HomeMy WebLinkAbout20133416.tiffFINAL BUDGET
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WELD COUN Ty
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2013-3416
COUNTY OF WELD
2014
FINAL
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
William F. Garcia, Chair
Douglas Rademacher, Pro-Tem
Sean P. Conway, Commissioner
Mike Freeman, Commissioner
Barbara Kirkmeyer, Commissioner
BY THE DIRECTOR OF BUDGET
DONALD D. WARDEN
December, 2013
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 17
STRATEGIC PLAN 21
POINTS OF ISSUE AND POLICY MATTERS:
2014 BUDGET PLAN 55
2014 BUDGET STRATEGY 58
2014 BUDGET CALENDAR 61
Explanation of Overview of Budget and Management System 62
Overview of Budget and Management System 64
Hierarchy of Budget Information 65
Budget Process 66
Significant Budget and Accounting Policies 67
Explanation of Individual Funds 69
Budget Policies 71
Significant Changes in Policy from Prior Years 72
Long Range Financial Policies 73
Capital Improvement Policy 75
Investment Policy 77
Fund Balance and Reserve Policy 78
Policy Directions 79
2014 Guidelines 81
2014 Special Budget Instructions 83
2014 Program Issues 85
Revenue Policies and Assumptions 86
Specific Revenue Assumptions of Significant Revenue 87
Major Revenue Historical Trends and Analysis 90
Organizational Responsibility for Budget Units 97
Policy Matters/Points of Issue with Fiscal Impact 100
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2014 Salary and Benefit Recommendations 103
2014 Other Benefits 104
Position Authorization Changes Due to 2014 Budget 105
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 107
Graph - - All Funds Expenditures 108
Graph - - Mill Levy 109
2014 Summary of Fund Balances 110
2014 Summary of Major Revenues and Expenditures 112
2013 Estimated Summary of Major Revenues and Expenditures 114
2012 Actual Summary of Major Revenues and Expenditures 116
PAGE
SUMMARY OF FUNDS (CONTINUED):
Governmental Funds - 2012 - 2014
Summary of Estimated Financial Sources and Uses 118
2013 Assessed Values to be Used for 2014 Budget 120
Net Program Cost 121
Seven Year Trend Data:
Beginning Fund Balance 123
County Expenditures 124
Weld County - Organizational Chart 125
Summary of County Funded Positions 126
GENERAL FUND:
Graph -- General Fund Revenues 129
Graph -- General Fund Expenditures 130
Seven Year Trend Data
General Government 131
Public Safety 132
Health and Welfare 133
Narrative Fund Summary 134
Summary of Revenue 136
Summary of Expenditures 138
Office of the Board 140
County Attorney 142
Public Trustee 144
Clerk to the Board 146
Clerk and Recorder:
Recording/Administration 148
Elections 150
Motor Vehicle 152
Treasurer 154
Assessor 156
County Council 159
District Attorney:
Seven Year Trend Data 160
Budget Unit Summary 162
Juvenile Diversion 166
Victim/Witness Assistance 168
Finance and Administration 169
Accounting 171
Purchasing 173
Human Resources 175
Transportation 178
Planning and Zoning 179
Buildings and Grounds 183
Information Services 185
Geographical Information System 188
Innovation and Technology Projects 190
Printing and Supplies 192
PAGE
GENERAL FUND (CONTINUED):
Sheriffs Office:
Seven Year Trend Data 194
Budget Unit Summary - All Departments 195
Sheriff Administration 201
Sheriff Operations 203
Traffic Enforcement 205
Sheriff's Contract Services 207
Sheriff's Office Ordinance Enforcement 209
Regional Forensic Laboratory 211
Victim Advocate Services 213
Multi -Jurisdictional Drug Task Force 215
North Jail Complex 217
Centennial Jail 220
Contract Jail Space 222
Communications - County Wide 223
Communications System Development 226
Criminal Justice Information System 227
Coroner 229
Pre -Trial Services 232
Adult Diversion Services 234
Community Corrections 235
Building Inspection 237
Noxious Weeds 241
Office of Emergency Management 243
General Engineering 247
Missile Site Park 249
Parks and Trails 251
Airport 252
Senior Programs 253
Waste Water Management 254
Developmentally Disabled 255
Mental Health 257
Child Advocacy Center 258
Transfers:
Retirement 259
Human Services 260
Health Department 261
Economic Development 262
Building Rents 263
Non -Departmental 265
Retiree Health Insurance 266
Community Agency Grants 267
Extension Service 270
County Fair 271
Veteran's Office 272
Island Grove Building 273
Asset and Resource Management 274
Contingency (Salary) 275
iii
PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 277
Graph -- Public Works Expenditures 278
Graph -- Seven Year Trend Data 279
Narrative Fund Summary 280
Concerning Local Accountability for Money Used for
Highway Purposes 282
Construction Bidding for State -Funded Local Projects 283
Summary of Revenue 284
Summary of Expenditures 285
Summary — All Departments 286
Administration 287
Trucking 289
Motor Grader 289
Bridge Construction 293
Maintenance Support 295
Other Public Works 297
Mining 299
Pavement Management 301
Grants -in -Aid to Cities and Towns 303
Non -Departmental Revenue 304
Contingency (Salary) 305
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 307
Graph -- Social Services Expenditures 308
Graph -- Seven Year Trend Data 309
Fund Narrative 310
Estimated Revenue 312
Mandated Programs 313
Summary of Revenue 314
Summary of Expenditures 315
Summary — All Departments 316
County Administration 322
Non -Program Revenue 324
Other Programs 325
Child Support Administration 327
Temporary Assistance to Needy Families 329
Aid to Needy Disabled 331
Child Care 333
Old Age Pension 335
Child Welfare and Administration 337
Core Services 339
LEAP Program and Administration 341
General Assistance 343
iv
PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 345
Graph -- Health Fund Expenditures 346
Graph -- Seven Year Trend Data 347
Narrative Fund Summary 348
Summary of Revenue 349
Summary of Expenditures 350
Budget Unit Summary - All Departments 351
Administration 354
Non -Program Revenue 356
Health Communication 357
Community Health Services 359
Environmental Health Services 361
Public Health Preparedness 363
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 365
Narrative Fund Summary 366
Summary of Revenue 367
Summary of Expenditures 368
Summary — All Departments 369
Job Service (Wagner/Peyser) 370
Summer Job Hunt 371
Employment First 372
Assistance to Needy Families 373
Workforce Investment Act - Administration 374
Workforce Investment Act - Adult Program 375
Workforce Investment Act - Youth Program 376
10% Incentive Grant (CIMS) 377
Workforce Investment Act - Statewide Activities Grant 378
Workforce Investment Act - Dislocated Worker Program 379
Educational Lab 380
AmeriCorps Program 381
Tight Corp Program 382
AAA Administration 383
AAA Support Services 384
AAA Congregate Meal 386
AAA Home Delivered Meals 387
AAA Health Services 388
AAA ARCH 389
AAA Elder Abuse Grant 390
AAA Special Ombudsman 391
AAA Single Entry Point 392
AAA (NCMC) 393
AAA (VALE) 394
AAA (State Funds) 395
Part E Family Caregiver Support 396
Community Services Block Grant 397
v
PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 399
Conservation Trust Fund:
Summary of Revenue 400
Summary of Expenditures 401
Budget Unit Summary 402
Contingency Fund:
Summary of Revenue 405
Summary of Expenditures 406
Budget Unit Summary 407
Emergency Reserve Fund:
Summary of Revenue 408
Summary of Expenditures 409
Budget Unit Summary 410
Solid Waste Fund:
Summary of Revenue 411
Summary of Expenditures 412
Budget Unit Request Summary - Code Enforcement 413
Budget Unit Fund Summary 414
CAPITAL FUNDS:
Graph - - Seven Year Trend 417
Narrative Fund Summary 418
Summary of Revenue 419
Summary of Expenditures 420
Budget Unit Summary 421
Long Range Capital Projects Five -Year Plan 422
PROPRIETARY FUNDS:
Narrative Summary of Funds 465
IGS - Motor Pool Fund
Summary of Revenue 466
Summary of Expenditures 467
Budget Unit Summary - Motor Pool Administration 468
Budget Unit Summary - Motor Pool Equipment 470
IGS - Health Insurance Fund:
Summary of Revenue 473
Summary of Expenditures 474
Budget Unit Summary 475
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 477
Summary of Expenditures 478
Budget Unit Summary 479
IGS - Phone Services Fund:
Summary of Revenue 481
Summary of Expenditures 482
Budget Unit Summary 483
Weld County Finance Authority:
Budget Unit Summary 485
GLOSSARY 487
SUPPLEMENTAL DATA:
Upstate Colorado:
Economic and Demographic Profile 503
COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR:
Population Distribution 516
Taxable Assessed Value by Type 517
Revenue Sources 518
Primary Sources of Revenue 519
Primary Revenue Sources (Normalized to Population 520
Parcel Counts 521
Property Tax per Parcel 522
Citizens Served per County Employee 523
Support Functions per 1,000 Employees 524
Finance Support Functions per 1,000 Employees 525
Planning and Zoning/Building Inspection FTE per 10,000 Unincorporated Pop 516
Treasurer FTE per 100,000 Population/100,000 Tax Notices 527
Assessor FTE per 100,000 Population/10,000 Parcels 528
Clerk and Recorder FTE per 100,000 Population 529
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations 530
District Attorney FTE per 100,000 Population 531
Sheriff Office FTE per 100,000 Population 532
Sheriff Patrol FTE per 100,000 Unincorporated Population 533
vii
VIII
6O
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2013
*f -a ii%.
Executive Director
1
2
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
December 11, 2013
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
The Weld County 2014 Final Budget for operations and capital outlay totals a gross amount of
$229,870,671 with a net of $25,416,574 when interfund transfers are excluded. The Internal
Service Funds total an additional $0,416,292. The budget has been prepared in accordance
with your directives developed during the budget process. The budget is funded with revenue
estimates of $125,712,632, anticipated fund balances of1$1,602 ,000, and the maximum
allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter
of $117,873,505.
2014 BUDGET HIGHLIGHTS
y Complete road and bridge permanent repairs and mitigation projects resulting from the
September, 2013 flooding
y Assessed value increased 9.33% or $598.5 million primarily from oil and gas production
y Continue implementation of the Strategic Investment Plan for the Future of Weld County
y Fund innovation and technology projects identified
y Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
y Effective January 1, 2014, perform all county information technology functions with
county staff, instead of by use of ACS contract services
y Implement a countywide training program with a Trainer position in Human Resources
"r Implement a criminal justice planning function in the county
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"r Implement a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
"r Add a Pre -Trial Specialist to accommodate HB 13-1236 changes to jail bonding criteria
"r Add seven positions in the North Jail to open up 54 additional inmate beds
"r The Weld County Regional Communications Center (WCRCC) will operate under a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, including City of Greeley Police and Fire
"r Participate in the Title IV -E (Foster Care and Adoption Assistance Entitlement Grant)
waiver project
"r Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
"r Add two additional Planning positions to accommodate new development
"r Implement a small business development incentive program
"r Continue to fund a Haul Route Program (HARP) to improve county roads impacted by
the energy industry due to new oil and gas drilling exploration
"r Begin construction of Phases I and II of three phases of WCR 49 improvements
"r Fund current and past administrative costs of the Weld County Retirement Plan
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
The United States economy continues to grow at a modest pace. Although weighed down by
changes in federal fiscal policy and continuing uncertainty, the nation's private sectorcontinues
to heal from the financial crisis and appears ready to gain momentum. Private sector gross
domestic product and employment is expanding, while consumers continue to simultaneously
spend and reduce debt. The expansion in the nation's manufacturing sector has regained its
footing, the nation's banks have rebuilt their balance sheets, and corporate profits continue to
grow. Although still several years away from a full recovery, the nation's housing market has
begun to emerge as an economic bright spot with fewer distressed markets, increasingly
stronger sales of existing homes, and moderate levels of new construction. In addition, the
nation's equity markets have experienced strong growth thus far in 2013.
Growth will remain subdued through early 2014, as slow growth in the global economy and
public -sector fiscal contraction in the United States weigh down the recovery's momentum.
The European recession, concerns about unsustainable real estate speculation in China, and
the uncertainty generated by geopolitical conditions in South Korea, Iran, and Syria are
weighing on business confidence. However, federal fiscal contraction in the United States is the
chief impediment to faster growth in the short term. The American Taxpayer Relief Act of 2012
resolved some, but not all, of the uncertainty related to federal fiscal policy. The combination of
continued uncertainty, higher taxes, and lower spending is estimated to reduce growth in gross
domestic product. The economic drag of federal fiscal policy should mitigate significantly by
2014. Congress is authorizing spending authority for the next federal fiscal year, retaining the
4
magnitude of the sequestration spending cuts, but allowing for slightly more flexibility in their
implementation. Economic growth is expected to accelerate to healthier rates in 2014 and
2015, as the recovery in the private sector matures and the drag from the uncertainty in the
public sector moderates. Recovery in the private sector is still dependent on continued loose
monetary policy, and dependents on the Federal Reserve continuing its expansionary monetary
policy, keeping interest rates low through 2014.
Colorado's economy continues to improve at a faster pace than the nation as a whole.
Employment growth is helping to lower the unemployment rate and support growth in retail
sales. Price appreciation in the Colorado housing market is among the strongest in the nation,
which has caused the housing market to go from being a drag on the Colorado economy to
helping boost it. Federal housing policies aimed at a national housing market still struggling from
the recent recession are helping Colorado homeowners build equity in their homes. The
agricultural sector suffered through a drought, which reduced production but also helped lift
prices. Colorado exports continue to grow despite a weak global economy. The underlying
strength of the Colorado economy will be enough to keep employment growth positive in 2014
even as tax increases, automatic spending cuts, and continued uncertainty from federal fiscal
policy slows growth. The effects of the sequester will be felt more in regions of the state with a
high concentration of federal employees and in regions that rely on federal government
services, such as those with national parks.
While the state economy is growing at a moderate pace, there is significant variation in
economic growth across regions of the state. The economies of the Denver Metro area and the
northern Front Range are growing faster than the state economy. Employment in those regions
is growing steadily and retail sales are increasing at healthy rates. A tight housing supply and
low interest rates are causing housing prices to appreciate.
The northern region's economic recovery is one of the strongest in the state. Employment is
showing moderate gains and consumers are spending money in the region as retail sales are
strong amidst a relative strong housing market. The region's housing industry is performing we II.
Similar to the other regions in state, new nonresidential construction remains low. The Bureau of
Labor Statistics reported that the Fort Collins -Loveland and Greeley areas are on target to add
over 8,000 new jobs in 2013. The Greeley MSA's unemployment rate wXs5 percent in
October, 2013, lower than the6.8 percent statewide rate. With over 4,000 farms in the region,
agriculture is a key component of the northern region's economy. Livestock production was up
6.4 percent over the prior -year period. The number of cattle and calves on feed for the
slaughter was estimated at 1,160,000, up from 1,090,000 a year ago according to state data.
Oil extraction in Weld County continues to boost job and income growth. The big news for Weld
County economically is that Weld County is on pace to produce almost 80 percent of the state's
oil output this year, bringing with it continued development and challenges with which the
industry and government officials must grapple. Over 90 percent of the drilling in the state is
going on in Weld County this year. The oil and gas development has lead to the creation of over
3,000 new jobs, poured millions into the local economy from royalty payments, and has
increased the assessed value for the property tax bases of every local government in Weld
County. The development is anticipated to continue for the next few years, as Noble Energy,
one of the biggest energy companies working in the Denver-Julesburg Basis of the Niobrara
formation, announced in June that it expects to triple its oil and gas output in the area over the
next five years. This will bode well for Weld County's economy and property tax base.
5
FOR THE FUTURE
As Weld County looks to 2014 and beyond, a number of challenges face the Board of County
Commissioners, other elected officials, and staff to meet the ever changing and growing
demands of county citizens to maintain the quality of service the citizens have grown to expect
from their county government. TheCounty is experiencing the biggest oil and gas boom in its
history. The additional production of oil and gas is resulting in significant increases in the
County's assessed value with the oil and gas production exceeding fifty -percent of the County's
total assessed valuation. Because of the volatility of production levels and price fluctuations of
the oil and gas production, theC ounty must prudently manage the increased property tax base
created by the energy development. In February, 2012, staff developed and the Board of Weld
County Commissioners approved the Strategic Investment Plan for the Future of Weld County.
The purpose of the Strategic Investment Plan for the Future of Weld County was to provide the
Board of Weld County Commissioners an analysis of the optional uses of the projected property
tax revenues from the new oil and gas development in Weld County. The option selected was to
develop a long term strategy of investment in the County's infrastructure, technology and
innovation, staff training and development, economic development for diversification of the local
economy, and to establish a fluctuation reserve to deal with the volatility of the peaks and
valleys in energy prices and production. If the projected energy production figures materialize
eventually even with the long term investment strategy with the Weld County Home Rule
Charter 5% property tax limitation and TABOR limitation lower property tax rates will result for
all taxpayers in Weld County.
A long-term strategy of investment in th€ounty 's infrastructure, technology and innovation,
staff training and development, and economic development for diversification of the local
economy can all have a demonstrable long-term payoff. A good county transportation system
facilitates the movement of goods and services. Investment in innovation and technology will lay
the foundation for new and more efficient governmental services being provided by Weld
County Government. Staff development eeures that the County's employees have the skills
required to provide the very best service possible to the citizens of Weld County. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in theCounty and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. Weld County has to
focus on investing rather than spending in order to ensure long-term economic prosperity, not
only while the energy boom is happening, but also when it eventually ends.
The Strategic Investment Plan for the Future of Weld County is a continuation of Weld County's
historical discipline of fiscal stability. Commitment to the discipline of fiscal stability has enabled
Weld County to remain solvent and responsive in an uncertain economic environment and
provide the services the public needs and expects. Adherence to conservative and prudent
fiscal management practices have enabled the County to maintain balanced budgets and stable
reserves, implement proactive strategies to manage county programs, avoid debt entirely
through cash financing of capital projects and provide core services to residents. This financial
discipline has enabled the County to embrace the changes that are reshaping all aspects of our
lives — from how we live and work to how we share information and communicate, and in many
ways fundamentally changing the public's expectations of, and relationship with, government.
