTUAL ESTIMATED PROJECTED
15,193 16,400 18,040
1,952 2,440 2,635
9,470 10,982 11,970
80,507 94,407 102,903
1,692 / 1,586 / 1,100 1,600 / 1,200
1,234
1.89
$0.00
28%
57%
1.89
$0.00
25%
58%
1.87
$0.00
30%
58%
Goal HS5: Maintain and improve billing/collection process to ensure operating revenue as Enterprise
Service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE / KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS5-1: Maintain
bill charges to
collection
percentage
Percentage of charges to collection
Unadjusted
28%
Adjusted
57%
Unadjusted
25%
Adjusted
58%
Unadjusted
30%
Adjusted
58%
459
PARAMEDIC SERVICES
(CONTINUED)
5000-23100
Goal HS6: Provide < 9 minute emergency response times 90% of the time or greater within the City of
Greeley; provide < 20 minute emergency response time 90% of the time or greater in rural Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS6-1: 90% or
better response
times of less than
9 minutes on
emergency calls
for service in
Greeley
Percentage of response times less than
9 minutes
92%
92%
90%
HS6-2: 90% or
better response
time of less than
20 minutes in
rural Weld
County
Percentage of response times of less
than 20 minutes
94%
94%
94%
Goal HS7: Provide < 20 minute routine response times 90% of the time or greater to all areas of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS7-1 : 90% or
better response
times of less than
20 minutes on all
non -emergency
calls for service
in Weld County
Percentage of response times less than
20 minutes
94%
94%
94%
Goal HS8: Provide hospital door to intervention times of < 90 minutes to all cardiac alert patients within
Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS8-1:
Emergency
Room door to
Cardiac Cath.
Lab <90 minute
Percentage of cardiac alert patients less
than 90 minutes
100%
100%
100%
460
MOTOR POOL
SUMMARY OF REVENUES
2012
Fund Orq Acct Account Title
INTERGOVERNMENTAL
6000 96300 4340 GRANTS
CHARGE FOR SERVICES
6000 96300 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6000 96300 4680 OTHER
6000 96300 4810 GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL MOTOR POOL
2011
Budget
2012
Request
0 132,000
2012 2012
Recommend Final
132,000
4,500,000 4,500,000 4,500,000
2,800,000
469,505
3,269,505
7.769,505
2,600,000
500,111
3,100,111
7.732.111 7.732.111
2,600,000
500,111
3,100,111
461
MOTOR POOL
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
6000 17550 VEHICLE REPLACEMENT
6000 96300 COUNTY SHOP
TOTAL MOTOR POOL FUND
2011
Budget
2,043,760 3,052,000 3,028,000
7,769,505 7,732,111 7,732,111
9.813.265 10,784,111 10, 760,111
2012
Request
2012 201
Recommend Fin.
462
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
$
$
$
Supplies
2,046,438
2,021,000
2,121,000
2,121,000
Purchased Services
2,984,260
2,838,500
2,886,500
2,886,500
Fixed Charges
2,933,249
2,900,005
2,700,611
2,700,611
Capital
18,972
10,000
24,000
24,000
Gross County Cost
$ 7,982,919
$ 7,769,505
$ 7,732,111
$ 7,732,111
Revenue
7,884,201
7,769,505
7,732,111
7,732,111
Net County Cost
$ 98,717
$ 0
$ 0
$ 0
Budgeted Positions
L n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Grant applied for with CDOT to cover 80% of 3 buses requested
($132,000). There is a $50,000 increase in contract with shops, and cost of fuel is up $100,000.
Depreciation is down $200,000 over last year. All other accounts are stable at the 2011 levels.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
463
MOTOR POOL ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued
Number of service/maintenance orders
per technician
Efficiency Measures
FTE's per 10,000/capita
Work orders issued per FTE
7,080
6,840 6,800
885 855 850
.514 .501
545
526
.488
523
Goal ES19: To provide quality, sufficient, and well -maintained county vehicles to county departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES19-1: Safe and
reliable vehicles
ready to meet needs
90% of department users satisfied with
the quality and timeliness of fleet
management services
90%
90%
90%
ES19-2: Worker-
friendly and
functional vehicles
90% of internal customers satisfied
with county vehicle
90%
90%
90%
ES19-3: Cost
effective vehicles
Cost (acquisition, operating, resale
value) within prescribed industry
standards
95%
95%
95%
ES19-4: Fuel-
efficient/
environmentally -
friendly vehicles
90% of internal customers satisfied
with county vehicle
90%
90%
90%
464
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
2,052,212
2,043,760
3,052,000
3,028,000
Gross County Cost
$ 2,052,212
$ 2,043,760
$ 3,052,000
$ 3,028,000
Revenue
0
0
0
0
Net County Cost
$2,052,212
$ 2,043,760
$ 3,052,000
$ 3,028,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See listed equipment on next page.
FINANCE/ADMINISTRATION RECOMMENDATION: Policy issues. Second vehicle requested
in Planning is not included in the recommended budget pending whether or not the Board
approves the additional Zoning Compliance position.
BOARD ACTION:
465
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
Patrol Vehicles
SUV 4X4
Civilian
13 312,000 312,000
1 22,000 22,000
1 23,000 23,000
Animal Control
3/4 ton, Ext Cab, 4X4, long bed 2 29,000 29,000
Coroner
1/2 ton Ext Cab 4X4
1 26,000 26,000
Buildings & Grounds
3/4 ton Ext Cab 4X4 long bed 1 36,000 36,000
1/2 ton Reg Cab 4X4, long bed 1 31,000 31,000
Transportation
Mini Bus (Cutaway)*
Planning
1/2 ton Ext Cab 4X4 *
Building Inspection
1/2 ton Ext Cab 4X4 *
3 165,000 165,000
2 48,000 24,000
2 48,000 48,000
Health
1/2 ton ext Cab 4X4 * 1 24,000 24,000
Small SUV * 1 22,000 22,000
Engineering
Small SUV * 1 22,000 22,000
1/2 ton Ext Cab 4X4 * 1 24,000 24,000
Noxious Weed
1 ton flatbed w/ spray tanks 1 85,000 85,000
Public Works
See Basic List
2,135,000 2,135,000
Total $3,052,000 $3,028,000
* Identifed as possible CNG conversion
466
FINAL 2012 EQUIPMENT REPLACEMENT - PUBLIC WORKS
Trucking 1 3 -Axle Truck Tractor $120,000
;15460049/2000 Mack
1 3 -Axle Truck Tractor winch and Wet Kit $130,000
1 4050/2001 Kenworth -
1 1/2 -Ton Ext Cab, 4 Whl Drive Pickup, Long box
$25,000
_1600141/2006 Chevy
1 1/2 -Ton Ext Cab, 4 Whl Drive Pickup, Long box' $25,000
Grader
Bridge
2 Tandem Axle Dump Trucks w/Plow and Sander
1 1 Frelghtlmer r
1 Freightliner •
1 4 -Axle Belly Dump Trailer
1/1 D]
1 BC terpdbac ip1�at6d Tiyr k
54 1998 Caterpillar Articulated Truck
3 Motor Graders Model G 720B
$310,000
$50,000
$660,000
$15,000,
$20,090_
$6,00.0.
$8,000 r_
10.000
15820 15/2 Volvo Motor Grader $50,000
158�8i,2Q05`�/ol of Mae Grader $50.000;
--15820111/2005XVolvo Motor Grader S50,000:
1 9 -Wheel Pneumatic Roller $150,000
16030004/2004 Tire Roller Compactor $30,000
1 Front -End Loader
15830016/1992 Cat Loader
1 One -Ton Reg Cab 4X4 Truckw/Service Body
15420066/2001 Ford
1 One -Ton, Ext Cab, 4X4 Truck w/welder flatbed
15420058/1999GMC
1 Track Excavator
15850014/2002 JD Excavator
$175,000
$50,000
$50,000
$185,000
$50,000
$10,000
$20,000
$60,000
Maint-Supt 1 Pull -Behind Power Broom $30,000
16440005/2003 MB Broom $1,500
Mining No Equipment Needed
Pvmt Mgmt 1 Asphalt Pick-up Machine $125,000
16050006/1997 Cedarapids Asphalt Pick-up Machine $10,000
1 3/4 -Ton Ext Cab, 4X4 Pickup, Long Box $30,000
15230048/2003 F250 $5,000.