The County will face budgetary challenges over the next few years that will involve rising costs,
particularly if inflation returns as the Federal Reserve discontinues its economic stimulus via low
interest rates, and the reality of decreasing federal revenues in the future. TheCounty 's budget
must continue to reflect a multi -year strategic approach to managing county resources within the
ongoing challenging economic environment. The primary goals of this strategy are to preserve
6
core services, maintain the commitment to the County's capital program, and accommodate the
impacts of the energy boom in Weld County. The County has been able to accomplish these ob-
jectives while adhering to its fund balance and reserves policy that specifies that a large
contingency fluctuation reserve be maintained as a buffer for unexpected fiscal events and the
fluctuation of oil and gas assessed values. T6eunty 's proactive management of its cost
structure using this multi -faceted approach is assurance of its commitment to maintaining fiscal
health and stability of the County.
A significant measure of Weld County's commitment to providing residents with quality services
will be how well essential infrastructure is maintained and renewed. The County will continue to
be a responsible steward of public assets. A five year Public Works Capital Improvement Plan
will continue to be updated annually and will ensure a fair and reasonable determination of
project priorities in accordance with thCounty 's overall transportation needs, especially in
dealing with the impact of energy development in the County. A similar, annual five-year Capital
Improvement Program will be used to assess the condition of all facilities and to plan necessary
repair and maintenance, as well as fund new facilities needed, such as an expanded
correctional facility. Included in the capital plan will be funding to upgrade and replace the
County's critical communication infrastructure and systems. The County will continue to use a
proactive approach to maintain the physical environment, modernize and replace aging facilities
and equipment, and maximize the public return on investments.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve, and innovate, thereby maximizing value for taxpayeav continuously working to
improve the quality, efficiency and cost effectiveness of its services, County staff will maximize
value for taxpayers and increase the ability to meet emerging public needs while living
within our financial resources. The pace of technological change and innovation in the world
around us is accelerating and Weld County must continue to draw on the expertise of its
workforce to take advantage of new ideas and tools to improve service delivery and operational
efficiency. TheCounty must continue to use the business process analysis effort started in
2013, as an effective tool to meet the enormous challenges of revenue constraints, increasing
operational costs and growing public demands. The business process analysis is the
fundamental rethinking and redesign of the processes, tools and structures used to operate a
program or service to bring about dramatic improvements in performance. When new tools or
methods are discovered, business process analysis can help capitalize on them to improve
operations and achieve the best results for Weld County residents.
Managers at theCounty are expected to create and maintain a workplace that supports a
culture of continuous improvement and innovation. This can be achieved through employee
suggestions, open communication, training, and innovation and technology projects, among
other opportunities. In an era of rapid change, the need for knowledgeable, active, and engaged
employees will be greater than ever. TheCounty must continue to attract and sustain a highly
qualified workforce that is responsive to the needs of the community now and in the future.
Building a skilled, and adaptable workforce requires that the County continue to recruit qualified
employees and provide competitive salary and benefit packages. Sustaining such a workforce
includes ongoing training, professional development, and engagement in succession planning.
Employees must be encouraged to become adaptable, take initiative, and keep skills current
through organization -wide initiatives and ongoing departmental efforts.
The County must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The County must be continually focused on providing
superior information services to support the multitude of county services and programs offered.
To keep up with advances in information technology (IT), theCounty effective January 1, 2014,
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will no longer outsource its IT function through ACS/Xerox, but rather perform all IT functions
with county staff under the leadership of a new Chief Information Officer (CIO), who will
maintain strategic oversight of the technological direction. The County's goal is to provide a
reliable, integrated information services environment that meets not only today's needs for
communication and business efficiency, but positions thCounty to leverage new technology
innovations and best practices for business transformation and improved service delivery in the
future.
What is occurring in the world around us is that the pace of change in our world is accelerating
exponentially. This dynamic is challenging all of us as individuals and as organizations, and
shows no sign of abating. In fact, the pace of change underway now in our world continues to
intensify. Fueled by technological advances, we are quickly changing and reshaping all aspects
of our lives from how we live and work to how we share information and communicate. These
technological advances in many ways are fundamentally changing the public's expectations of
and relationship to their government.
Beside technological changes, we can anticipate that as the federal government deals with
deficit spending issues there will be significant programmatic and spending changes as a result
of decisions made in Washington. These could require counties to profoundly change not just
how to provide services, but what services the County can or, in some cases, must provide. In
addition to adjusting to new roles and responsibilities, the County must also take advantage of
opportunities to improve how and wherte serve the public. Departments throughout Weld
County Government need to find ways to deploy new technology tools to expand employees'
flexibility, allowing them to become more productive and better serve our customers in the
community. This means changing the way county services are designed by continually looking
for more opportunities to streamline operations and addressing public needs in innovative,
comprehensive ways. It may meanchanging how the County communicates with the public by
expanding the services and information the public can find online and through the social media.
Therefore, if one is to sum up the 2014 Budget Plan in only two words, those words would be
"Embrace Change". Weld County must plan on rising to the challenges that change presents,
embracing opportunities it offers and continuously examining how we can change as an
organization to better provide the services the public needs and expects.
Change will be the constant as we face 2014 and the future. However, one aspect that will not
change is our commitment to fiscal discipline. Even with the added property tax resources from
oil and gas, we must continue to be good stewards of the taxpayers' money. We must continue
to deliver cost effective and efficient county services, maintain prudent reserves, and invest in
the future of our infrastructure. We will do this by working to ensure that Weld County
Government remains fiscally sound, operationally strong, and able to meet the core needs of
Weld County residents within available resources. We must continue to monitor changing
economic conditions and the uncertainties surrounding key state and federal revenue sources.
For Weld County Government our greatest asset is our ability to combine the expertise and
dedication of our employees, the pragmatic approach to solving problems, the strong leadership
of our elected officials and department managers, and our commitment to a culture that
embraces change With these organizational strengths, we can all be confident that Weld
County Government as an organization will meet the challenges of the future.
8
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $243,586,137 in 2014, an increase
of 10.64 percent over 2013, primarily in property taxes, intergovernmental charges for service,
fees, internal service charges, and miscellaneous revenues. The amount of revenue from
various sources and the changes compared to 2013 are shown in the following tabulation:
Revenue Sources 2013
Amount
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
$107,816,616
8,310,000
2,866,875
48,848,573
5,800,931
11,518,124
8,777,000
26,219,772
$220,157.891
2013
Percent
of Total
49.0%
3.8%
1.3%
22.2%
2.6%
5.2%
4.0%
11.9%
2014
Amount
$117,873,505
9,450,000
3,450,225
52,977,866
8,242,560
13,450,439
9,975,250
28,166,292
2014
Percent
of Total
48.4%
3.9%
1.4%
21.7%
3.4%
5.5%
4.1%
11.6%
100.0% $243,586.137 100.0%
Increase
- Decrease
from 2014
$ 10,056,889
1,140,000
583,350
4,129,293
2,441,629
1,932,315
1,198,250
1,946,520
$23,428.246
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds t, 2,866 for 2014, which is an increase
of 12.79 percent over 2013. The amounts by function and the increase over 2013 are as
follows:
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
TOTAL
2013
Amount
$ 31,876,971
28,997,045
41,793,329
45,569,221
8,145, 633
8,900,673
7,600,000
2,575,851
12,000,000
9,047,609
935,807
398,847
28,979,772
2013
Percent 2014
of Total Amount
14.1%
12.8%
18.4%
20.0%
3.6%
3.9%
3.4%
1.1%
5.3%
4.0%
0.4%
0.2%
12.8%
$ 33,664,707
30,399,000
55,581,423
51,778,225
8,260,245
9,129,247
8,650,000
2,513,099
10,000,000
14,287,143
735,258
418,227
30,416,292
2014 Increase
Percent - Decrease
of Total from 2012
13.1% $ 1,787,736
11.9% 1,401,955
21.7% 13,788,094
20.2% 6,209,004
3.2% 114,612
3.6% 228,574
3.4% 1,050,000
1.0% -62,752
3.9% -2,000,000
5.6% 5,239,534
0.3% -200,549
0.2% 19,380
11.9% 1,436,520
$ 226,820.758 100.0% $ 255,832.866 100.0% $ 29,012.108
Enterprise Operations: The County's only enterprise operation was 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 was transferred to NCMC, Inc. and
Banner Health on May 7, 2012. NCMC, Inc. and Banner Health assumed operational and
9
financial responsibility for the Paramedic Service. The operation will no longer be part of the
Weld County budget.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2014 program is funded at $8,650,000, with
$8,250,000 from property tax, $100,000 from capital expansion fees, and $300,000 from
interest. Anticipated projects include $300,000 for a grader shed for Public Works, and
$686,000 for special projects. A carry-over beginning fund balance of $12,552,000 is
anticipated, and $20,216,000 ending reserve fund balance for the future jail expansion
($14,116,000), Communications System reserve ($4,100,000), and Downtown Greeley land
reserve ($2,000,000) is anticipated at the end of 2014.
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 ove?1a $ 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,sIru
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2014 is $1,330,000.
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 2014 , 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
2014 Budget is $7,014,609,937, which is up $598,481,847, or9.33 percent over last year. The
assessed value for vacant land is down $9.2 million, or 12 percent. Residential is down $0.972
million, or less than 1 percent; and commercial property is down $23.9 million, or3 percent.
Agricultural property is up 21.88 million, or18 percent; industrial is up $.6 million, or 10
percent; natural resources is up $ 2.3 million, or 18 percent; and State assessed property is up
$57.1 million, or 9 percent. The major increase is in oil and gas, up5$8.5 million, or 15.33
percent, which is due to price and production being up with the new energy development.
There is an actual value increase of new construction of $281.2 million, or 1.28 percent.
Employee Compensation Pay: For the 2014 budget, a salary increase of 2.5 percent to Weld
County employees iacluded. Employees will get step increases for longevity and
performance. Health insurance rates are anticipated to go up 8 percent for 2014. Health
coverage will be provided by CIGNA on a partially self -insured basis with a Preferred Provider
10
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account
(HDHP/HRA) option. No other benefit changes are anticipated.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$101,602,000 to begin2014. 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
$89,355,271. However, the ending fund balance is actually understated becaus$10,000,000
in the Contingency Fund is appropriated, thus not showing up in the ending fund balance figure.
The $10,000,000 is not anticipated to be spent in 2014, and if no emergencies or unforeseen
events happen, the amount should be in the ending fund balance. There is no fund balance
earmarked in the2014 budget. All other fund balance amounts are undesignated. With the
above projection, ending fund balances should be $99,355,271. The Contingency Fund also
serves as a stabilization reserve for the 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.
MAJOR FACTORS IMPACTING THE 2014 BUDGET
The major factors impacting the 2014 budget continue to be related to the continuing recovery
of the economy, oil and gas development in Weld County, state and federal budget issues,
service restructuring in Weld County government, and the execution of the Strategic Investment
Plan for the Future of Weld County.
The economy is no longer ira free fall and there are signs of economic recovery cautiously
returning, such as lower unemployment rates, residential and- non residential construction
activity becoming more evident, population growth, and continued oil and gas development.
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. As has been the case for the
last three to four years 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,
new pipelines, 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.
The volatility of the oil and gas assessed values continues to be a major impact to the County's
budget planning the last four years. For the 2014 budget, oil and gas assessed values are up
over a half billion dollars with a 15.33 percent increase, even with the significant drop in gas
prices in 2012. While the growth in the County's assessed value and economic stimulus of the
energy industry in Weld County is positive the downside is th€ ounty has had to add
significant resources to the Public Works budget again in 2014 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 new exploration. The Public Works 2014 budget is up over $14
million compared to last year.
2014 holds great opportunity and concern for the Weld County Department of Human Services.
It will be the first full year of the department's implementation of an Electronic Document
Management System, enabling it to scan images of all documents that are presented to it, at the
time they are received, so that they can be stored and retrieved electronically, rather than
copying, filing, and storing physical documents. The department will also participate in the
statewide Title IV E (Foster Care and Adoption Assistance Entitlement Grant) Waiver Project,
11
designed to provide permanent connections for children entrusted to our care. Senate
Bill 12-078 mandates reporting of abuse of at -risk adults and could significantly impact the
workload of Adult Protection Caseworkers. The department is reorganizing its staff in
anticipation of this increase, so that it can be prepared to provide services needed to address
this issue. Finally, and likely most significantly, 2014 will bring implementation of some of the
most impacting aspects of the Affordable Care Act. Human Services anticipates the requirement
of citizens to apply for Medicaid in order to be eligible for services under the Health Exchange
and the increase in income levels eligible for Medicaid will create an increase in caseload of
25% - 30%. The department is hiring, equipping, and training staff in anticipation of this
increase, so that it can be prepared when it arrives.
Between the presentation of the 2014 Proposed Budget and the adoption of the 2014 Final
Budget Weld County experiencedhistoric flooding of the five major tributary rivers running
through Weld County in September. Over 20 major bridges and 150 miles of roadways were
damaged. The emergency repairs have cost in excess of $12 million and it is estimated that
with permanent repairs and flood mitigation projects the costs could exceed $20 million. Due to
the flooding the Contingency Fund may have to be used to fund some flood mitigation efforts in
2014, depending on what FEMA approves. This will resul in transfer of funds from the
Contingency Fund and supplemental appropriations in the Public Works Fund. Some of the
Public Works grant projects may have to be delayed in 2014 to accommodate the flood repairs
and mitigation projects. FEMA will pay 75% of the eligible flood repairs and mitigation costs. The
State of Colorado will pay 12.5%. As indicated above the latest estimates of costs indicate the
amount could exceed $20 million in total costs with Weld County paying 12.5% or over $2.5
million.
Finally, for the second year the Strategic Investment Plan for the Future of Weld County
recommendations are incorporated into the 2014 Budget. The plan calls for developing a long-
term strategy of investment in tl6 unty 's infrastructure, technology and innovation, staff
training and development, economic development for diversification of the local economy, and
establishing a fluctuation reserve to deal with the volatility of the peaks and valleys in energy
prices and production.
The General Fund is funded at the level o1F1,005,862 up $13,140,659. Without including
adjustments for health insurance costs, cost of living, and salary step increases, the budget for
general government functions is up *418,349 . 2014 will have both a primary and general
election resulting in added costs of $403,856. The budget is funded as if it is a mail election. If
the election is a voting center election the costs could increase. The Assessor's budget is up
$11,807 primarily due to the request for an additional 0.50 FTEAssistant Analyst position for oil
and gas appraisal work. Human Resources' budget is up $67,174 for a countywide trainer
position that was transferred from Information Services. The Planning Department is up
$158,490 with the request for an additional Planner I position and Office Tech IV due to more
development activity. Building and Grounds is up $128,750 primarily for increased costs of
utilities, services and supplies to maintain all the county facilities. On October 16, 2013, ACS
and the Board of County Commissioners amended the ACS computer services contract to
amend the termination date from December 31, 2016 to December 31, 2013. Effective January
1, 2014, the county will perform its own information technology service function with county
employees. All ACS employees currently employed at the Weld County site will be offered
employment and a new Chief Information Officer will be hired to direct the function. The 2014
final budget has been reconfigured to reflect the organizational change. The net county cost will
drop by $892,432, and there is $718,534 unallocated in personnel service that can be used for
added staff or other information technology needs in 2014 over what would have been available
12
under the ACS contract. The GIS budget is up $85,400 primarily for the acquisition of new aerial
imagery in 2014. Some areas of the county have not been updated for over 6-7 years.
Public safety functions are up ($209,004 in the budget. The Sheriff increased costs in the
recommended budget by $995,136. One Office Technician position was added mid -year due to
the increased volume of concealed carry weapons permits. These costs were offset by added
revenue from the permits. An additional Polygraph Examiner/Applicant Coordinator is included
in the recommended budget due to the number of applicant screenings required. The new
Regional Forensic Lab facility opened in August, 2013, but because of grants and cost sharing
of the facility the opening is not impacting the 2014 budget. North Jail personnel services costs
increased by $496,693. This increase is based on the need for additional operating capacity;
adding six corrections officers ($396,346) and one security commander ($94,278) will allow for
an increase in capacity of approximately 54 beds. In addition there is a request to upgrade the
Booking Manager position to grade 43 at a cost of $6,069. Increasing capacity by 54 beds
reflects the increase of $67,054 in inmate supplies. The jail will experience some inflationary
cost increases for medical services in 2014. In addition the medical provider is requesting an
additional $15,478 for two hours per week of a dentist and dental assistant and $42,110 for 4
hours per week for additional psychiatrist for a total increase oil 'x.,829. Other professional
services are also up for contracted food services ($46,864). Counting the 54 beds currently
there are 149 extra beds which allow the delay for any new jail construction until 2018-2020
timeframe. The Community Corrections budget is up $179,599 with all costs being offset by
state revenues. Justice Services has requested one Pretrial Service Specialist position
($65,595) for Pretrial Services to handle anticipated workloads with passage of HB 13-1236
encouraging judges to rely less on monetary bond schedules, and to use Pretrial Services more.
Additional position will produce cost avoidance in the jail and generate approximately $5,000 in
service fees.
The Commissioners and Greeley City Council made a decision in midyear 2013, to transition to
a new organizational model where Weld County will assume the management of the Weld
County Regional Communication Center (WCRCC) to dispatch all Weld County public safety
entities, including Greeley, under the management of a Weld County Director of Public Safety
Communications. The City of Greeley will become a user of the WCRCC, like all other public
safety entities in Weld County, and pay accordingly. On the expense side of the budget all the
costs of the WCRCC are included in this budget. Of the total costs E911 will pay $1,816,158.
The personnel costs total $5, 699,696 for 61 FTE that include 9 call takers, 40 dispatchers, 8
supervisors, MSAG position, Office Tech, Operations Manager, and Director. Staffing for
dispatchers and call takers is based upon a 12 hour shift model. The goal will be to move to an
8 hour shift model in 2015. Net costs for the WCRCC are ui2,$06,383 primarily due to the
City of Greeley only paying as a user rather than sharing costs, additional staffing for the
WCRCC, and 2014 COLA and health insurance increases are included in the 2014
recommended budget. Communications development equipment is down $500,000 since a
funding reserve has been established in the E911 Fund and Capital Expenditure Fund for all
future communications equipment needs.