1 10 -Ton Tandem Axle Trailer $20,000
15630006/1992 Home Made Trailer $500
Admin
No Equipment Needed
Sub -Total $2,135,000 $483,000
GRAND TOTAL PRICE LESS REVENUE $1,652,000
467
HEALTH INSURANCE
SUMMARY OF REVENUES
2012
Fund Orq Acct Account Title
MISCELLANEOUS
6200 93100 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE FUND
2011 2012 2012 20
Budget Request Recommend Fir
13,344,968 14,457,555 14,457,555
13, 344, 968 14, 457, 555 14, 457, 555
468
HEALTH INSURANCE FUND
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
6200 93100 HEALTH INSURANCE
6200 93400 DENTALNISION
TOTAL HELATH INSURANCE FUND
2011 2012 2012 2012
Budget Request Recommend Final
12,462,638 13,566, 339 13, 566,339
882,330 891,216 891,216
13, 344, 968 14, 457, 555 14,457,555
469
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
$
$
$
Purchased Services
326,027
634,330
643,216
643,216
Fixed Charges
13,457,381
12,710,638
13,814,339
13,814,339
Gross County Cost
$ 13,783,408
$ 13,344,968
$ 14,457,555
$ 14,457,555
Revenue
12,947,003
13,344,968
14,457,555
14,457,555
Net County Cost
$ 836,405
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision
reimbursement plan ($248,000), wellness program ($181,000), and the on -site county clinic
($462,216). In addition the budget, in 2005, started to include the self -insured health program
offered county employees through CIGNA.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget
anticipates a 10 percent county contribution increase, which takes into account the cost
increase of medical care and the anticipated impact on insurance costs from the health reform
legislation. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as
the health insurance provider in 2012, plus offer a high deductible health plan with a health
reimbursement account option through CIGNA.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a low co -pay and low cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self -insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and their families to make more judicious spending
decisions in return for paying lower insurance premiums and lower health care costs. The
health plan is being offered through CIGNA. In 2008, the county moved to a universal health
care option that has lower employee premiums and higher co-insurance and out-of-pocket
costs. A comprehensive wellness program was also implemented in 2008. In July, 2010, the
county opened its own health clinic in an attempt to better serve county employees' and their
dependents' primary health needs in a more convenient and cost effective manner. The clinic
contract will cost $462,216 in 2012. It is anticipated that there will be a savings to the insurance
plan of over $500,000, with a return on investment of at least 2 to1.
470
IS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 2012 it is recommended that the base health plan offered along with the standard PPO be a
high deductible health plan with a health reimbursement account (HRA) option through CIGNA.
The county would contribute $1,000 to the HRA for those employees taking the high deductible
health/HRA plan. The standard PPO option offered will have higher deductibles, co -pays, and
out of pocket expenses. The Choice PPO with low deductibles will no longer be offered. The
new health plan options are consistent with the changes being made by the health insurance
industry and by major employers offering employee and dependent healthcare benefits.
The 2012 program is calculated with current participation as follows:
Single Coverage: 523
Dependent Coverage: 547
FIXED COSTS:
Health Insurance
On -site Clinic
Administration/Wellness/EAPCosts =
Fixed Costs:
LOSS FUND:
Medical
Dental
Vision
Loss Fund Costs
$ 1,425,627
462,216
181,000
$ 2,068,843
$12,140,712
= 168,000
80,000
$12,388,712
GRAND TOTAL - COSTS $14.457.555
REVENUE:
Health Premiums
DentalNision
BOARD ACTION:
TOTAL REVENUE
PERFORMANCE MEASURES
$14,209,555
248,000
$14.457.555
Work Outputs
Single coverage
Family coverage
ACTUAL ESTIMATED PROJECTED
610 554 523
501 535 547
471
INSURANCE
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES 1,500,000 1,750,000 1,750,000
2011 2012 2012 201
Budget Request Recommend Fin
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES 250,000
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE FUND
140,000 140,000
60,000 60,000 60,000
40,000 20,000 20,000
100,000 80,000 80,000
1.850.000 1,970,000 1.970.000
472
INSURANCE FUND
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
6300 93200 WORKERS COMPENSATION
6300 93300 LIABILITY
TOTAL INSURANCE FUND
2011 2012 2012 2012
Budget Request Recommend Final
1,219, 300 1,440, 800 1,440, 800
630,700 529,200 529,200
1,850,000 1.970,000 1,970,000
(
473
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage.
This fund is administered by Finance and Administration unit in the General Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$
Supplies
1,762
3,500
3,500
3,500
Purchased Services
36,006
46,700
40,200
40,200
Fixed Charges
2,143,503
1,799,800
1,926,300
1,926,300
Gross County Cost
$ 2,181,271
$ 1,850,000
$ 1,970,000
$ 1,970,000
Revenue
684,901
350,000
220,000
220,000
Net County Cost
$ 1,496,370
$ 1,500,000
$ 1,750,000
$ 1,750,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP, but using the self -insured option under the insurance pool for a fixed cost of $203,700.
Effective January 1, 1992, Weld County became self -insured for workers compensation.
Workers Compensation includes excess insurance and bonds costing $500,000, claims
administration costs of $40,000, and a loss fund of $900,800. A loss fund for all other insurance
coverage is budgeted at $325,000. Unemployment insurance is being charged directly to
departments. The program is supported by property tax ($1,750,000), charges for service
($140,000), interest ($60,000), and compensation for losses ($20,000). No fund balance
reserves are anticipated to be needed to support the loss fund in 2012.
Property tax has been increased $250,000 due to workers' compensation claim history. There
has been no property tax increase for six years. Meanwhile claim costs for workers
compensation have been increasing due to risng healthcare costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance
program as outlined above in the summary of changes. In accordance with Section 8-44-204,
C.R.S., it is recommended that a mill levy be used to fund the insurance program for local
county activities and a charge back mechanism be used only for programs funded by state and
federal funding sources. Weld County, through CAPP, has reduced limits of coverage and
placed reliance on sovereign immunity to stay within the budgeted amount. The legislative
changes in 1986 strengthened the county's position in the use of sovereign immunity limits in
Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any
judgment against it. Continuation of the self -insured program for workers compensation is
recommended, which should result in cost savings, plus no shared risks with other counties.
Unemployment costs are recommended to be charged directly to departments for revenue
raising strategies and departmental accountability for costs.
474
INSURANCE FUND
(CONTINUED)
6300-93200/93300
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of training sessions 36 36 36
Number of workers compensation claims 105 110 110
Dollar amount of prop/casualty claims paid $413,565 $275,000 $325,000
Efficiency Measures
FTE'S per 10,000/capita 0.040 0.039 0.038
Per capita cost (county support) $5.92 $5.78 $6.58
Cost per claim processed $227.27 $228.75 $235.61
475
PHONE SERVICES
SUMMARY OF REVENUES
2012
Fund Org Acct Account Title
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES
TOTAL PHONE SERVICES
2011 2012 2012 201
Budget Request Recommend Fin
1,441,750 1,448,848 1,448,848
1.441 750 1 448 848 1.448.848
476
PHONE SERVICES FUND
SUMMARY OF EXPENDITURES
2012
Fund Org Expenditure Function
6400 17400 PHONE SERVICES
TOTAL PHONE SERVICES FUND
2011 2012 2012 2012
Budget Request Recommend Final
1,441, 750 1,448,848 1,448, 848 I
1,441,750 1,448,848 1,448,848 0
477
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Phone Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide phone services to Weld County and the Court system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 146,631
$ 156,913
$ 162,572
$ 162,572
Supplies
35,537
14,100
14,100
14,100
Purchased Services
793,346
759,122
758,670
758,670
Fixed Charges
255,920
261,615
263,506
263,506
Capital
46,202
250,000
250,000
250,000
Gross County Cost
$ 1,277,636
$ 1,441,750
$ 1,448,848
$ 1,448,848
Revenue
1,146,796
1,441,750
1,448,848
1,448,848
Net County Cost
$ 130,840
0
0
0
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: Personnel Services reflects the projected 2012 salaries and
benefits. Phone costs are down $4,704, and repair and maintenance costs are down $4,043.
Other professional services are funded at $5,000 due to phone line locator services, and
miscellaneous service charges. Chargeback from Human Resources ($43,193) and Clerk to
Board ($11,694) for switch board coverage is up $3,295. Indirect costs are down $14,532.
Depreciation is up $16,423.
Capital is funded at $250,000 to fund the Five Year Information Services Capital Plan and to
replace phone equipment. The phone system for the Weld Business Park (located in the jail)
has been in use since 1992. Currently there is the jail plus 15 other buildings using this system.