October 28, 2013, The Board placed the Public Safety IT staff (Spillman) under the
management of the Director of Public Safety Communications, and moved seven (7) FTE and
$662,017 to the Criminal Justice Information (CJIS) budget unit (1000 22400). Personnel costs
were increased $662,017, and the chargeback to CJIS from Information Services was reduced
by the corresponding amount of $662,017. The change had no impact on the net county costs.
The General Fund's subsidy to the Public Health Department is up $212,990 due to health
insurance costs and anticipated salary increases. With the underfunding of the Weld County
13
Retirement Plan the Board has decided to reimburse the Retirement Fund for the administrative
costs of the plan. The administrative costs include the investment fees and other administrative
costs. Annually the costs are over $1 million. The County stopped paying the fees in the 1980's,
so the $10,000,000 in the recommended budget is to not only pay the current fees, but
reimburse for the years that the General Fund did not pay due to surplus funding. The level of
funding for this purpose can be reduced in years where the property tax revenues from oil and
gas fluctuate downward. An increase of $1,620,906 is included for other General Fund
departments' health insurance costs, and anticipated salary increases of 2.5 percent in 2014.
The budgeted appropriations for Public Works in 2014 total $5,581,423 up $13,788,094.
Municipal share back is funded at $1,908,056. Budget reflects an 8 percent increase in health
insurance costs. 2014 salary increases are funds for step increases due employees in 2014
and a 2.5 percent cost of living salary adjustment is included in this budget for a total of
$511,416.
The Other Public Works budget is up $11,217,040 based on the Capital Improvement Plan
(CIP). Contract Payments decreased $7,810,000 based on capital improvement projects for
2014. Strategic Roads increased $17,165,000 based on capital improvement projects including
Phases I and II of the Weld County Road 49 extension. The Haul Route Program decreased
$717,960 as a portion of the expenditures are funded from the Road and Bridge Construction
budget ($1,755,000).
The specific projects in the 2014 budget are: Intersection of WCR 49 and US 34C(67300),
Intersection of WCR 47 and SH 392 ($400,000), Intersection of WCR 74 and SH 392 ($50,000),
Intersection of WCR 49 and WCR 221,.1,500), Intersection of WCR 49 and WCR 44
($2,170,000), Intersection of WCR 49 and WCR 22 ROW ($325,000)jtersection of WCR55
and SH 392 ($620,000), WCR 49 acquisition of southern ROW ($650,000), Bridge9,€8/5
($300,000), WCR 49 Phase 1 ($8,100,000), Espanola Subdivision CDBG Project ($525,000),
ROW expenses ($150,000) and other contracts ($850,000).
Pavement Management is funded at a decreased level of $213,493 and the Trucking budget is
down $55,850 both due to seasonal employees being moved to Other Public Works. Mining
operations are down $800,250 with a reduction in the purchase of class 6 materialsSeasonal
staffing is up $556,056 due to the transfers mention above and in order to staff for the 2014
workload. Motor grader operations are up $254,345 to fund dust palliative materials. Bridge
Construction is up $1,876,524 to primarily fund contract recycled asphalt crushing, recycled
asphalt supply, class 6 material purchase, and bulk cement purchase. Other operating bdgets
for road and bridge maintence are funded at near the 2013 funding level. With some
operational economies to offset some of the inflationary costs the current service level should
be able to be maintained with the funding recommended.
The total Social Services Fund budget is $30,399,000. The programs are funded by property
tax of $8,438,837, state and federal funds of $21,205,333, and the potential use of fund balance
to cover unanticipated cost overruns. 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.
The Human Services Fund is funded at $7,988,068 for 2014, which is up $55,Q21 less than
one -percent percent, from the previous year, even though there are major shifts in funding by
program. Community Services Block Grant is down $72,814, and Senior Nutrition pograms are
down $32,168. Department of Labor programs are down $595,550. Area Agency on Aging is up
14
$646,453 or nearly 30 percent. Temporary Assistance to Needy Families (TANF) is up
$109,100.
On the revenue side of the budget, property taxes are budgeted at $117,873,505, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR.
Revenue from interest earnings remain at $1,100,000 for 2014, as interest rates are projected to
remain low through 2014. Planning and Building Inspection fees are up $600,000 primarily due
to all the new oil and gas activity in the County and some upturn in development.
Intergovernmental revenues are up $,129,293 primarily due to Public Works grants being up
$3,091,563, higher Community Correction grants of $179,599 and Social Services program
revenues up $1,338,731 Charges for Services are up $2,441,629 primarily from charges
related to the WCRCC with the new management model. The Treasurer's fees are anticipated
to be up $970,000 due under estimations in the past and increased property tax collection fees
from other county taxing jurisdictions. Revenue from Clerk and Recorder fees are up $300,000
as vehicle sales have recovered. All other revenues are relatively stable with little change.
The resourcesfor the Public Works Fund for 2014 total $74,828,235, which includes a fund
balance of $28,000,000, in addition to the revenue shown in the budget. Property tax is set at
$11,500,000 up $2,500,000. Specific ownership tax is estimated to be $7,300,000, up
$1,300,000 from 2013, as vehicle sales recover. Total HUTF will be $9,550,000 unchanged
from 2013. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are
$330,000, and grazing fees are $70,000. Oil and gas revenues are $5,150,000. Federal mineral
lease revenues are $1,000,000 due to the creation of the Weld County Federal Mineral Lease
District. The federal mineral lease revenue will flow through the new district and then Public
Works will apply to the district for the funding of projects. In 2014, the district is funding
$1,000,000 in oil and gas haul route projects. The $1,000,000 is budgeted in other revenues
from project reimbursements. PILT is budgeted at $330,000 with the Federal Mineral Leasing
District funding change.
Other revenues from project reimbursements total $5,898,235, which are up $1,318,563.
Transportation impact fees are budgeted at $2,800,000. Reimbursements for the intersections
of CR 49/US34 project includes, $1,500,000 from NFRMPO, CR 49/44 project includes
$828,000 from NFRMPO, Intersection of WCR 55 and SH 392 ($102,000), and CR 74/SH 392
project includes $56,000 from NFRMPO. There are also Energy Impact Assistance grants of
$3,000,000 for Phase I and II of WCR49 and $200,000 for WCR49/22. A HES grant for $22,500
is funded. Revenues include a CDBG for the Espanola Subdivision project ($275,000). There is
a state grant for $240,000 for Bridge 68/59A. Severance tax is budgeted at $2,000,000.
The 2014 Budget contains adequate resources to provide a level of service similar to 2013. The
operational plan supported by the 2014 budget maintains WeldGCounty overnment's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost we will maintain the fiscal discipline and prudent use of resources
that have earned theCounty the excellent reputation it has for financial management with no
bonded indebtedness. The County will continueur commitment t o the highest standards of
service, continuing 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 operate in an
environment of constant change that has never been more apparent. The State of Colorado
faces significant issues and the federal government continues to wrestle with a major deficit
15
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. ThC ounty,
as a whole, also recognizes the Weld County taxpayers and consumers of county services who
provide the economic resources to the ounty, 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,
LA/Sain
Donald D. Warden, Director
Budget and Management Analysis
16
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 - y
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.
17
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 livability 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.
18
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:
Anadarko Petroleum Corporation
Burris Company, Inc.
Care Stream Health Care
Haliburton
Harsh International
Hensel -Phelps Construction
JBS Swift Beef Company
Noble Energy
Banner Health:Northern Colorado Medical Center
Owens-Illinois
Roche Constructors
Star Tek Inc.
State Farm Insurance
Vestas Wind Systems
PRINCIPAL PROPERTY TAX PAYERS:
Noble Energy
Anadarko Petroleum Corporation
Petroleum Development Corp
Public Service of Colorado (Xcel)
Encana Oil and Gas
DCP Midstream LP
EOG Resources Inc.
Vestas Blade America Inc.
Kerr-McGee Oil and Gas
Patina Oil and Gas Corp
19
20
STRATEGIC
PLAN
2014-2018
21
WHY A STRATEGIC PLAN?
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.
22
OUR PRIORITY STRATEGIC
THEMES
'11)656 thc;;!cs g/lldc 11 /d (.01111t' f0)) ird s 0111"
1'151011 of Mc /21811"P.
• 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
23
OUR VISION FOR THE FUTURE
This vision statement reflects our �, / 11171
citizens' expectations for Weld County �;
government into the future.
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES.
24
WELD COUNTY CULTURE
INTEGRITY
• We maintain the public's trust through honest and fair behavior
• We exhibit the courage to do the right thing for the right reason
• We are accountable to each other and the public for providing good
service and value
• We promote open communication
• We conduct county business openly resulting in efficient and ethical use
of county fund
STEWARDSHIP
• We ensure responsible stewardship to all that is entrusted to us
• We recognize Weld County has conservative constituents (5% tax
limitation)
• We operate the county by employing good business practices
• We maintain fiscal stability to ensure services that citizens rely on, in
good times and bad times
• We are a "pay as you go" county with no debt
• We achieve operational efficiency through continuous efforts to improve
and innovate , thereby maximizing value for our taxpayers
• We only add money to the solution of county problems after exhausting
all other options
COMMITMENT
• We are committed to excellence in all that we do as an organization
• We work with professionalism and purpose
• We strive to provide superior service to our citizens
• We provide regional leadership to forge cooperative partnerships and
leverage resources for the benefit of our citizens
• We represent the county's interests aggressively at the state and federal
level to maximize county revenues, minimize county costs, and get
favorable decisions for Weld County citizens and taxpayers
• We have dedicated, skilled and adaptable county employees that have a
history of turning plans and resources into achievement and success in
serving Weld County residents
25
OUR GUIDING
PRINCIPLES
► 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
26
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:
• Energy Development
• Changing Economy
• Transportation
• Demographic
Changes
• Innovation and
Technology
• County Government
Financial Trends
27
TRENDS IMPACTING WELD COUNTY
Energy Development
Weld County is experiencing the biggest oil and gas boom in its history. Weld County has
over 20,000 active wells — about 40 percent of the state's total — the greatest majority located
in the southern part of the county in the Wattenberg Field within the Niobrara Formation. The
Niobrara Formation is a geologic formation that is bountiful in fossil fuel reserves within the
Denver-Julesburg basin, including nearly all of Weld County's 4000 square miles. New
technologies have made the extracting oil and gas through the tight shale that underlies the
formation an economically viable proposition. Energy companies are investing in new wells
and infrastructure in Weld County to tap into the estimated oil and gas reserve of as much as
1 billion to 1.5 billion barrels of oil -equivalent in the Wattenberg Field. The production will
translate into a boost for the local economy, job creation, and tens of millions of dollars in
property taxes and severance taxes for local jurisdictions.
The additional production of oil and gas is resulting in significant increases in the county's
assessed value with the oil and gas production exceeding fifty -percent of the county's total
assessed valuation. Because of the volatility of production levels and price fluctuations of the
oil and gas production, the county must prudently manage the increased property tax base
created by the energy development. In 2012, the Board of Weld County Commissioners
approved the Strategic Investment Plan for the Future of Weld County. The plan is a long term
strategy of investment in the county's infrastructure, technology and innovation, staff training
and development, economic development for diversification of the local economy, and to
establish a fluctuation reserve to deal with the volatility of the peaks and valleys in energy
prices and production. If the projected energy production figures materialize eventually even
with the long term investment strategy with the Weld County Home Rule Charter 5 % property
tax limitation and TABOR limitation lower property tax rates will result for all taxpayers in Weld
County.
The county and energy industry have forged a relationship that is one of cooperation. The
most significant impact of energy development has been on the county transportation system.
The system originally designed to serve farm -to -market routes has been inundated by trucks
servicing oil and gas wells. The county has worked closely with the energy industry to stay
proactive in its approach to road maintenance and improvements. The county has embarked
on its Haul Route Program (HARP) to improve road impacted specifically by oil and gas
operations. The program has been developed in conjunction with the energy industry to
identify haul routes that need to be improved to access new drilling sites.
The energy industry will face future challenges from stricter state and federal restrictions, such
as the new well setback rules, and ground water testing. The county will need to continue its
partnership with the industry to insure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County.
28
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. Weld County's changing
demographics are evident in the shift from a rural charter to a more and more urbanized
population. The county has centers of population outside just the Greeley area, as the
Windsor -Severance area and Southwest Weld County area continue to grow. The state
demographer is projecting by 2040 the Southwest Weld County population center could
approach 250,000. The age of the population is shifting in Weld County, as it is nationwide with
the 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.
29
TRENDS IMPACTING WELD COUNTY
Changing Economy
The end of the Great Recession which began in 2008 has officially been declared, yet the nation
continues to experience slow economic growth. Employment is showing year -over -year gains,
jobless claims are generally declining, incomes are rising modestly, and GDP numbers point to
sustained economic growth. For many in America, however, it still feels very much like the
country is rooted in economic uncertainty. The euro zone crisis continues to instill fear in U.S.
markets. The nation is adding jobs month -over -month on a slow trajectory of growth. Measure
of wealth, including home values and investments, have only recently begun to show
encouraging signs of sustainable improvement.
Weighing on the minds of many Americans, especially business leaders, is the uncertainty of
the fiscal policies of Congress and the Obama Administration. Congress continues to fail to act
in resolving the federal deficit, federal spending cuts, and tax issues. Many businesses are
hesitant to hire or make business investments decisions until fiscal policy and the general
political environment become more stable and predictable. The federal budget cuts will
eventually impact Weld County programs.
Looking forward the economy is growing at a "reasonable" rate, yet less than pre -2008 rates.
The trouble with growing at a "reasonable" rate is that the job market is still well below where it
would be if the economy was working at its potential. Too many people are unemployed or
underemployed. From the macroeconomic perspective, this means inefficiency. From the
microeconomic perspective, this means many families are struggling. Much of the problem
stems from the fact the economy fell so far. It will take time for the economy to return to
"normal", as we knew it prior to the credit crisis, housing bubble, and Great Recession.
Weld County has many positives going for it in these uncertain financial and economic times to
deal with the challenges we will face, such as no long term debt, a healthy fund balance, energy
development boom, 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 challenging economic conditions being faced probably for the next few years, Weld County
managers are going to have to continue to find ways to reduce costs and increase program
productivity. Weld County government's trend 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.
30
TRENDS IMPACTING WELD COUNTY
Innovation and Technology
What is occurring in the world around us is that the pace of change in our world is accelerating
exponentially. This dynamic is challenging all of us as individuals and as organizations, and shows
no sign of abating. In fact, the pace of change underway now in our world continues to intensify.
Fueled by technological advances, we are quickly changing and reshaping all aspects of our lives
from how we live and work to how we share information and communicate. These technological
advances in many ways are fundamentally changing the public's expectations of and relationship to
their government.
Weld County must continue to achieve operational efficiency through continuous efforts to improve
and innovate, thereby maximizing value for taxpayers. By continuously working to improve the
quality, efficiency, and cost effectiveness of its services, county staff will maximize value for
taxpayers and increase the ability to meet emerging public needs while living within our financial
resources. Weld County must continue to draw on the expertise of its workforce to take advantage
of new ideas and tools to improve service delivery and operational efficiency.
Managers at the county are expected to create and maintain a workplace that supports a culture of
continuous improvement and innovation. This can be achieved through employee suggestions,
open communication, training, and innovation and technology projects, among other opportunities.
In an era of rapid change, the need for knowledgeable, active, and engaged employees will be
greater than ever. The county must continue to attract and sustain a highly qualified workforce that
is responsive to the needs of the community now and in the future.
The county must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The county must be continually focused on providing
superior information services to support the multitude of county services and programs we offer.
The county's goal is to provide a reliable, integrated information services environment that meets
not only today's needs for communication and business efficiency, but positions the county to
leverage new technology innovations and best practices for business transformation and improved
service delivery in the future.
Departments throughout Weld County government need to find ways to deploy new technology
tools to expand employees' flexibility, allowing them to become more productive and better serve
our customers in the community. This means changing the way we design county services by
continually looking for more opportunities to streamline operations and by addressing public needs
in innovative, comprehensive ways. It may mean we have to change how we communicate with the
public we serve by expanding the services and information the public can find online and through
the social media.
31
TRENDS IMPACTING WELD COUNTY
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with
the direct impact of the oil and gas development, and accommodating the future growth in the
county, is in the long-term investment in the road and bridge infrastructure. Growth in the
county has put an ever increasing demand on 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 overall 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 the traffic volume demanding a higher capacity and level of service.
In recent years funds have been added to the Public Works budget to deal with the Haul
Route Program (HARP) to accommodate the energy development impacts. The Weld County
2035 Transportation Plan summarizes existing transportation conditions and recommends
policy, funding and roadway development for Weld County through the 2035 planning
horizon. The transportation plan takes the condition of the current transportation system and
uses county land use forecasts and regional travel demand models to outline a plan that will
develop and maintain a safe and efficient roadway network in Weld County long-term. The
plan strives to improve the movement of people and goods to all Weld County communities
by enhancing regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over
$400 million. When the plan is broken down into ten year time increments, the short-term
(2011-2016) amount is $39.8 million, mid -range (2016-2025) $178 million, and long-range
(2026-2035) $186.4 million. Prior to last year many of the projects in the Weld County 2035
Transportation Plan were unfunded in the budget projections for future years. This changed
with the Strategic Investment Plan for the Future of Weld County. In approaching the funding
requirement it will require approximately another net $7.5 million going into the Public Works
Fund from property taxes raising the property tax level to $16.5 million from 2015 forward.
The additional property tax investment in the transportation system together with the
anticipated federal mineral leasing dollars, and severance tax from energy development, and
transportation impact fees will add many of the necessary resources to fund the Weld County
2035 Transportation Plan. Besides these resources, the funds will also help provide matching
funds to leverage grants from the Energy Impact Assistance program and NFRMPO and
UFRMPO to fund projects in the Weld County 2035 Transportation Plan.
32
TRENDS IMPACTING WELD COUNTY
County Government Financial Trends
Commitment to the discipline of fiscal stability has enabled Weld County to remain solvent
and responsive in an uncertain economic environment and provide the services the public
needs and expects. Adherence to conservative and prudent fiscal management practices
have enabled the county to maintain balanced budgets and stable reserves, implement
proactive strategies to manage county programs, avoid debt entirely through cash financing
of capital projects and provide core services to residents. The county's financial discipline
has enabled us to embrace the changes that are reshaping all aspects of our lives — from
how we live and work to how we share information and communicate — in many ways
fundamentally changing the public's expectations of and relationship with government.
The county will face budgetary challenges over the next few years that will involve rising
costs, particu-larly if inflation returns as the Federal Reserve discontinues its economic
stimulus via low interest rates, and the reality of decreasing federal revenues in the future.
The county's budget must continue to reflect a multi -year strategic approach to managing
county resources within the ongoing challenging economic environment. The primary goals
of this strategy are to preserve core services, maintain the commitment to the county's
capital program, and accommodate the impacts of the energy boom in Weld County. The
county has been able to accomplish these ob-jectives while adhering to its fund balance and
re -serves policy that specifies that a large contingency fluctuation reserve be maintained as
a buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost struc-ture using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability of the county.
A significant measure of Weld County's commitment to providing residents with quality
services will be how well essential infrastructure is maintained and renewed. The county will
continue to be a responsible steward of public assets. A five-year Public Works Capital
Improvement Plan will continue to be updated annually and will ensure a fair and
reasonable determination of project priorities in accordance with the county's overall
transportation needs, especially in dealing with the impact of energy development in the
county. A similar, annual five-year Capital Improvement Program will be used to assess the
condition of all facilities and to plan necessary repair and maintenance, as well as fund new
facilities needed, such as an expanded correctional facility. Included in the capital plan will
be funding to upgrade and replace the county's critical public safety communication
infrastructure and systems. The county will continue to use a proactive approach to maintain
the physical environment, modernize and replace aging facilities and equipment, and
maximize the public return on investments.
33
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
♦ Committed to being responsive
government
♦ Responsible and accountable to
the citizens
♦ Quality of life
♦ Coordinated efforts inside and
outside the county
♦ Oil and gas Development
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 slow growth has driven
demands for services
34
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
OPPORTUNITES CHALLENGES
♦ Oil and gas development
♦ Attractive area for new growth
♦ Poised to promote economic
development
♦ Great workforce
♦ Regional cooperation
and coordinated efforts
♦ Using technology to provide
service improvement
♦ Located on the northern edge of
Denver metropolitan area
♦ Business friendly environment
♦ Proximity to three major
universities
♦ Oil and gas development
♦ New economy
♦ Volatility price and production of
oil and gas
♦ Increase demand for infrastructure
and services
♦ Demographic changes
♦ Urbanization
♦ State and Federal budget cut and
mandates
♦ Balance citizen expectations
with limited resources
♦ State and Federal environment
policies
♦ Deployment of technology
35
STIZ11r1rEGI(v 1I_JLAI 1'I_AS
(INTERVIEW
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
•Health Services
•Transportation
•Economic Development
•Land Use and Planning Services
•Enabling Strategies: Financial and Operational Support
36
STRATEGIC AREA:
PUBLIC SAFETY
37
STRATEGIC AREA: PUBLIC SAFETY
4 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.
4 Mission Statement: Provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Public Safety Bureau)
o Goal PSPSBI: Protect the well being of the citizens of Weld County.
o Goal PSPSB2: Establish and maintain meaningful communication with the
citizens of Weld County.
4 Mission Statement: To provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Offender Supervision Bureau)
o Goal PSOSB1: To accept and lawfully hold prisoners in a safe, humane, and
wholesome environment that returns people to the community better, or no worse,
than when 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.
4 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)
38
o Goal PSI : To answer 100% of 911 calls within 15 seconds.
Mission Statement: To provide a responsive, proactive,medico -legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS2-1 Perform all death investigation in a timely manner
o Goal PS2-2: To provide for a safe work environment
o Goal PS2-3: Enhance professionalism and promote department excellence.
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 alternativte use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
Mission Statement: To coordinate emergency preparedness planning in Weld County.
(Office of Emergency Management)
o Goal PS -4: Reduce the risk and mitigate the impact to communities and citizens
due to all hazard incidents.
39
STRATEGIC AREA:
HUMAN SERVICES
40
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. (Department of Public Health and Environment)
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 Department of Human Services.
o Goal HHS3: E stablish a systematic structure to effectively communicate inside
and outside of the Department of Human Services.
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 and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal HHS6: Assist in providing veterans access to eligible state and federal
benefits to meet their needs.
41
STRATEGIC AREA:
HEALTH SERVICES
42
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 HS 1: 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 lessen adverse public health impacts of disease through preventive
measures.
o Goal HS3: To enhance our organization's effectiveness by continually
monitoring our performance and evaluating our programs.
43
STRATEGIC AREA:
TRANSPORTATION
44
STRATEGIC AREA: TRANSPORTATION
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 TPW 1: 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 2,500 miles of gravel roads.
Mission Statement: To design, liiland 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 (recyclr*halt)
roads and asphalt road construction and overlay projects. Clear paved roads of
snow and ice.
45
Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient hyethe 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; i®tall 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.
(Pavement Management)
o Goal TPW8: Provide engineering services including design, development,
inspections, and all phases of highway engineering, bridge engineering and
construction inspection and testing. (Engineering)
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. (Pest and Weed)
46
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
47
STRATEGIC AREA: ECONOMIC DEVELOPMENT
4 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 newjob 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.
48
STRATEGIC AREA:
LAND USE
49
STRATEGIC AREA: LAND USE
4 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 foCounty
residents, business and property owners through a coordinated and cooperative planning
process.
o Goal LU1: Increase effectiveness by maintaining regular communication with the
public, outside agencies, County departments, and the County Planning
Commission.
o Goal LU2: Plan for the long-term development and legacpf the County t o
ensure efficiency of services to promote economical investments.
o Goal LU3: Provide consistency, quality, and thoughtful planning.
o Goal LU4: Minimize government by implementing common sense approaches to
solving problems and adapting to change.
o Goal LW: Work with, not against, the flowing tide of free markets whereby
reducing or eliminating red tape and barriers to entry.
o Goal LU6: Ensure safe construction throughout unincorporated Weld County.
o Goal LU7: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal LU8: Maintain quality, professional and timely site inspections.
50
STRATEGIC AREA:
ENABLING STRATEGIES
51
STRATEGIC AREA: ENABLING STRATEGIES
4 Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES I: 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)
4 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.
4 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 adesire 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)
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o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
o Goal ESI0: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES!!: 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 ES15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Building & Grounds)
4 Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Information Services & GIS)
o Goal ES16: Capitalize on technology toimprove 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)
4 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)
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54
2014
BUDGET PLAN
As Weld County looks to 2014 and beyond, a number of challenges face the Board of County
Commissioners, other elected officials, and staff to meet the ever changing and growing
demands of county citizens to maintain the quality of service the citizens have grown to expect
from their county government. The county is experiencing the biggest oil and gas boom in its
history. The additional production of oil and gas is resulting in significant increases in the
county's assessed value with the oil and gas production exceeding fifty -percent of the county's
total assessed valuation. Because of the volatility of production levels and price fluctuations of
the oil and gas production, the county must prudently manage the increased property tax base
created by the energy development. In February, 2012, staff developed and the Board of Weld
County Commissioners approved the Strategic Investment Plan for the Future of Weld County.
The purpose of the Strategic Investment Plan for the Future of Weld County was to provide the
Board of Weld County Commissioners an analysis of the optional uses of the projected property
tax revenues from the new oil and gas development in Weld County. The option selected was to
develop a long term strategy of investment in the county's infrastructure, technology and
innovation, staff training and development, economic development for diversification of the local
economy, and to establish a fluctuation reserve to deal with the volatility of the peaks and
valleys in energy prices and production. If the projected energy production figures materialize
eventually even with the long term investment strategy with the Weld County Home Rule
Charter 5 % property tax limitation and TABOR limitation lower property tax rates will result for
all taxpayers in Weld County.
A long-term strategy of investment in the county's infrastructure, technology and innovation,
staff training and development, and economic development for diversification of the local
economy can all have a demonstrable long-term payoff. A good county transportation system
facilitates the movement of goods and services. Investment in innovation and technology will lay
the foundation for new and more efficient governmental services being provided by Weld
County government. Staff development ensures that the county's employees have the skills
required to provide the very best service possible to the citizens of Weld County. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in the county and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. Weld County has to
focus on investing rather than spending in order to ensure long-term economic prosperity, not
only while the energy boom is happening, but also when it eventually ends.
The Strategic Investment Plan for the Future of Weld County is a continuation of Weld County's
historical discipline of fiscal stability. Commitment to the discipline of fiscal stability has enabled
Weld County to remain solvent and responsive in an uncertain economic environment and
provide the services the public needs and expects. Adherence to conservative and prudent
fiscal management practices have enabled the county to maintain balanced budgets and stable
reserves, implement proactive strategies to manage county programs, avoid debt entirely
through cash financing of capital projects and provide core services to residents. This financial
discipline has enabled the County to embrace the changes that are reshaping all aspects of our
lives — from how we live and work to how we share information and communicate, and in many
ways fundamentally changing the public's expectations of, and relationship with, government.
The County will face budgetary challenges over the next few years that will involve rising costs,
particularly if inflation returns as the Federal Reserve discontinues its economic stimulus via low
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interest rates, and the reality of decreasing federal revenues in the future. TheC ounty's budget
must continue to reflect a multi -year strategic approach to managing county resources within the
ongoing challenging economic environment. The primary goals of this strategy are to preserve
core services, maintain the commitment to the County's capital program, and accommodate the
impacts of the energy boom in Weld County. The County has been able to accomplish these
objectives while adhering to its fund balance and reserve policy that specific that a large
contingency fluctuation reserve be maintained as a buffer for unexpected fiscal events and the
fluctuation of oil and gas assessed values. The county's proactive management of its cost struc-
ture using this multi -faceted approach is assurance of its commitment to maintaining fiscal
health and stability of the county.
A significant measure of Weld County's commitment to providing residents with quality services
will be how well essential infrastructure is maintained and renewed. The county will continue to
be a responsible steward of public assets. A five year Public Works Capital Improvement Plan
will continue to be updated annually and will ensure a fair and reasonable determination of
project priorities in accordance with the county's overall transportation needs, especially in
dealing with the impact of energy development in the county. A similar, annual five year Capital
Improvement Program will be used to assess the condition of all facilities and to plan necessary
repair and maintenance, as well as fund new facilities needed, such as an expanded
correctional facility. Included in the capital plan will be funding to upgrade and replace the
county's critical communication infrastructure and systems. The county will continue to use a
proactive approach to maintain the physical environment, modernize and replace aging facilities
and equipment, and maximize the public return on investments.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve, and innovate, thereby maximizing value for taxpayeav continuously working to
improve the quality, efficiency and cost effectiveness of its services, county staff will maximize
value for taxpayers and increase the ability to meet emerging public needs while living
within our financial resources. The pace of technological change and innovation in the world
around us is accelerating and Weld County must continue to draw on the expertise of its
workforce to take advantage of new ideas and tools to improve service delivery and operational
efficiency. The county must continue to use the business process analysis effort started in 2013,
as an effective tool to meet the enormous challenges of revenue constraints, increasing
operational costs and growing public demands. The business process analysis is the
fundamental rethinking and redesign of the processes, tools and structures used to operate a
program or service to bring about dramatic improvements in performance. When new tools or
methods are discovered, business process analysis can help capitalize on them to improve
operations and achieve the best results for Weld County residents.
Managers at the county are expected to create and maintain a workplace that supports a culture
of continuous improvement and innovation. This can be achieved through employee
suggestions, open communication, training, and innovation and technology projects, among
other opportunities. In an era of rapid change, the need for knowledgeable, active, and engaged
employees will be greater than ever. The county must continue to attract and sustain a highly
qualified workforce that is responsive to the needs of the community now and in the future.
Building a skilled, and adaptable workforce requires that the county continue to recruit qualifid
employees and provide competitive salary and benefit packages. Sustaining such a workforce
includes ongoing training, professional development, and engagement in succession planning.
Employees must be encouraged to become adaptable, take initiative, and keep skills current
through organization -wide initiatives and ongoing departmental efforts.
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The County must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The County must be continually focused on providing
superior information services to support the multitude of county services and programs offered.
To keep up with advances in information technology (IT), theCounty effective January 1, 2014,
will no longer outsource its IT function through ACS/Xerox, but rather perform all IT functions
with county staff under the leadership of a new Chief Information Officer (CIO), who will
maintain strategic oversight of the technological direction. The County's goal is to provide a
reliable, integrated information services environment that meets not only today's needs for
communication and business efficiency, but positions thCounty to leverage new technology
innovations and best practices for business transformation and improved service delivery in the
future.
What is occurring in the world around us is that the pace of change in our world is accelerating
exponentially. This dynamic is challenging all of us as individuals and as organizations, and
shows no sign of abating. In fact, the pace of change underway now in our world continues to
intensify. Fueled by technological advances, we are quickly changing and reshaping all aspects
of our lives from how we live and work to how we share information and communicate. These
technological advances in many ways are fundamentally changing the public's expectations of
and relationship to their government.
Beside technological changes, we can anticipate that as the federal government deals with
deficit spending issues there will be significant programmatic and spending changes as a result
of decisions made in Washington. These could require counties to profoundly change not just
how to provide services, but what services can or, in some cases, must be provided. In addition
to adjusting to new roles and responsibilities, we must also take advantage of opportunities to
improve how and where to serve the public. Departments throughout Weld County government
need to find ways to deploy new technology tools to expand employees' flexibility, allowing them
to become more productive and better serve our customers in the community. This means
changing the way we design county services by continually looking for more opportunities to
streamline operations and addressing public needs in innovativepomprehensive ways. It may
mean we have to change how we communicate with the public we serve by expanding the
services and information the public can find online and through the social media.
Therefore, if one is to sum up the 2014 Budget Plan in only two words, those words would be
"Embrace Change". Weld County must plan on rising to the challenges that change presents,
embracing opportunities it offers and continuously examining how we can change as an
organization to better provide the services the public needs and expects.
Change will be the constant as we face 2014 and the future. However, one aspect that will not
change is our commitment to fiscal discipline. Even with the added property tax resources from
oil and gas, we must continue to be good stewards of the taxpayers' money. We must continue
to deliver cost effective and efficient county services, maintain prudent reserves, and invest in
the future of our infrastructure. We will do this by working to ensure that Weld County
government remains fiscally sound, operationally strong, and able to meet the core needs of
Weld County residents within available resources. We must continue to monitor changing
economic conditions and the uncertainties surrounding key state and federal revenue sources.
For Weld County government our greatest asset is our ability to combine the expertise and
dedication of our employees, the pragmatic approach to solving problems, the strong leadership
of our elected officials and department managers, and our commitment to a culture that
embraces change With these organizational strengths, we can all be confident that Weld
County government as an organization will meet the challenges of the future.
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2014
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 2014 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in department's total
budget.
Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possibtocal dollars will not
displace federal or state reductions.
Program managers and the public will be made aware ofelproposed 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 2014
before budget preparations begin.
A target of ten percent off the 2013 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. ThBoard will
determine any salary adjustments above the 2013 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 2014 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 2014 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 2013 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 2014 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 2014 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 2014, while accomplishing a balanced budget. The 2014 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.
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2014
BUDGET CALENDAR
March 19 Board reviews the 2014 budget plan.
April 29 - May 3 Director of Budget discusses target budgets and 2014 budget
plan with department heads and elected officials.
June 14
Elected officials and department heads submit applications
for thdechnology and innovation investment program
projects to Finance.
June 14 Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
June 14 Elected officials and department heads submit phone service
requests to Phone Services.
June 14 Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
June 14 Elected officials and department heads submit requests for
information services requests to Information Services.
June 14 Elected officials and department heads submit requests for
vehicles to the Controller.
July 5 Submit budget request to Director of Budget.
July 5 - September 16 Finance office review.
September 17 Early warning budget work session and community agency
requests.
September 17 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 22 and 24 Budget work session hearings with Commissioners and
elected officials and department heads.
November 8 Publish notice of final budget hearing.
October 25 - December 10 Prepare final budget.
December 11 Public Hearing to adopt mill levy.
December 11 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 rm- 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
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
PROGRAM
PLANNING
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
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
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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SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
WELD COUNTY FUND STRUCTURE
By Budgetary Basis
I Modified Accrual Basis of Budgeting
(Government Fund Types)
General
Fund
Special
Revenue
Public
Works
Social
Services
Conservation
Trust
Capital
Health
Human
Services
Solid Waste
BUDGETARY ACCOUNTING BASIS:
Accrual Basis of Budgeting
(Proprietary Fund Types)
Phone
Services
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 2013, payable in 2014, and 3) various routinely provided
services (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.
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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.
AMENDMENT TO BUDGET PROCESS:
Section 291- 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.
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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. The three percent of fiscal spending reserve established in accordance with the State
Constitution Amendment One (TABOR), passed November 3, 1992, is included in the General
Fund's fund balance.
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.
Public Health Fund: The Weld County Department of Public Health and Environment
provides health services to County residents. The fund reflects revenue and
expenditures for health care, health education, health monitoring, and other related
activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
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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. Since the 2013 budget Weld County no longer has
any Enterprise Funds with the transfer of the Paramedic Service to the North Colorado Medical
Center, Inc.
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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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
2014 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), theDirector 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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SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
y Complete road and bridge permanent repairs and mitigation projects resulting from the
September, 2013 flooding
y Continue implementation of the Strategic Investment Plan for the Future of Weld County
y Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
y Fund innovation and technology projects identified
y Effective January 1, 2014, perform all county information technology functions with
county staff, instead of by use of ACS contract services
y Implement the fifth year of new strategic planning process
y Implement a countywide training program with a Trainer position in Human Resources
y Implement a criminal justice planning function in the county
y Implement a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
y Add a Pre -Trial Specialists to accommodate NB 13-1236 changes to jail bonding criteria
y Add seven positions in the North Jail to open up 54 additional inmate beds
y The Weld County Regional Communications Center (WCRCC) will move to a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, including City of Greeley Police and Fire
y Participate in the Title IV -E (Foster Care and Adoption Assistance Entitlement Grant)
waiver project
y Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
y Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs
y Add two additional Planning positions to accommodate new development
y Implement a small business development incentive program
y Continue to fund a Haul Route Program (HARP) to improve county roads impacted by
the energy industry due to new oil and gas drilling exploration
y Fund current and past administrative costs of the Weld County Retirement Plan
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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 has adopted 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 nen recurring expenditures, or to put the one time revenues in a
reserve fund.