The Human Services system in buildings A and B was installed about the same time, and the
system at Southwest Weld is the same phone system. Siemens will maintain these systems —
but will no longer do any major changes, so there is a need to replace the phone systems in 4 or
5 building every year during 2011-2015. Funds exist in the depreciation reserve of the Phone
Services Fund to pay for these phone upgrades. The plan is to replace the systems as follows:
2011 -1400 & 1402, Health, and Public Works
2012 - SEW, SWW, and Human Services Buildings A & B
2013 — Law Admin, 1401, and Records (1551)
2014 — All 3 phases of the jail
2015 — Training Center, 918, Extension, Paramedics, and Print Shop
478
PHONE SERVICES
(CONTINUED)
6400-17400
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The phone
replacement plan is needed and funds exist in the depreciation reserve of the Phone Services
Fund to pay for the capital costs associated with it.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Incoming calls
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Annual cost per call
ACTUAL ESTIMATED PROJECTED
6,400,000 6,400,000 6,400,000
.077
0.079
$5.05
$0.20
$5.56
$0.23
.075
$5.44
$0.23
Goal ES18: Capitalize on phone technology to improve service, increase efficiency and provide greater phone
access and exchange.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES18-1: User
friendly phone
services
Percent of users (residents, visitors,
employees, etc.) satisfied with phone
access to services and information
99%
99%
99%
479
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county
buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Fixed Charges
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
480
GLOSSARY
L
GLOSSARY
ACCOUNTING PROCEDURES All processes which discover, record, classify, and
summarize financial information to produce financial reports
and to provide internal control.
ACCRUAL BASIS The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of
related cash flows.
ACCRUED EXPENSES Expenses incurred but not due until a later date.
ACTIVITY A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the
government is responsible. For example, "food inspection" is
an activity performed in the discharge of the "health" function.
ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and disposal", "garbage collection", "garbage
disposal", and "street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
ALLOCATE
To divide a lump -sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
ALLOCATED COSTS Indirect costs distributed to programs or departments via a
cost allocation plan.
ALLOCATION
A part of a lump -sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
ALLOT To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
ALLOTMENT A part of an appropriation which may be encumbered or
expended during an allotment period.
ALLOTMENT PERIOD A period of time less than one fiscal year in length during
which an allotment is effective. Bi-monthly and quarterly
allotment periods are most common.
ANNUAL BUDGET A budget applicable to a single fiscal year.
481
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
ARRA
APPROPRIATION
EXPENDITURE
A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes.
An appropriation is usually limited in amount and as to the
time when it may be expended.
A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. It is the method by
which the expenditure side of the annual operating budget is
enacted into law by the legislative body. In many
governmental jurisdictions, appropriations cannot be enacted
into law by resolution but only by a bill, ordinance, or order.
American Recovery and Reinvestment Act. This is the
economic stimulus legislation passed in 2009 to stimulate
economic growth.
An expenditure chargeable to an appropriation. Since
virtually all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
ASSESSED VALUATION A valuation set upon real estate or other property by a
government as a basis for levying taxes.
AUTHORITY
A government or public agency created to perform a single
function or a restricted group of related activities. Usually
such units are financed from service charges, fees, and tolls,
but in some instances they also have taxing powers. An
authority may be completely independent of other
governments or partially dependent upon other governments
for its creation, its financing, or the exercise of certain
powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
BUDGET
A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the
term usually indicates a financial plan for a single fiscal year.
The term "budget" is used in two senses in practice.
Sometimes it designates the financial plan presented to the
appropriating body for adoption and sometimes the plan
finally approved by that body. It is usually necessary to
specify whether the budget under consideration is preliminary
and tentative or whether it has been approved by the
appropriating body.
482
BUDGET DOCUMENT
BUDGET MESSAGE
BUDGETARY ACCOUNTS
BUDGETARY COMPARISONS
BUDGETARY CONTROL
BUDGETARY EXPENDITURES
BUDGETED FUNDS
CALLABLE BONDS
CAPITAL BUDGET
The instrument used by the budget -making authority to
present a comprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the
budget -making authority, together with a summary of the
proposed expenditures and the means of financing them.
The second consists of schedules supporting the summary.
These schedules show, in detail, the information as to past
years' actual revenues, expenditures, and other data used in
making the estimates. The third part is composed of drafts of
the appropriation, revenue, and borrowing measures
necessary to put the budget into effect.
A general discussion of the proposed budget as presented in
writing by the budget -making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at
the time of the message, and recommendations regarding
the financial policy for the coming period.
Accounts used to enter the formally adopted annual
operating budget into the general ledger as part of the
management control technique of formal budgetary
integration.
Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided
with assurances that government monies are spent in
accordance with the mutually agreed -upon budgetary plan.
The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount
to exclude amounts represented by noncurrent liabilities.
Due to their spending measurement focus, governmental
fund types are concerned with the measurement of budgetary
expenditures.
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
Bonds which are redeemable by the issuer prior to the
maturity date at a specified price at or above par.
A plan of proposed capital outlays and the means of
financing them.
483
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
CONTINUING
APPROPRIATION
COPS UHS
COST ALLOCATION PLAN
C.R.S.
DA
DEFAULT
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. It sets forth each
project or other contemplated expenditure in which the
government is to have a part and specifies the full resources
estimated to be available to finance the projected
expenditures.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land
and buildings, which cannot ordinarily be used to meet
current expenditures.
Form of financial instrument similar to a bond to facilitate
lease/ purchase agreements. Not a debt of the County.
State of Colorado lottery funds remitted to the County for
parks and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused
with INDETERMINATE APPROPRIATION.
Federal community oriented policing grant.
Identification, accumulation and distribution of costs relative
to the provision of those services, along with the methods
used.
Colorado Revised Statutes
District Attorney
Failure to pay principal or interest when due. Defaults can
also occur for failure to meet nonpayment obligations, such
as reporting requirements, or when a material problem
occurs for the issuer, such as a bankruptcy.
484
DEFICIT
DEPRECIATION
DIRECT COSTS
DURATION
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
(1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2) The portion of the cost of a fixed asset other than a
wasting asset which is charged as an expense during a
particular period. In accounting for depreciation, the cost of a
fixed asset, less any salvage value, is prorated over the
estimated service life of such an asset, and each period is
charged with a portion of such cost. Through this process,
the entire cost of the asset is ultimately charged off as an
expense.
Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
The weighted maturity of a fixed -income investment's cash
flows, used in the estimation of the price sensitivity of
fixed -income securities for a given change in interest rates.
EDAP Economic Development Action Partnership.
ENCUMBRANCES
ENTERPRISE FUND
ESTIMATED REVENUE
EXPENDITURES
FISCAL PERIOD
FISCAL YEAR
Obligations in the form of purchase orders, contracts, or
salary commitments which are chargeable to an
appropriation and for which a part of the appropriation is
reserved. They cease to be encumbrances when paid or
when an actual liability is set up.
A fund established to finance and account for the acquisition,
operation, and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting
by user charges. The Paramedic Service operates as an
Enterprise Fund.
The amount of projected revenue to be collected during the
fiscal year. The amount of revenue appropriated is the
amount approved by the Board.
Decreases in net financial resources. Expenditures include
current operating expenses which require the current or
future use of net current assets, debt service, and capital
outlays. The unmodified use of the term expenditures in this
text is intended to mean budgetary expenditures.
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
485
FIXED ASSETS
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSIFICATION
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GRANT
HIGHWAY USER TAX (HUTF)
INDETERMINATE
Assets of a long-term character which are intended to
continue to be held or used, such as land, buildings,
improvements other than buildings, machinery and
equipment.
Numeric equivalent of one person occupying one
employment position for one year (equivalent of 2,080 hours
or 52 forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public
safety, public health, public welfare, etc.
A fiscal and accounting entity with a self -balancing set of
accounts recording cash and other financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
Fund balance is the excess of assets over liabilities and is
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer's full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. The "base map" contains the least amount of
common data which is supplemented by attribute overlays.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed the grantee.
Revenue that is derived from the state gasoline tax, and
restricted for Road and Bridge activities.
486
APPROPRIATION
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must
be made between an indeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body.
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from
municipalities, the State of Colorado, and the Federal
Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Printing and Supply
Fund and the Computer Services Fund.
A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny or $1.00 of tax for each
$1,000 of assessed valuation.
487
MODIFIED ACCRUAL BASIS
NET BUDGET
NON -DEPARTMENTAL
OBJECT
OPERATING BUDGET
The accrual basis of accounting adapted to the governmental
fund type Spending Measurement Focus. Under it, revenues
are recognized when they become both "measurable" and
"available to finance expenditures of the current period".