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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 sigtiVicaWeld
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 $210
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 a contingent reserve, 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 the 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.
Strategic Investment Plan for the Future of Weld County: Due to the anticipated oil and gas
boom in Weld County from development of the Niobrara formation Weld County property tax
revenue will increase. As a result in February, 2012, staff developed and the Board of Weld
County Commissioners approved the Strategic Investment Plan for the Future of Weld County.
A long-term strategy of investment in the county's infrastructure, technology and innovation,
staff training and development, and economic development for diversification of the local
economy can all have a demonstrable long-term payoff. A good county transportation system
facilitates the movement of goods and services. Investment in innovation and technology will lay
the foundation for new and more efficient governmental services being provided by Weld
County government. Staff development ensures that the county's employees have the skills
required to provide the very best service possible to the citizens of Weld County. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in the county and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. Weld County has to
focus on investing rather than spending in order to ensure long term economic prosperity not
only while the energy boom is happening, but also when it eventually ends.
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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, rights -of -way, and infrastructure
assets (e.g., roads, bridges and similar items,) are reported in the applicable
governmental or business -type finds. 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.
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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.
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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 2475-601 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 Use
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 1.25 percent in 2014.
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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.
The Board of County Commissioners adopted the County Fund Balance Policy on
December 14, 2011, nunc pro tunc January 1, 2011. The policy was created to help reduce the
negative impact on the County in times of economic uncertainty, major fluctuations in oil and
gas assessed valuations, and potential losses of funding from other governmental agencies.
The policy established minimum requirements for reserves and guidelines for the use of certain
funds. The reserves and restrictions are also consistent with the requirements under Colorado
statute or state constitutional requirements. The County Fund Balance Policy requires the
following:
Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for the purpose of future heath programs for the benefit of
the citizens of Weld County.
Any remaining fund balance following all restrictions and commitments in the Social
Services Fund shall be assigned for the purpose of future welfare programs for the
benefit of the citizens of Weld County.
Any remaining fund balance following all restrictions and commitments in the Human
Services Fund shall be assigned for the purpose of future welfare, senior, and
employment programs for the benefit of the citizens of Weld County.
The Contingency Fund shall maintain a minimum fund balance to cover a minimum
ten (10) percent of the annual expenditures and maximum of twenty (20) percent of
the annual total expenditures as determined by the Director of Finance and
Administration to provide: (1) a reasonable level of assurance that Weld County's
operations will continue even if circumstances occur where revenues are insufficient
in an amount that is equal to at least one -percent of annual expenditures to cover
necessary expenses for public safety, public welfare and public works; (2) there is a
major reduction in oil and gas assessed valuations; or (3) there are other unexpected
needs or emergency situations costing an amount that is equal to at least one
percent of annual total expenditures that do not routinely occur. The Contingency
Fund shall be funded by property tax with a half -mill applied to the county's assessed
value annually, unless the Board of Weld County Commissioners adjusts the amount
in the annual budget process.
The three -percent TABOR emergency reserve required by Article X, Section 20(5) of
the Colorado Constitution shall be a restricted fund balance in the General Fund in
an amount equal to six -million dollars or three percent of the TABOR revenue limit,
whichever is greater.
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POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
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
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Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
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. rf3rcSnent 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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2014 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 2013's budget presentation.
Salaries should be budgeted at the 2013 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 2014 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 2014
budget process.
Use the following budget population data for performance measures:
YEAR POPULATION
2012 (Actual) 266,140
2013 (Estimated) 270,600
2014 (Projected) 275,300
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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2014
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2014 budget.
1. All budgets, including IGS Funds, must be submitted by July 5, 2013.
2. All departments are requested to submit, on or before June 14, 2013, the following items
that will be part of your 2014 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over $5,000.
B. Any additional position requests orreclassifications , as outlined in
the Budget Manual, to allow Personnel to assess the need.
C. Phone Service Requests for phone changes in 2014. Unplanned
moves will only be done if absorbed in the 2014 budget.
D. Information Services requests for computer hardware, software,
system upgrades or system study.
E. New or replacement vehicle requests to the Controller for
inclusion in the Motor Pool budget.
F. Applications for eth technology and innovation investment
program projects to Finance.
3. Salary and fringe benefits will be budgeted at the 2013 level. Any anticipated increase
over 2013 level must be absorbed in target amount.
4. For budgetary purposes, please use the 54.50 per mile reimbursement rate in
developing your 2014 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 IGA 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
$3.25/gallon, diesel $3.50/gallon, and E85 $3.25/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 2014.
8. Postage costs are anticipated to be 490 in 2014.
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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 2014. See Director of Budget for exact format.
12. Any 2014 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 2014 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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2014
PROGRAM ISSUES
y Complete road and bridge permanent repairs and mitigation projects resulting from the
September, 2013 flooding
y Continue implementation of the Strategic Investment Plan for the Future of Weld County
"r Fund innovation and technology projects identified
"r Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
y Effective January 1, 2014, perform all county information technology functions with
county staff, instead of by use of ACS contract services
y Implement a countywide training program with a Trainer position in Human Resources
y Add two additional Planning positions to accommodate new development
y Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs
y Begin construction of Phases I and II of three phases of WCR 49 improvements
y Continue to fund a Haul Route Program (HARP) to improve county roads impacted by
the energy industry due to new oil and gas drilling exploration
y Fund current and past administrative costs of the Weld County Retirement Plan
"r Implement a criminal justice planning function in the county
y The Weld County Regional Communications Center (WCRCC) will operate under a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, including City of Greeley Police and Fire.
y Add seven positions in the North Jail to open up 54 additional inmate beds
"r Add a Pre -Trial Specialists to accommodate HB 13-1236 changes to jail bonding criteria
y Implement a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
y Staff the Southwest Weld Health Clinic to operate on a full-time basis
y Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
y Participate in the Title IV -E (Foster Care and Adoption Assistance Entitlement Grant)
waiver project
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REVENUE POLICIES
AND ASSUMPTIONS
The following
budget.
1.
revenue policies and assumptions have been used in the preparation of the 2014
Wherever possible, those receiving the benefits of a government servicshould
pay for what they receive in full through current fees, charges, and other
assumptions.
2. Continual search for new sources of revenue shall be made to diversify the
County's financing plan.
3. 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 date.
9. Assume a recoverig local economy similar to 2013 with some recovery of
residential development. Assume interest rates averaging 1.25 percent
throughout 2014.
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) limitatiu 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 over half percent of the county's assessed valuation. As we plan for 2014
and beyond we are assuming that the price of oil will stay in the $80 $100 per barrel range.
Natural gas prices have been very volatile the last two years as more supply comes onto the
market, exceeding growth in demand. 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 add to the county's assessed valuation in
future years. Oil and gas assessed value for the 2014 budget is up$518.5 million or 15.33
percent. Overall assessed values are up 9.33 percent.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be up in
2014 due to increasing vehicle sales as the economy recovers and the new vehicles figure into
the five year sliding fee schedule.
Building Inspection and Planning Permits: Some recovery of construction is beginning to be
seen. Despite the low activity in residential building in the unincorporated part of the County
some factors pointing towards an uptick in activity as rental vacancy rates are low and housing
listing inventories are low. The investment in the oil and gas infrastructure is anticipated to
continue for the next few years. The combination of all activities point to higher inspection and
permit fee revenues in 2014 and beyond.
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. Some deficit reductions occurred automatically in 2013 with the federal
sequestration to ensure $1.2 trillion in deficit reductions over the next ten years. We can
anticipate moderation in non defense discretionary spending and some spending cuts in
entitlements. Spending and revenue imbalances at the state and federal levels will most likely
result in lower or at best slower growth in intergovernmental revenues for the county in the
future.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
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Drunken Driving Fines: Based on $30 per offender at anticipated level of 1,080 with two
percent waiver rate.
Earning on Investments Interest revenue is calculated on the average earnings rate of 1.25
percent times the estimated average dailycash balances . Based upon Federal Reserve
projections interest rates will not change dramatically through 2014.
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 2012 Indirect Cost Plan approved by
the Department of Health and Human Services that results in federal revenue allowable from
grants. Social Services has been charged the full indirect cost allocation amount since July 1,
2012, which results in approximately an additional $1 million in revenues in this area.
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 to 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: Vehicle sales are projected to continue to increase 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 over $1.5 million 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. The new Child Welfare allocation
formula adopted in 2013 has resulted in the county's allocation going up over $3 million from the
prior formula.
Health Grants: Based upon contracts signed July 1, 2013.
Health Fees: Based upon historical patient/client caseload with 2014 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, 2013.
State Lottery: Funded at the current level, with no anticipated legislative changes.
88
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and inpoh
projected volume from landfill operators.
Paramedic Service Fees: Effective May 7, 2012, Weld County transferred the operational and
financial responsibility to NCMC, Inc. and Banner Health. Therefore, this operation's revenue
will not be in future budgets.
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).
89
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2010
2011
2012
2013
2014
Property Taxes
$ 96 940,646
$ 78.195.961
$ 89,713,452
$ 107,816,616
$ 117,873.505
Other Taxes
8,030.000
7,613,371
9,934,961
8,310,000
9,450.000
Fees
7 412.000
9,445.288
9,389,307
8,777,422
9,975.250
Intergovernmental
47.121030
44.888.187
48.878,851
48.851.520
52.977.866
Licenses/Permits
1,860.400
2.093.316
2.968,095
2,866.875
3.450.225
Charges for Services
5,131355
6.899.382
7,741,896
5,800.931
8.242;560
Internal Services
21,939,772
24,439,880
23.341,642
26,221,780
28.166.292
Paramedic Fees
5.791.647
6.803.592
1.667,980
0
0
Miscellaneous
6.285.729
15,838.807
15.369,437
11.518.124
13.450.439
TOTAL REVENUES
$ 200,512,579
$ 196,217,7$.4
$ 209,005,6_21
$224.16.3,268
$ 243,586.137
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
C
O
140
120
100
80
60
40 areael
20
0
2010 2011 2012 2013 2014
-----Property Taxes
Intergovernmental
Internal Service
—4€-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 slow recovery in construction activity, the
assessed value is anticipated to grow significantly due to increased energy prices and new
exploration in Weld County. Oil and gas values accounts for over half 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 add to the county's assessed valuation in future
years.
90
Intergovernmental: State and federal revenues have grown little the last five years with state
funded programs impacted by the state budget reductions due to the recovering economy and
the federal budget cuts due to sequestration and deficit reduction measures. 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. The
2013 revenue was stable due the increased Child Welfare allocation and the return of State of
Colorado Energy Impact Assistance grants. At the federal level the focus is on deficit reduction
through spending cuts. Some deficit reductions occurred automatically in 2013 with the federal
sequestration to ensure $1.2 trillion in deficit reductions over the next ten years. We can
anticipate moderation in non -defense discretionary spending and some spending cuts in
entitlements as we look forward.
Internal Services: Predictable revenue based on stable usage. Health insurance costs in the
self -insured fund will drive increases in this area over the next five years.
OTHER REVENUE TRENDS
20
I
c
O
15
10
5
0
2010 2011 2012 2013 2014
—+—Other Taxes
EN —Fees
—Sr— Licenses Permits
)E —Charge For Srvs
)*-Paramedic Fees
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 few years. Fees from vehicle registration should
increase as vehicle sales are projected to continue to increase as the economy improves.
Planning fees are starting to improve as the economy recovers and some construction activity
returns.
Licenses/Permits: As cited in the Revenue Assumption section earlier, some recovery of
construction is beginning to be seen. Despite the low activity in residential building in the
unincorporated part of the County some factors pointing towards an uptick in activity as rental
vacancy rates are low and housing listing inventories are low. The investment in the oil and gas
infrastructure is anticipated to continue for the next few years. The combination of all activities
point to higher inspection and permit fee revenues in the near future. The trend for the next five
years should be a gradual increase only.
Charges for Services: Revenue is predictable based on contracts for service and
reimbursable projects.
91
Paramedic Fees: Effective May 7, 2012, Weld County transferred the operational and financial
responsibility to NCMC, Inc. and Banner Health. Therefore, this operation's revenue will not be
in future budgets.
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category. Public Works contracts are up due to reimbursable road
projects in 2014. Fines from traffic violations remain down, which follows a national trend. Oil
and gas royalty payments were up substantially the last three years, but should moderate in the
coming five years as bonus amounts drop. The policy decision to charge Social Services the full
amount of indirect costs raised this category over $1 million in 2013, and will continue in future
years.
92
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2015-2019 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
Property tax levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The projections are set at 5% annually.
Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $80-$100.
New production in the Niobrara formation will offset the drop in natural gas prices, and
ultimately lead to higher assessed values long term.
Intergovernmental revenues will show only moderate annual changes of 2% as -non
defense discretionary spending slows and some cuts in entitlements occur due to
planned federal deficit reductions.
Fees, licenses, charges for service, and miscellaneous revenues will grow at the rate of
inflation and population growth.
Internal Services will be driven primarily by inflation, especially the inflation of health
insurance costs.
Internal Services revenues are offset by the same expenditure amount.
DESCRIPTION
2015
2016
2017
2018
2019
Property Taxes
$123,667,180
$129,750,539
$136,138,066
$142,844,969
$149,887,218
Other Taxes
9,569,000
10,194,570
10,495,907
10,806,284
11,125,973
Fees
10,271,508
10,576,653
10,915,952
11,239,681
11,573,121
Intergovernmental
51,304,634
52,146,445
53,005,425
53,881,944
54,776,380
Licenses/Permits
3,038,552
3,129,528
3,223,234
3,319,751
3,419,164
Charges for Services
8,704,302
8,717,741
9,188,074
9,215,502
9,400,233
Internal Services
30,086,123
32,160,286
34,402,115
36,826,131
39,448,143
Miscellaneous
16,915,293
17,233,880
17,054,494
16,927,194
17,002,042
TOTAL REVENUES
$253 556.592
$ 263 909.642
$ 274 423.267
$ 285 061.456
$ 296 632.274
93
Major Revenue Projections
160
140
120
100
80
60
40
20
0
2015 2016 2017 2018 2019
-4—Property Taxes
-f-Intergovernmental
Internal Service
—--Other Revenue
2015-2019 EXPENDITURE PROJECTIONS
DESCRIPTION
2015
2016
2017
2018
2019
General Government
$34.346.453
$35.629.414
$36,371.655
$37,716.979
38.523.510
Public Safety
54.430.071
56.046.473
57,711.368
60.026.209
61.810.495
Public Works
57 248.866
58.966.332
60.735,322
62,557.381
64.434.103
Public Health and
Welfare
40,314 747
41.116,978
41,935,253
42.769.894
43,621.227
Human Services
8.420.006
8.582.963
8,749,179
8..918.719
9.091.650
Culture and Recreation
730,188
739,024
748,125
757.500
767.155
Internal Services
32.403.623
34,547,311
36,860,750
39,358.525
42.056.509
Capital
8 900 000
9.150.000
8.925,000
8.725.000
8.725.000
Miscellaneous
14.841 ,205
14,981,063
15,125,067
15,273,341
15,426,010
TOTAL EXPENSES
$251.63.&.159
$ 259,759.58
$_2.614161,719
$27f1 -03.54E
$_284t455„659
94
Assumptions used for the expenditure projections are as follows:
• Inflation is projected at an average 3 percent over the five-year period for all categories.
except federal and state funded programs.
• Population growth follows the State Demographer's estimate of an average 2 percent
growth for Weld County
• Public Health and Welfare, and Human Services program costs will follow the trend of
the state and federal revenues supporting them. Therefore, the program expenditures
will grow only moderately at 2% annually as non -defense discretionary spending slows
and some cuts in entitlements occur due to planned federal deficit reductions.
• In election years. General Government will increase by approximately $400,000, and
drop by the corresponding amount in off -election years.
• Public safety will experience infusion of funds beyond inflation to fund the additional
costs of opening additional jail beds as the inmate population grows.
• Internal Services will be driven primarily by inflation, especially the inflation of health
insurance costs.
• Internal Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
Major Expenditure Projections
70
60
50
c 40
O
30
20
10
0
2015 2016 2017 2018 2019
-„ -General Govt
Public Safety
Public Works
—14 Public Hlth and Welfare
-Human Services
me —Internal Services
Capital
Miscellaneous
95
2015-2019 FUND BALANCE PROJECTIONS
2015
2016
2017
2018
2019
Begin Fund Balance
$89.355.271
$91.276.704
$95.426.788
$102.688,336
$111,646.244
Total Revenues
253.556.592
263.909,642
274,423.267
285.061 456
296.632.274
Total Expenses
251,635,159
259,759.558
267.161,719
276,103,548
284,455,659
Ending Fund Balance
$91,276.704
$95.426.788
$102,688,336
$111,646.244
$123.822,859
Fund Balance Projections
350
300
250
c 200
O
150
100
50
0
2015 2016 2017 2018 2019
Beg Fund Bal
Revenue
Expense
---- ---=End Fund Bal
96
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
Director, Finance and Administration
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, Buildings and Grounds
County Council
Chairman, County Council
District Attorney
District Attorney
Juvenile Diversion
District Attorney
Victim Witness
District Attorney
Adult Diversion
District Attorney
Finance and Administration
Director, Finance and Administration
Accounting
Controller
Purchasing
Director, General Services
Printing and Supply
Director, Finance and Administration
Human Resources
Director, Human Resources
Information Services
Chief Information Officer
Geographical Information System
Chief Information Officer
Capital Outlay
Director, Budget
Innovation and Technology Projects
Chief Information Officer
97
BUDGET UNIT
RESPONSIBLE OFFICIAL
Sheriff
Sheriff
Crime Control and Investigation
Sheriff
Regional Forensic Lab
Sheriff
Victim Advocates
Sheriff
Drug Task Force
Sheriff
Traffic Enforcement
Sheriff
Municipal Contracts
Sheriff
Communications - County -wide
Director, Public Safety Communications
E-911 Administration
Director, Public Safety Communications
Criminal Justice Information System
Director, Public Safety Communications
Communications System Development
Director, Public Safety Communications
Coroner
Coroner
Centennial Jail
Sheriff
North Jail
Sheriff
Community Corrections
Director, Justice Services
Building Inspection
Director, Planning Services
Office of Emergency Management
Director, Office of Emergency Management
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, Buildings and Grounds
Airport
Director, Budget
Mental Health
Director, Budget
Child Advocacy Center
Director, Budget
Developmentally Disabled
Director, Budget
Seniors Program
Director, Budget
98
BUDGET UNIT
RESPONSIBLE OFFICIAL
Missile Site
Director, Buildings and Grounds
Parks and Trails
Director, Budget
Building Rents
Director, Budget
Non -Departmental
Director, Budget
Community Agency Grants
Director, Budget
Island Grove Building
Director, Budget
Asset and Resource Management
Director, Budget
County Fair
Extension Agent
Special Revenue Funds:
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 Fund:
Capital Expenditure Fund
Director, Budget
Proprietary Funds:
Motor Pool Fund
Controller
Insurance Fund
Director, Budget
Phone Services Fund
Chief Information Officer
Health Insurance Fund
Director, Budget
99
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
County Attorney:
Upgrade County Attorney IV to V
Assessor:
One Assistant Analyst
District Attorney:
Upgrade of Deputy DA Ito II
Upgrade of Deputy DA III to III
Reclassification Deputy DA II to Paralegal
Reclassification of Investigator Ito II
Part time Investigator Eliminated
Restorative Justice Program
Planning:
Planner I
Office Technician IV
Information Services:
7.5 Positions
INCLUDED EXCLUDED
$ 10,023
62,567
9,820
18,252
- 22,068
12,053
- 12,053
0
72,092
56,741
892,432
Innovation and Technology Projects:
Inspection Mobile Application Development 27,807
Interactive Voice Response - Accela 66,900
Pictometry - SW Weld 379,748
Mobile Technology for Field Staff 54,700
Biometric Intelligence and Identification Technology (IRIS) 27,910
Thin Client and Docking Station (Training Station) 79,000
CyberTech Interface 66,969
Ipads for Field Officers 7,570
Sani DefenX Cabinet & Sani DefenX VE 34,000
Remote Computing Environment 138,000
MS SQL Always on Cluster Running HA and DR 235,508
Oil and Gas Data Management System 25,000
Meeting Management System 25,000
Sheriff:
Two Office Technicians — Concealed Weapons Permits 88,044
Polygraph Examiner/Applicant Coordinator 74,381
North Jail Complex: Six Correctional Officers 396,346
North Jail Complex: One Commander 94,278
North Jail Complex: Upgrade Booking Manager 6,069
Centennial Jail: One Commander for Court Services
Centennial Jail: One Office Tech Transport Support 44,564
$ 94,397
100
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
Communications:
One Senior Systems Analyst -ACS Contract
Justice Services:
Pretrial Services Specialist (HB 13-1236)
Coroner:
0.5 FTE Autopsy Technician
Contract Investigator
Engineering:
0.75 FTE Inspector
One Appraiser
One Engineer II Development Review
Two Interns (Three months)
Promote Three Engineering Technicians
Developmentally Disabled:
Envision
A Kid's Place:
Contract
Economic Development:
SBDC
Upstate Colorado Economic Development
Health:
Southwest Weld Clinic — Public Health Nurse II
Fair:
Fair Coordinator 0.75 FTE to 1.0 FTE
Community Agencies:
Convention and Visitor Bureau
211 Information and Referral
Youth and Family Connection
Catholic Charities
A Woman's Place
Greeley Transition House
Jobs of Hope
Greeley Center for Independence
Aims Community College
TOTAL GENERAL FUND
INCLUDED EXCLUDED
138,468
65,595
36,858
76,944
76,944
28,000
7,500
38,225
6,780
65,000
79,700
68,745
10,200
21,684
7,500
61,775
1,162
20,300
4,144 5,856
25,000 25,000
27,594 3,729
0 35,000
0 20,000
0 25,000
0 20,000
0 50,000
0 590,000
$ 3,727,350 $ 981,403
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.
101
102
2014 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 2014 budget, a salary increase of 2.5 percent to Weld County employees is
included. Employees will get step increases for longevity and performance.
Health insurance rates are anticipated to go up 8 percent for 2014. Health coverage will
be provided bsCIGNA 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 remain the same 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.
All other benefits are recommended to remain the same for 2014.
103
OTHER BENEFITS
VISION PROGRAM:
y Coverage follows health insurance program coverage for both single and family plans
y Maximum amount paid for single $300/year or family $600/year
➢ No deductible
➢ 50% of covered expenses incurred
y 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 $0.1601$1,000/per month
LONG TERM DISABILITY (LTD): $.32/$100 compensation
SHORT TERM DISABILITY: $.21/$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leaveumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Live Well Solutions.
WELLNESS: Wellness program will be enhanced for all County employees with the addition of
a full-time 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- ( 10.75 percent of gross salary for County and0.75 percent
employee contribution.)
PERA - (13.7 percent of gross salary for County contribution and 8.5 percent of gross
salary for employee contribution.)
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, and accident insurance. These plans are 100% employee
paid.
104
POSITION AUTHORIZATION CHANGES
DUE TO 2014 BUDGET
FUND AND DEPARTMENT
DEPARTMENT NAME
1000-22100 Commissioners
1000-13100 Assessor
1000-15100 District Attorney
1000-15100 District Attorney
1000-15100 District Attorney
1000-15100 District Attorney
1000-16400 Human Resources
1000-17300 Information Services
1000-17100 Planning
1000-17100 Planning
1000-22100 Communications
1000-22100 Communications
1000-22100 Communications
1000-22100 Communications
1000-22100 Communications
1000-22400 CJIS
1000-21100 Sheriff Administration
1000-21200 Sheriff Operations
1000-24410 North Jail
1000-24410 North Jail
1000-24410 North Jail
1000-24420 Centennial Jail
1000-24420 Centennial Jail
1000-26200 OEM
1000-31100 Engineering
1000-31100 Engineering
1000-31100 Engineering
1000-96200 Fair
2000-30100 Public Works Admin.
2100-42100 Social Services
2520-41210 PH Communication
2530-41300 PH Services
2580-41500 PH Preparedness
OLD
POSITION
None
0.5 Assistant Analyst
DA Special Investigator
Deputy DA I
Deputy DA II
Deputy DA II
None
None
None
None
None
None
None
None
None
None
None
None
None
None
Booking Manager (Grade 40)
1.0 SO Deputy II
None
0.5 Office Technician III
None
None
3.0 Engineer Tech I
0.75 Fair Coordinator
Office Admin. (Grade 36)
301.5 FTE
11.25 FTE
42.6 FTE
2.6 FTE
NEW
POSITION
0.7 Office Technician III (PIO)
1.0 Assistant Analyst
DA Investigator II
Deputy DA II
Deputy DA III
Paralegal
1.0 Trainer
35.0 FTE
1.0 Office Tech IV
1.0 Planner I
9.0 Call Takers(Dispatch I)
40.0 Dispatcher I/II
8.0 Dispatch Supervisors
1.0 MSAG
1.0 Office Technician III
7.0 FTE
1.0 Office Technician III
1.0 SO Deputy II
6.0 Correction Officers I/I I
1.0 Commander
Booking Manager (Grade 43)
None
1.0 Office Technician III
1.0 Office Technician III
1.0 ROW Appraiser
2.0 Interns (Three Months)
3.0 Engineer Tech II
1.0 Fair Coordinator
Office Admin. (Grade 40)
306.5 FTE
11.65 FTE
44.125 FTE
2.7 FTE
6400-17400 Phone Services None Phone Services Technician
105
106
ALL FUNDS REVENUE
$140,000,000
$120, 000,000
$100, 000,000
$80, 000,000
$60,000,000
$40,000,000
$20,000,000
$0
x
co
4
L
a
^^O
Intergovernmental
U)
0_
'Cha)
^C
W
U_
J
Chg for Service
a)
O
a)
U)
0 201
0 201
In
cu
U)
o a)
C _U
(' 5
W ( n
C
C C
LL nL)
W
C
2014 Revenue
Total $345,188,137 (2013 $305,487,891)
Internal Services
$28,166,292
-30/0
Fund Balance
$101.602,000
30% '\
Miscellaneous
$13,450,439
4%
Chg for
Service Licenses/Permits
$8,242,560 $3.450,225
2% 1%
Property Tax
$117,873.505
34%
Fees
$9,975,250
3%
Intergovernmental
$52,977,866
15%
107
Other Taxes
$9.450,000
3%
ALL FUNDS EXPENDITURES
$60,000,000
$50,000,000 •
$40,000,000
$30,000,000 •
$20,000,000
$10,000,000 •
$0
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02014 ■2013
4
2014 EXPENDITURES
Total $255,832,866 (2013 $226,820,758)
Public Works
$2,513,099
1%
Social Services
$30,399,000
12%
Internal Services
$30,416,292
12%
Miscellaneous
$14,287,143
6%
ices
Auxiliary Ca ital
$418,227 P
0% $8,650,000
1 3%
Contingency
$10,000,000
4%
Human Serv
$8,260,245
3%
Health
$9,129,247
4%
Road & Bridge
$55,581,423
22%
108
Public Safety
$51,778,225
20%
Culture/Recreation
$735,258
0%
General Government
$33,664,707
13%
MILL LEVY
2013 TOTAL 16.804
Social Services Capital
1.013 1.122
6% 7%
Insurance
0.312 -*-immilmmimosit___
2%
Public Works
1.403
8%
Contingency
1.87
11%
2014 TOTAL 16.804
Social Services
1.203
Insurance
0.285
2%
Public Works_
1.639
10%
Contingency
0.713
4%
Capital
1.176
\7%
General
11.084
66%
General
11.788
70%
2014 BUDGET
SUMMARY OF FUND BALANCES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2013
BEGINNING
BALANCE
$ 15,529,074
27,078,587
5,006,019
324,200
28,018,636
1,387,578
938,428
1,012,000
2013
MILL
LEVY
2014
BEGINNING
BALANCE
11.084 $ 10,000,000
1.403
1.013
1.870
28,000,000
4,000,000
300,000
35,000,000
1,400, 000
900,000
1,000,000
2014
MILL
LEVY
2014
PROPERTY
TAXES
11.788 $ 82,684,668
1.639 11,500,000
1.203
0.713
8,438,837
5,000,000
8,702,602 1.122 12,552,000 1.176 8,250,000
GROSS TOTALS $ 87,997,124
LESS INTERFUND TRANSFERS
NET TOTAL $ 87,997,124
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health Insurance
6300 Insurance
6400 Phone Service
6500 Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL - ALL FUNDS
3,025,091
2,753,433
2,024,596
947,992
$ 8,751,112
$ 96,748,236
16.492 $ 93,152,000 16.519 $ 115,873,505
16.492 $ 93,152,000 16.519 $ 115,873,505
0.312
3,000,000
2,750,000
2,000,000
700,000
0.312 $ 8,450,000
16.804 $ 101,602,000
0.285
2,000,000
0.285 $ 2,000,000
16.804 $ 117,873,505
110
Assessed Value $7,014,609,937
2014 2014 2014 2014
INTERGOV'T OTHER INTERFUND AVAILABLE
REVENUE REVENUE TRANSFER FINANCING
$ 4,164,765 $ 22,673,014 $
16,578,235
21,205,333
412,000
3,164,816
7,452,717
18,750,000
3,000
1,319,460
523,000
900,000
400,000
4,441, 746
12,351
2014
APPRO-
PRIATIONS
2014
ENDING
BALANCE
$ 119,522,447 $ 107,005,862 $ 12,516,585
74,828,235
33, 644,170
715,000
40,000,000
10,326,022
8,888,068
1,900,000
21,202,000
$ 52,977,866 $ 44,568,474 $ 4,454,097 $ 311,025,942 $
(4,454,097) (4,454,097)
$ 52,977,866 $ 44,568,474 $ - $ 306,571,845 $
$
8,820,000
17,914,044
140,000
1,292,248
$ 28,166,292 $
11, 820, 000
20,664,044
4,140, 000
1,992,248
55, 581,423 19, 246, 812
30,399,000 3,245,170
420,296 294,704
10,000,000 30,000,000
8,926,022 1,400,000
7,988,068 900,000
900,000 1,000,000
8,650,000 12,552,000
229,870,671 $ 81,155,271
(4,454,097)
225,416,574 81,155,271
8,820,000
17, 914, 044
2,140, 000
1,542,248
$ 38,616,292 $ 30,416,292
$ 52,977,866 $ 72,734,766 $ - $ 345,188,137 $ 255,832,866
3,000,000
2,750,000
2,000,000
450,000
8,200,000
89,355,271
111
2014 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2014
BEGINNING
BALANCE
2014
PROPERTY
TAXES
$ 10,000,000 $ 82,684,668
28,000,000
4,000,000
300,000
35,000,000
1,400,000
900,000
1,000,000
12,552,000
2014
INTERGOV'T
REVENUE
2014
OTHER
REVENUE
2014
INTERFUND
TRANSFER
$ 4,164,765 $ 22,673,014 $
11,500,000 16,578,235
8,438,837 21,205,333
412,000
5,000,000 -
3,164, 816
7,452,717
8,250,000
18,750,000
3,000
1,319,460
523,000
900,000
400,000
4,441,746
12,351
GROSS TOTALS $ 93,152,000 $ 115,873,505 $ 52,977,866 $ 44,568,474 $ 4,454,097
LESS INTERFUND TRANSFER: - - - NET TOTAL $ 93,152,000 $ 115,873,505 $ 52,977,866 $ 44,568,474 $
INTERNAL SERVICE FUNDS:
6000
6200
6300
6400
6500
Motor Pool Operating
Health insurance
Insurance
Phone Service
Weld Finance Corp
3,000,000
2,750,000
2,000,000
700,000
2,000,000
8,820,000
17,914,044
140,000
1,292,248
NET TOTAL - IS FUNDS $ 8,450,000 $ 2,000,000 $ - $ 28,166,292 $
GROSS TOTAL - ALL FUNDS $101,602,000 $ 117,873,505 $ 52,977,866 $ 72,734,766 $
(4,454,097)
112
Assessed Value $7,014,609,937
2014
AVAILABLE
FINANCING
2014
PERSONNEL
2014
SERVICE/
SUPPLIES
$ 119,522,447 $ 64,405,367 $ 41,682,695 $
74,828,235
33,644,170
715,000
40,000,000
10,326,022
8,888,068
1,900,000
21,202,000
11,581,959
21,129,000
6,919,443
5,146,084
43,999,464
9,270,000
420,296
10,000,000
1,993,081
2,841,984
900,000
$ 311,025,942 $ 109,181,853 $ 111,107,520 $
(4,454,097) (4,454,097)
$ 306,571,845 $ 109,181,853 $ 106,653,423 $
11,820,000
20,664,044
4,140,000
1,992,248
8,820,000
17,914,044
2,140,000
249,429 1,042,819
2014
CAPITAL
2014
APPRO-
PRIATIONS
2014
ENDING
BALANCE
917,800 $ 107,005,862 $ 12,516,585
55,581,423
30,399,000
420,296
10,000,000
13,498 8,926,022
7,988,068
900,000
8,650,000
19, 246, 812
3,245,170
294,704
30,000,000
1,400, 000
900,000
1,000,000
8,650,000 12,552,000
9,581,298 $ 229,870,671 $
(4,454,097)
9,581,298 $ 225,416,574 $
250,000
8,820,000
17, 914, 044
2,140, 000
1,542,248
$ 38,616,292 $ 249,429 $ 29,916,863 $ 250,000 $ 30,416,292 $
$ 345,188,137 $ 109,431,282 $ 136,570,286 $ 9,831,298 $ 255,832,866 $
81,155, 271
81,155, 271
3,000,000
2,750,000
2,000,000
450,000
8,200,000
89,355,271
113
2013 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
2013
BEGINNING
BALANCE
$ 15,529,074
27,078,587
5,006,019
324,200
28,018,636
1,387,578
938,428
1,012,000
2013
PROPERTY
TAXES
$ 71,116,616
2013
INTERGOV'T
REVENUE
2013
OTHER
REVENUE
$ 4,016,242 $ 18,910,725