Expenditures are recognized when the related fund liability is
incurred except for:
(1) inventories of materials and supplies which may be
considered expenditures either when purchased or when
used;
(2) prepaid insurance and similar items which need not be
reported;
(3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in
the current period, but for which larger -than -normal
accumulations must be disclosed in the notes to the financial
statements;
(4) interest on special assessment indebtedness which
may be recorded when due rather than accrued, if
approximately offset by interest earnings on special
assessment levies; and
(5) principal and interest on long-term debt which are
generally recognized when due. All governmental funds and
Expendable Trust Funds are accounted for using the
modified accrual basis of accounting.
The net budget eliminates double counting in the budget,
such as fund transfers, and thus represents the true level of
programmed spending in the budget.
A category established to account for expenses not
associated with any specific department, but all departments
or many, within a fund.
As used in expenditure classification, this term applies to the
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
OPERATING EXPENSES Proprietary fund expenses which are directly related to the
fund's primary service activities.
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OPERATING GRANTS
OPERATING INCOME
OPERATING TRANSFER
ORGANIZATIONAL UNIT
ORGANIZATION UNIT
CLASSIFICATION
OVERHEAD
PERA
PROGRAM
PROGRAM BUDGET
PROPRIETARY FUND
RATINGS
RECIDIVISM
REGISTERED BOND
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
The excess of proprietary fund operating revenues over
operating expenses.
Routine and/or recurring transfers of assets between funds.
A responsibility center within a government.
Expenditure classification according to responsibility centers
within a government's organization structure. Classification
of expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be determined accurately or readily. Usually they
relate to those objects of expenditure which do not become
an integral part of the finished product or service such as
rent, heat, light, supplies, management, supervision, etc.
Colorado Public Employees' Retirement Association (PERA)
is the state retirement system.
An organized set of related work activities which are directed
toward a common purpose or goal and represent a well
defined expenditure of county resources.
A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
A fund used to account for business -type activities in
government. The activities are usually financed with user
fees that are directly related to the services received. There
are two types of proprietary funds - enterprise and internal
service funds.
Designations used by credit rating agencies to give relative
indications of credit quality.
A relapse into criminal habits after punishment.
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
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REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another
party.
(2) Interfund transactions which constitute reimbursements
of a fund for expenditures or expenses initially made from it
which are properly applicable to another fund -- e.g., an
expenditure properly chargeable to a Special Revenue Fund
was initially made from the General Fund, which is
subsequently reimbursed. They are recorded as
expenditures or expenses (as appropriate) in the reimbursing
fund and as reductions of the expenditure or expense in the
fund that is reimbursed.
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SH
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non -routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and
residual equity transfers. Under NCGA Statement 1,
operating transfers -in are classified separately from
revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Abbreviation for State Highway
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries"
and "replacing defective street lamps" would be subactivities
under the activity of "street light maintenance".
A grouping of related activities within a particular
governmental function. For example, "police" is a
subfunction of the function "public safety".
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SURPLUS
TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and
local government revenue and expenditures, makes provision
for annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
TANF Temporary Assistance to Needy Families.
TAXES
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against
particular persons or property for current or permanent
benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying
such charges as, for example, sewer service charges.
TAX LEVY The total amount to be raised by general property taxes.
TAX RATE
TAX RATE LIMIT
TAX ROLL
TRADITIONAL BUDGET
The amount of tax stated in terms of a unit of the tax base;
for example, 25 mills per dollar of assessed valuation of
taxable property.
The maximum rate at which a government may levy a tax.
The limit may apply to taxes raised for a particular purpose,
or to taxes imposed for all purposes, and may apply to a
single government, to a class of governments, or to all
governments operating in a particular area. Overall tax rate
limits usually restrict levies for all purposes and of all
governments, state and local, having jurisdiction in a given
area.
The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the
two can be distinguished.
A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on
objects of expenditure.
UNC University of Northern Colorado
UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity
such as a city or some towns.
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WCR Abbreviation for Weld County Road.
WELL PROGRAM
WORKLOAD MEASURES
WORK PROGRAM
WORK UNIT
YIELD
NOTE:
Wellness health program provided as a fringe benefit to
employees.
Specific quantitative and qualitative measures of work
performed as an objective of the department.
A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
Most of the above definitions were taken from Governmental Accounting,
Auditing, and Financial Reporting, GFOA, Chicago, 1980, Appendix B.
pp. 53-77.
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