9,000,000 13,486,672 20,373,000
6,500,000 21,466,602 -
378,947 3,500
12,000,000 - -
3,251,361 1,289,127
7,341,696 579,000
718,000
2013
INTERFUND
TRANSFER
$
5,000,000
4,169,382
12,351
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 8,702,602 7,200,000 - 2,600,000 -
ENTERPRISE FUNDS:
5000 Paramedic Services - - - - -
GROSS TOTALS $ 87,997,124 $ 105,816,616 $ 49,941,520 $ 44,473,352 $ 9,181,733
LESS INTERFUND TRANSFER: - - - NET TOTAL $ 87,997,124 $ 105,816,616 $ 49,941,520 $ 44,473,352 $
INTERNAL SERVICE FUNDS:
6000
6200
6300
6400
6500
Motor Pool Operating
Health insurance
Insurance
Phone Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOATL - ALL FUNDS
3,025,091
2,753,433
2,024,596
947,992
$ 8,751,112
$ 96,748,236
2,000,000
$ 2,000,000
$ 107,816,616
510,000
$ 510,000 $ 26,221,780
$ 50,451,520 $ 70,695,132
7,850,000
16,800,000
215,000
1,356,780
$
$
(9,181,733)
114
Assessed Value $6,416,128,090
2013 2013 2013 2013 2013 2013
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 109,572,657 $ 50,956,887 $ 46,603,270 $ 2,012,500 $ 99,572,657 $ 10,000,000
74,938,259
32,972,621
706,647
40,018,636
10,097,448
8,871,475
1,730,000
11,023,839
20,888,182
6,555,289
4,835,655
35,914,420
8,084,439
406,647
5,018,636
2,142,159
3,135,820
730,000
18,502,602 - - 5,950,602
46,938,259
28,972,621
406,647
5,018,636
8,697,448
7,971,475
730,000
28,000,000
4,000,000
300,000
35,000,000
1,400, 000
900,000
1,000,000
5,950,602 12,552,000
$ 297,410,345 $ 94,259,852 $ 102,035,391 $ 7,963,102 $ 204,258,345 $ 93,152,000
(9,181,733) (9,181,733) (9,181,733)
$ 288,228,612 $ 94,259,852 $ 92,853,658 $ 7,963,102 $ 195,076,612 $ 93,152,000
11,385,091
19,553,433
4,239,596
2,304,772
8,385,091
16,803,433
2,239,596
182,778 1,171,994
250,000
8,385,091
16,803,433
2,239,596
1,604,772
3,000,000
2,750,000
2,000,000
700,000
$ 37,482,892 $ 182,778 $ 28,600,114 $ 250,000 $ 29,032,892 $ 8,450,000
$ 325,711,504 $ 94,442,630 $ 121,453,772 $ 8,213,102 $ 224,109,504 $ 101,602,000
115
2012 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
2012
BEGINNING
BALANCE
$ 14,974,207
23,566,391
3,807,171
289,369
20,041,118
1,816,986
1,337,122
685,217
11,568,938
1,571,602
2012
PROPERTY
TAXES
$ 55,929,430
6,956,476
9,951,551
7,965,511
7,170,029
GROSS TOTALS $ 79,658,121 $ 87,972,997
LESS INTERFUND TRANSFERS
NET TOTAL $ 79,658,121 $ 87,972,997
INTERNAL SERVICE FUNDS:
6000
6200
6300
6400
6500
Motor Pool Operating
Health insurance
Insurance
Phone Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOATL - ALL FUNDS
3,247,165
1,958,355
1,601,159
1,339,548
$ 8,146,227
$ 87,804,348
1,740,454
$ 1,740,454
$ 89,713,451
2012
INTERGOV'T
REVENUE
$ 4,968,002 $
10,485,934
20,364,388
411,891
2,704,108
6,656,527
2012
OTHER
REVENUE
20,306,666
24,082,889
21,082
2,424
12,007
1,835,684
381,199
999,619
258,113
1,667,980
2012
INTERFUND
TRANSFER
$
3,007,909
12,351
4,550,000
$ 45,590,850 $ 49,567,663 $ 7,570,260
(7,570,260)
$ 45,590,850 $ 49,567,663 $
788,001 8,816,797
13,114,868
203,289
1,210,702
$ 788,001
$ 46,378,851
$ 49,567,663
$
$
116
Assessed Value $5,362,863,410
2012 2012
AVAILABLE PERSONNEL
FINANCING
2012
SERVICE/
SUPPLIES
2012
CAPITAL
$ 96,178,305 $ 48,368,700 $ 30,823,331 $ 1,457,200
65,091,690
34,144,192
703,684
28,018,636
9,364,687
8,387,199
1,684,836
23,547,080
10,273,206
18,900,000
6,014,699
4,394,776
3,239,582 1,781,740
27,739,897
10,238,173
379,484
1,798,345
3,003,815
672,836
1,457,842
164,065
50,180
14,844,478
$ 270,359,891 $ 89,733,121 $ 76,113,723 $ 16,515,923
(7,570,260) (7,570,260)
$ 262,789,631 $ 89,733,121 $ 68,543,463 $ 16,515,923
12,851,963
15,073,223
3,544,902
2,550,250
9,340,161
12,319,790
1,520,306
174,030 1,174,145
486,711
254,083
2012 TOTAL
APPRO-
PRIATIONS
2012
ENDING
BALANCE
$ 80,649,231 $ 15,529,074
38,013,103 27,078,587
29,138,173 5,006,019
379,484 324,200
28,018,636
7,977,109 1,387,578
7,448,771 938,428
672,836 1,012,000
14,844,478 8,702,602
3,239,582
$ 182,362,767 $
(7,570,260)
$ 174,792,507 $
87,997,124
87,997,124
9,826,872 3,025,091
12,319,790 2,753,433
1,520,306 2,024,596
1,602,258 947,992
$ 10,674,682 $ 174,030 $ 24,354,402 $ 740,794 $ 25,269,226 $
$ 273,464,313 $ 89,907,151 $ 92,897,865 $ 17,256,717 $ 200,061,733 $ 96,748,236
8,751,112
117
GOVERNMENT FUNDS
2012-2014
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 governemt
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 the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves $ 87,997,124 $ 93,152,000 $ 91,155,271
ACTUAL
2012
97,903,945
2,968,095
48,090,850
15,369,437
9,389,307
7,741,896
PROJECTED BUDGET
2013 2014
114,126,616 125,323,505
2,866,875 3,450,225
49,941,520 52,977,866
18,718,124 13,450,439
8,777,422 9,975,250
5,800,931 8,242,560
$ 181,463,530 $ 200,231,488 $ 213,419,845
30,961,985
43,130,188
37,740,370
36,852,403
7,400,591
557,935
64,975
14,844,478
$
$
33,749,495 33,664,707
47,569,221 51,778,225
49,369,180 58,094,522
37,897,718 39,528,247
8,145,633 8,260,245
935,807 735,258
9,446,456 14,705,370
7,963,102 8,650,000
- $ 10,000,000
$ 171,552,925 $ 195,076,612
9,910,605
5,154,876
$ 78,086,519 $ 87,997,124
$ 225,416,574
(11,996,729)
$ 93,152,000
$ 87,997,124 $ 93,152,000 $ 81,155,271
10,000,000
118
PROPRIETARY FUNDS
2012-2014
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
ACTUAL
2012
$ 1,744,468 $
788,001
1,667,980
23,341,642
PROJECTED
2013
2,000,000 $
510,000
26,221,780
BUDGET
2014
2,000,000
28,166,292
Total Estimated Financial Sources $ 27,542,091 $ 28,731,780 $ 30,166,292
EXPENDITURES
Paramedic Service
Motor Pool
Health Insurance
Insurance
Phone Service
Weld Finance Corp
$ 3,239,582 $ - $
9,826,872 8,385,091
12,319, 790 16,803,433
1,520,306 2,239,596
1,602,258 1,604,772
8,820,000
17,914,044
2,140,000
1,542,248
Total Use of Resources $ 28,508,808 $ 29,032,892 $ 30,416,292
Net Increase (Decrease) in Fund Balance (966,717) (301,112) (250,000)
Fund balance at Beginning of the Year 9,717,829 8,751,112 8,450,000
Fund Balance at End of Year - without
Unspent Contingencies/Reserves 8,751,112 8,450,000 8,200,000
Contingencies/Reserves Appropriated
but Unspent - - -
Fund Balance at End of Year - with
Contingencies/Reserves $ 8,751,112 $ 8,450,000 $ 8,200,000
119
Weld County, Colorado
Weld Final Taxable Assessed Value 2013
Class
Vacant
Residential
Commercial
Industrial
Agricultural
Natural Rsc
Oil & Gas
State Assd
2012 Assd Value
$ 76,770,990
$ 1,126,143,600
$ 741,004,020
$ 405,141,700
$ 120,086,240
$ 12,176,900
$ 3, 382, 053, 530
$ 650,106,300
Total Value: $
Less TIF Value $
Net Total: $
6,513,483,280
(97,355,190)
6,416,128,090
Value Changes 2012-2013
N
t
s
3
4500 _
4000
3500 _
3000
2500
2000
1500
1000
500
0
ww.
Sa c` (O# `�\\� FeJ4`c� o��J� c�e'� t �e
q.er cote ‘,06s�ja`o p`� r
$
2013 Final Assd Value
67,644,470
1,125,171,520
717,135,660
444,712,190
141, 969,440
14,519,910
3,900,510,227
707,171,100
Change $
$ (9,126, 520)
$ (972,080)
$ (23,868,360)
$ 39,570,490
$ 21,883,200
$ 2,343,010
$ 518,456,697
$ 57, 064, 800
$ 7,118,834,517 $ 605,351,237
$ (104,224,580)
$ 7,014,609,937 $ 598,481,847
Change
-11.89%
- 0.09%
- 3.22%
9.77%
18.22%
19.24%
15.33%
8.78%
Weld Assd Value By Type
2013
State Assd
109'0 Vacant
\ 1%
Oil & Gas
55%
Residential
16% Commercial
10%
Industrial
6%
Agricultural
2%
Natural Rsc
0%
120
9%
9%
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
$ 941,170
0
(2,785,589)
1,457,771
(2,610,241)
2,648,067
47,736
4,948,968
1,591,806
842,861
308,275
$ 7,390,824
477,020
21,232
790,904
126,427
467,266
10,757
579,144
1,969,531
260,895
78,914
4,782,089 $ 12,172,913
$ 1,418,190
21,232
(1,994, 685)
1,584,198
(2,610,241)
3,115, 333
58,493
5,528,112
3,561, 337
1,103, 756
387,189
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL
CENTENNIAL JAIL
CONTRACT JAIL SPACE
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
$ 19,417,478
2,886,906
0
0
8,438,837
12,351
3,874,463
$ 34,630,035
2,945,318 $ 22,362,796
130,082 3,016,988
0
283,527 283,527
1,370,066 9,808,903
549,804 562,155
890,123 4,764,586
6,168,921 $ 40,798,956
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
$ 1,179,638 $
202,048 $
7,524,523 $
(42,396) $
4,696,115 $
50,000 $
216,866 $
112,144 $
789,874 $
$ 14,728,812 $ 338,950 $ 15,067,762
4,397
123,115
112,178
76,462
2,355
20,443
$ 1,184,035
325,163
7,636,701
(42,396)
4,696,115
50,000
293,328
114,499
810,317
121
NET PROGRAM COST
NET COST
ALLOCATED
SUPPORT TOTAL
LOCAL DISCRETION
TRANSPORTATION
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
ANIMAL CONTROUCODE 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
ADULT DIVERSION
RETIRMENT TRANSFER
ASSET & RESOURCE MANAGEMENT
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
$0
2,000,000
451,384
216,081
805,935
335,432
80,395
0
203,225
84,292
106,680
38,225
14,250
370,947
27,472
99,347
10,000
144,700
7,942
217,099
67,060
29,000
92,990
597,120
50,953
10, 000, 000
3,243,891
15,436
615,264
6,693
25,737
185,589
8,303
8,612
3,163
5,186
$ 15,436
$ 2,000,000
1,066, 648
222,774
831,672
521,021
88,698
8,612
203,225
87,455
111,866
38,225
14,250
29,009 399,956
15,210 42,682
99,347
27,952 37,952
144,700
7,942
24,425 241,524
67,060
29,000
92,990
30,277 627,397
50,953
10,000,000
3,243,891
$19,294,420
1,000,857 $ 20,295,277
$
$
$
11,500,000
2,513,099
14,013,099
$ 1,590,353 $ 13,090,353
$ 46,127 2,559,226
$ 1,636,480 $ 15,649,579
- $
8,250,000 $
$
8,250,000
8,250,000
$ 8,250,000 $
$ 789,195
6,099,343
560,369
717,985
255,923
835,036
0
2,000,000
700,535
0
4,360,942
87,766
$ 16,407,094 $ (16,407,094)
$ (789,195)
(6,099,343)
(560,369)
(717,985)
(255,923)
(835,036)
0
(2,000,000)
(700,535)
0
(4,360,942)
(87,766)
$
$
0
0
0
0
0
0
0
0
0
0
0
122
SEVEN YEAR TREND
Beginning Fund Balance
120.000.000
100.00O000
80,000,000
60,000,000
40.000,000
20.000, 000
0
O
O
O
N
O
(D
r
O
r
v
O
O
M
M
U)
O
O
O
O
O
O
LID
r
O
M
O-)
M
N
O
(n
O
N
/ I
V
2008
2009 2010
2011 2012
123
2013 2014
SEVEN YEAR TREND
County Expenditures
$60
$50
$40
V/
$30
$20
(f)
N
S10
SO
00
(n
O)
N
co
O
T
ti
(V
N
O)
N
❑ Gen Gov
❑ Public Safety
❑ Roads & Bridges
o Health/Human Srv/Soc Sry
77Z
LU
co
C
CO
M
N
O)
C
N
CO
O)
N
U)
N
N
CO
CO
M
O
/V
CO
U)
2008 2009 2010 2011 2012 2013 2014
O)
h
124
WELD COUNTY HOME RULE CHARTER
County Citizens
Assessor
County Council
Board of County
Commissioners
Sheriff
Corrections, Law Enforcement,
Animal Control, Forensic Lab,
Task Force, Code Enforcement
Clerk and Recorder
Recording, Motor Vehicle,
Elections
County
Attorney
Housing Authority
f
Department of
Finance and
Administration
Commissioner
Coordinator
Accounting
Budget
Capital Projects
Clerk to the Board
Contract Administration
Grant Administration
Finance Division
Human Resources
Printing and Supply
Risk Management
Special Projects
DIN 'Treasurer's Office
Information Services
GIS and Mapping
Phone Services
I
Department of
Public Health and
Environment
Commissioner
Coordinator
Health Administration
Environmental Health
Nursing
Board of Public Health
General Services
Coroner
Justice Services
Purchasing
Communications
Public Safety IT
125
Department of
Public Works
Commissioner
Coordinator
Engineering
Road and Bridge
Buildings and
Grounds
Veterans Services
Office of
Emergency
Management
Department of
Planning Services
Commissioner
Coordinator
Inca
Planning and Zoning
Building Inspection
Board of Adjustment
International Building Code
Planning Commission
Utility Board
County Extension Office
Fair Board
Red = Elected
Positions
Department of
Human Services
Commissioner
Coordinator
Human Services
Social Services
AAA
Child Support
Assistance Payments
Child/Adult Protection
Employment Services
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2014
DEPARTMENT
LAST
ACTUAL
YEAR
2012
CURRENT
YEAR 2013
REQUEST
BUDGET
2014
FINAL
BUDGET
2014
CURRENT TO
FINAL
CHANGE
GENERAL FUND:
Office of the Board
6.000
7.000
7.000
7.700
+0.700
County Attorney
5.000
5.000
5.000
5.000
Planning and Zoning
10.250
11.000
13.000
13.000
+2.000
Clerk to the Board
5.000
5.000
5.000
5.000
Accounting
6.000
6.000
6.000
6.000
Finance and Administration
3.750
1.750
1.750
1.750
Clerk and Recorder
43.000
46.000
46.000
46.000
Elections
5.000
5.000
5.000
5.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
32.500
33.500
34.500
34.000
+0.500
Human Resources
6.000
6.000
7.000
7.000
+1.000
Buildings and Grounds
28.000
28.000
28.000
28.000
Information Services
0.000
0.000
0.000
35.000
+35.000
Victim Witness
11.625
10.625
10.625
10.625
Juvenile Diversion
1.250
1.000
1.000
1.000
Office of Emerg. Mgmt.
2.500
2.500
2.500
3.000
+0.500
Purchasing
2.000
2.500
2.500
2.500
District Attorney
55.125
55.625
55.625
55.625
Coroner
6.500
6.500
7.000
6.500
Centennial Jail
36.000
38.000
39.000
38.000
North Jail
197.000
197.000
204.000
204.000
+7.000
Sheriff
20.000
20.000
23.000
22.000
+2.000
Victim Advocates
2.000
2.000
2.000
2.000
Crime Lab
2.000
2.000
2.000
2.000
Drug Task Force
1.000
1.000
1.000
1.000
DEPARTMENT
LAST
ACTUAL
YEAR
2012
CURRENT
YEAR 2013
REQUEST
BUDGET
2014
FINAL
BUDGET
2014
CURRENT TO
FINAL
CHANGE
Sheriff Contract Services
9.500
9.500
9.500
9.500
Building Inspection
10.2500
11.000
11.000
11.000
Police Services
63.750
63.750
64.750
64.750
+1.000
Traffic Enforcement
10.000
10.000
10.000
10.000
Communications
0.000
2.000
61.000
61.000
+59.000
Criminal Justice Info. Sys.
0.000
0.000
0.000
7.000
+7.000
Community Corrections
1.000
1.000
1.000
1.000
Noxious Weeds
2.000
2.000
2.000
2.000
Transportation
6.250
0
0
0
Justice Services
7.000
6.500
7.500
7.500
+1.000
Adult Services
0.000
1.000
1.000
1.000
Veteran's Office
1.000
1.000
1.500
1.500
+0.500
Missile Site
1.000
1.000
1.000
1.000
General Engineering
20.000
22.000
24.750
24.000
+2.000
Printing and Supply
3.000
3.000
3.000
3.000
Fair
0.750
0.750
1.000
1.000
+0.250
Extension Service
12.080
12.080
12.080
12.080
Animal Control/Code
Enforcement
3.000
3.000
3.000
3.000
0
TOTAL GENERAL FUND
648.080
652.580
732.580
771.030
+119.450
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
28.000
28.000
28.000
Pavement Management
10.000
13.000
13.000
13.000
Mining
5.000
5.000
5.000
5.000
127
DEPARTMENT
LAST
ACTUAL
YEAR
2012
CURRENT
YEAR 2013
REQUEST
BUDGET
2014
FINAL
BUDGET
2014
CURRENT TO
FINAL
CHANGE
TOTAL PUBLIC WORKS
137.000
141.000
141.000
141.000
0.000
HEALTH FUND:
Administration
8.000
8.000
8.000
8.000
Health Communication
9.000
11.250
11.650
11.650
+0.400
Environmental Services
23.250
23.750
23.750
23.750
Health Preparedness
2.600
2.600
2.700
2.700
+0.100
Public Health Services
42.980
42.600
44.125
44.125
+1.525
TOTAL HEALTH FUND
85.830
88.200
90.225
90.225
+2.025
SOCIAL SERVICES
311.500
301.500
306.500
306.500
+5.000
PHONE SERVICES
2.000
2.000
3.000
3.000
+1.000
PARAMEDIC SERVICES
50.000
0.000
0.000
0.000
GRAND TOTAL
1,234.41
1,185.28
1,273.305
1,312.755
+127.475
128
GENERAL FUND
Revenue Changes
$90,000,000
$80,000,000
$70,000,000
$60.000,000
$50.000.000
$40,000,000
$30,000,000
S20.000,000
$10.000,000
SO
O2O1
O2O1
1 a+ +ey c`1' �a` `may G�� `�y o'S cGC,
oQ€ �,`a P(Jo �e • o
ey\Qet� �C? otke`� e�`a�e a0�\a
011/419
eO O, y ko \4 do o°
�ev� `G0 Leh ,45\N
��,� I
O*
2014 Revenue
Total $119,522,447 (2013 $103,043,583)
Property Tax
$82,684,668
69%
Fund Balance
$10,000,000
9°/0
129
Miscellaneous
$3,706,015
31)/0
Other Taxes
$150,000
0%
Fee Accounts
$9,875,250
8°/0
Intergovernmental
$4,164,765
40/0
Licenses/Permits
$2,481,000
20/0
Charges for Services
$6,156,249
5%
Fines/Forfeitures
$304,500
0%
GENERAL FUND
EXPENDITURE CHANGES
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
Public Safety General Gov.
Health &
Welfare
Human Serv.
Misc.
Auxilary
Public Works Culture!Rec.
2014 Expenditures
Total $107,005,862 (2013 $93,865,203)
General Gov.
$33,664,707
32%
Public Safety
$51,778,225
48%
130
Health &
Welfare
$4,077,688
4%
Human Serv.
$284,528
0%
Misc.
$13,954,426 Auxilary
13% S418,227
1%
Public Works
$2,513,099
2%
Culture/Rec.
$314,962
0%
SEVEN YEAR TREND
General Government
$40 -
$35
$30
$25
$15
$10
$5
$0
2010
2008 2009
131
2011
2012
2013
2014
SEVEN YEAR TREND
Public Safety
SEVEN YEAR TREND
Health & Welfare
$60
$50
$40
$20
$10
$0
2008
2009
2010
2011
133
2012
2013
2014
GENERAL FUND SUMMARY
The General Fund is funded at the level ol,005,862 up $13,140,659. Without including
adjustments for health insurance costs, cost of living, and salary step increases, the budget for
general government functions is up *418,349 . 2014 will have both a primary and general
election resulting in added costs of $403,856. The budget is funded as if it is a mail election. If
the election is a voting center election the costs could increase. The Assessor's budget is up
$11,807 primarily due to the request for an additional 0.50 FTE Assistant Analyst position for oil
and gas appraisal work. Human Resources' budget is up $67,174 for a countywide trainer
position that was transferred from Information Services. The Planning Department is up
$158,490 with the request for an additional Planner I position and Office Tech IV due to more
development activity. Building and Grounds is up $128,750 primarily foreiased costs of
utilities, services and supplies to maintain all county facilities. On October 16, 2013, ACS and
the Board of County Commissioners amended the ACS computer services contract to amend
the termination date from December 31, 2016 to December 31, 2013. Effective January 1, 2014,
the county will perform its own information technology service function with county employees.
All ACS employees currently employed at the Weld County site will be offered employment and
a new Chief Information Officer will be hired to direct the function. The 2014 final budget has
been reconfigured to reflect the organizational change. The net county cost will drop by
$892,432, and there is $718,534 unallocated in personnel service that can be used for added
staff or other information technology needs in 2014 over what would have been available under
the ACS contract. The GIS budget is up $85,400 primarily for the acquisition of new aerial
imagery in 2014. Some areas of the county have not been updated for over 6-7 years.
Public safety functions are up ($209,004 in the budget. The Sheriff increased costs in the
recommended budget by $995,136. One Office Technician position was added mid -year due to
the increased volume of concealed carry weapons permits. These costs were offset by added
revenue from the permits. An additional Polygraph Examiner/Applicant Coordinator is included
in the recommended budget due to the number of applicant screenings required. The new
Regional Forensic Lab facility opened in August, 2013, but because of grants and cost sharing
of the facility the opening is not impacting the 2014 budget. North Jail personnel services costs
increased by $496,693. This increase is based on the need for additional operating capacity;
adding six corrections officers ($396,346) and one security commander ($94,278) will allow for
an increase in capacity of approximately 54 beds. In addition there is a request to upgrade the
Booking Manager position to grade 43 at a cost of $6,069. Increasing capacity by 54 beds
reflects the increase of $67,054 in inmate supplies. The jail will experience some inflationary
cost increases for medical services in 2014. In addition the medical provider is requesting an
additional $15,478 for two hours per week of a dentist and dental assistant and $42,110 for 4
hours per week for additional psychiatrist for a total increase oil 'x.,829. Other professional
services are also up for contracted food services ($46,864). Counting the 54 beds currently
there are 149 extra beds which allow the delay for any new jail construction until 2018-2020
timeframe. The Community Corrections budget is up $179,599 with all costs being offset by
state revenues. Justice Services has requested one Pretrial Service Specialist position
($65,595) for Pretrial Services to handle anticipated workloads with passage of HB 13-1236
encouraging judges to rely less on monetary bond schedules, and to use Pretrial Services more.
Additional position will produce cost avoidance in the jail and generate approximately $5,000 in
service fees.
The Commissioners and Greeley City Council made a decision in midyear 2013, to transition to
a new organizational model where Weld County will assume the management of the Weld
County Regional Communication Center (WCRCC) to dispatch all Weld County public safety
entities, including Greeley, under the management of a Weld County Director of Public Safety
Communications. The City of Greeley will become a user of the WCRCC, like all other public
safety entities in Weld County, and pay accordhgly. On the expense side of the budget all the
costs of the WCRCC are included in this budget. Of the total costs E911 will pay $1,816,158.
134
The personnel costs total $5,699,696 for 61 FTE that include 9 call takers, 40 dispatchers, 8
supervisors, MSAG position, Office Tech, Operations Manager, and Director. Staffing for
dispatchers and call takers is based upon a 12 hour shift model. The goal will be to move to an
8 hour shift model in 2015. Net costs for the WCRCC are u18,$06,383 primarily due to the
City of Greeley only paying as a user rather than sharing costs, additional staffing for the
WCRCC, and 2014 COLA and health insurance increases are included in the 2014
recommended budget. Communications development equipment is down $500,000 since a
funding reserve has been established in the E911 Fund and Capital Expenditure Fund for all
future communications equipment needs.
October 28, 2013, The Board placed the Public Safety IT staff (Spillman) under the
management of the Director of Public Safety Communications, and moved seven (7) FTE and
$662,017 to the Criminal Justice Information (CJIS) budget unit (1000 22400). Personnel costs
were increased $662,017, and the chargeback to CJIS from Information Services was reduced
by the corresponding amount of $662,017. The change had no impact on the net county costs.
The General Fund's subsidy to the Public Health Department is up $212,990 due to health
insurance costs and anticipated salary increases. With the underfunding of the Weld County
Retirement Plan the Board has decided to reimburse the Retirement Fund for the administrative
costs of the plan. The administrative costs include the investment fees and other administrative
costs. Annually the costs are over $1 million. The county stopped paying the fees in the 1980's,
so the $10,000,000 in the recommended budget is to not only pay the current fees, but
reimburse for the years that the General Fund did not pay due to surplus funding. The level of
funding for this purpose can be reduced in years where the property tax revenues from oil and
gas fluctuate downward. An increase of $1,620,906 is included for other General Fund
departments' health insurance costs, and anticipated salary increases of 2.5 percent in 2014.
The available resources to the General Fund are'$19,522,447 compared to $103,043,583 in
2013, up $16,478,864. Property taxes are budgeted at %2,684,668, up $11,568,052. Revenue
from interest earnings remain at $1,100,000 for 2014, as interest rates are projected to remain
low through 2014. Planning and Building Inspection fees are up $600,000 primarily due to all
the new oil and gas activity in the County and some upturn in development. Intergovernmental
revenues are up $48,523 primarily due to higher Community Correction grants of $179,599.
Charges for Services are up $2,293,982 primarily from charges related to the WCRCC with the
new management model. The Treasurer's fees are anticipated to be up $970,000 due under
estimations in the past and increased property tax collection fees from other county taxing
jurisdictions. Revenue from Clerk and Recorder fees are up $300,000 as vehicle sales have
recovered. All other revenues are relatively stable with little change.
The beginning fund balance is anticipated to b$10,000,000 for 2014. An estimated ending
fund balance of $12,516,585 is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. 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 2014 and future years.
135
GENERAL FUND
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
1000 90100 4112
1000 90100 4116
1000 90100 4117
1000 90100 4150
TAXES
CURRENT PROPERTY TAXES
PROPERTY TAX ADJUSTMENT
PERSONAL PROPERTY TAX INCENTIVE
TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE
1000 17100 4221 PERMITS
1000 25100 4222 BUILDING
1000 25100 4224 ELECTRICAL
1000 25100 4226 PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
1000 90100 4318 PAYMENT IN LIEU OF TAXES
1000 15100 4336 REIMBURSEMENTS
1000 21210 4336 REIMBURSEMENTS
1000 24410 4336 REIMBURSEMENTS
1000 15200 4340 GRANTS
1000 15300 4340 GRANTS
1120 15300 4340 GRANTS
1130 15300 4340 GRANTS
114006 15300 4340 GRANTS
1000 21300 4340 GRANTS
1000 24200 4340 GRANTS
116012 24220 4340 GRANTS
116013 24220 4340 GRANTS
116512 24220 4340 GRANTS
1000 26200 4340 GRANTS
1000 96400 4340 GRANTS
1000 90100 4352 THORNTON
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY
1000 21200 4354 CITIES AND TOWNS
1000 21300 4354 CITIES AND TOWNS
1000 24410 4354 CITIES AND TOWNS
1000 90100 4357 SOUTH FIRESTONE URA
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
1000 10400 4410 CHARGE FOR SERVICES
1000 11200 4410 CHARGE FOR SERVICES
1000 15100 4410 CHARGE FOR SERVICES
1000 15200 4410 CHARGE FOR SERVICES
1000 17350 4410 CHARGE FOR SERVICES
1000 17600 4410 CHARGE FOR SERVICES
1000 21100 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 24150 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
71,116,616 82,429,782 82,429,782 82,684,668
-116,617 0 0 -123,726
116,617 0 0 123,726
60,000 150,000 150,000 150,000
71,176,616
82,579,782 82,579,782 82,834,668
5,500
375,000
1,000,000
200,000
300,000
1,880,500 2,481,000
6,000
375,000
1,200,000
400,000
500,000
6,000
375,000
1,200,000
400,000
500,000
2,481,000 2,481,000
6,000
375,000
1,200,000
400,000
500,000
3,000
120,280
10,000
16,000
65,030
163,000
35,418
125,755
16,180
87,877
95,749
2,318,709
2,000
120,280
25,000
16,000
65,030
144,000
39,784
125,755
16,180
60,800
102,656
0
2,000
120,280
25,000
16,000
65,030
144,000
39,784
125,755
16,180
60,800
102,656
2,000
120,280
25,000
16,000
65,030
144,000
39,784
125,755
16,180
60,800
102,656
0 0
0 2,566,400 2,566,400 2,566,400
75,000
70,500
2,400
49,076
493,941
31,040
8,200
225,000
4,087
0
70,500
2,400
54,000
493,941
31,040
2,000
250,000
4,087
0 0
70,500
2,400
54,000
493,941
31,040
2,000
250,000
4,087
70,500
2,400
54,000
465,305
31,040
2,000
250,000
5,635
4,016,242 4,191,853
4,191,853 4,164,765
6,324
300,000
35,000
0
50,000
243,500
295,007
956,653
504,583
0
25,000
0
327,200
960,400
6,000
2,600
6,000
23,500
500
85,000
1,000
34,000
5,949
70,000
35,000
7,000
50,000
243,500
463,500
956,653
2,523,231
312,991
25,000
14,000
332,500
964,325
6,000
2,000
600
23,500
500
85,000
1,000
34,000
5,949
70,000
35,000
7,000
50,000
243,500
463,500
956,653
2,523,231
312,991
25,000
14,000
332,500
964,325
6,000
2,000
600
23,500
500
85,000
1,000
34,000
6,156,249 6,156,249
5,949
70,000
35,000
7,000
50,000
243,500
463,500
956,653
2,523,231
312,991
25,000
14,000
332,500
964,325
6,000
2,000
600
23,500
500
85,000
1,000
34,000
3,862,267 6,156,249
136
GENERAL FUND
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
1000 21210 4510
1000 90100 4510
FINES
FINES
FINES
TOTAL FINES
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 4650 OVERHEAD
1000 21200 4670 REFUND OF EXPENDITURE
1000 21260 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
272,500
31,000
272,500 272,500
32,000 32,000
272,500
32,000
303,500 304,500
304,500 304,500
1,100,000
39,140
478,306
117,654
1,997,263
10,000
134,595
500
250,000
4,127,458 3,714,115
1,100, 000
54,096
478,306
0
1,936,618
10,000
134,595
500
0
1,100,000
54,096
478,306
1,100,000
54,096
470,206
0 0
1,936,618
10,000
134,595
500
1,936,618
10,000
134,595
500
0 0
3,714,115 3,706,015
50,000
125,000
5,700,000
2,530,000
40,000
2,000
170,000
60,000
8,677,000 9,858,250 9,858,250 9,875,250
35,000
42,500
6,000,000
3,500,000
40,000
2,000
186,750
52,000
35,000
42,500
6,000,000
3,500,000
40,000
2,000
186,750
52,000
35,000
59,500
6,000,000
3,500,000
40,000
2,000
186,750
52,000
94,043,583 109,285,749
109,285,749 109,522,447
137
GENERAL FUND
SUMMARY OF EXPENDITURES
2014
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 17100 PLANNING OFFICE
1000 17200 BUILDINGS AND GROUNDS
1000 17300 INFORMATION SERVICES
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM
1000 17375 INOVATION AND TECHNOLOGY PROJECTS
1000 17600 PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
2013 2014 2014 2014
Budget Request Recommend Final
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION
1000 21200 SHERIFFS 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 22200 COMMUNICATIONS SYSTEM DEVELOPMENT
1000 22400 CRIMIAL JUSTICE SYSTEM
1000 23200 COUNTY CORONER
1000 24100 JUSTICE SERVICES
1000 24150 ADULT DIVERSION
1000 24200 COMMUNITY CORRECTIONS-ADMIN
116012 24220 COMMUNITY CORRECTIONS -SERVICES
116013 24220 COMMUNITY CORRECTIONS -SERVICES
116512 24220 COMMUNITY CORRECTIONS -SERVICES
1000 24410 NORTH JAIL COMPLEX
1000 24420 CENTENNIAL JAIL
1000 24440 CONTRACT JAIL SPACE
1000 25100 BUILDING INSPECTION
1000 26100 WEED AND PEST
1000 26200 OFFICE OF EMERGENCY MANAGEMENT
TOTAL PUBLIC SAFETY
PUBLIC WORKS
1000 31100 ENGINEERING
CULTURE AND RECURATION
1000 50100 MISSILE PARK
1000 50200 PARKS AND TRAILS
TOTAL CULTURE AND RECURATION
881,660
782,260
315,729
992,794
1,157,749
2,180,446
886,839
2,605,011
47,368
4,977,286
96,518
535,312
35,418
125,755
16,180
530,585
673,729
245,605
711,348
1,632,913
5,900,203
4,016,597
181,699
2,000,000
347,967
894,160
792,139
312,229
947,309
1,561,605
2,188,646
891,572
2,646,578
47,368
4,976,343
96,518
523,031
39,784
125,755
16,180
530,385
673,729
250,837
814,348
1,791,403
6,028,953
5,253,374
267,099
2,000,000
347,967
894,160 941,170
792,139 789,195
312,229 314,224
947,309 953,181
1,561,605 1,527,771
2,188,646 2,261,230
891,572 924,759
2,646,578 2,688,567
47,368 47,736
4,976,343 5,191,248
96,518 99,502
523,031 514,947
39,784 39,784
125,755 125,755
16,180 16,180
530,385 560,369
673,729 717,985
250,837 255,923
814,348 835,036
1,791,403 1,767,495
6,028,953 6,099,343
5,253,374 4,360,942
267,099 267,099
2,000,000 2,000,000
347,967 365,266
31,876,971 34,017,312
34,017,312 33,664,707
1,832,313
7,280,005
1,067,483
877,782
206,342
318,340
152,018
109,516
3,140,421
550,000
1,214,224
778,172
548,306
51,593
95,749
2,318,709
2,048,950
7,382,980
1,061,171
877,782
209,104
317,683
152,018
109,516
7,027,772
50,000
1,522,541
830,206
614,901
51,593
102,656
0
2,048,950
7,382,980
1,061,171
877,782
209,104
317,683
152,018
109,516
7,027,772
50,000
1,522,541
801,372
614,901
51,593
102,656
2,055,306
7,565,563
1,087,374
914,257
216,081
336,643
162,147
112,144
7,262,754
50,000
1,492,629
843,361
622,120
64,953
102,656
0 0
0 2,566,400 2,566,400 2,566,400
75,000
19,014,275
3,762,109
0
19, 780,199
3,868,902
0 0
19,780,199 20,202,728
3,753,337
3,851,231
0 0 0 0
1,157,661
790,370
228,833
1,130,743
800,495
239,493
1,130,743
800,495
239,493
1,159,889
811,935
298,054
45, 569, 221 50, 745,105
50,600,706 51,778,225
2,575,851 2,575,346
2,575,346 2,513,099
86,425 81,425 81,425 86,292
29,000 29,000
29,000 29,000
115,425 110,425 110,425 115,292
138
GENERAL FUND
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
HEALTH 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 CONTRIBUTIONS
1000 56160 COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
2013 2014 2014 2014
Budget Request Recommend Final
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 96600 ASSET AND RESOURCE MANAGEMENT
1000 99999 SALARY CONTINGENCY
TOTAL MISCELLANEOUS
TOATL GENERAL FUND
13,000 13,000 13,000 14,250
10,000 10,000 10,000 10,000
38,225 100,000 38,225 38,225
203,225 203,225 203,225 203,225
6,780 7,942 6,780 7,942
5,000,000 10,000,000 10,000,000 10,000,000
3,673,824 3,886,814 3,886,814 3,886,814
8,945,054 14, 220, 981 14,158,044 14,160,456
114,700 165,000 144,700 144,700
542,500 700,535 700,535 700,535
39,881 232,060 67,475 67,060
335,432 335,432 335,432 335,432
326,660 106,680 106,680 106,680
63,415 82,795 82,795 82,795
87,075 92,990 92,990 92,990
3,273,018 3,243,891 3,243,891 3,243,891
0 1,620,906 1,620,906 0
4,667,981 6,415,289
6,250,704 4,629,383
93,865,203 108, 249,458
107,857, 237 107,005,862
139
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
FINAL
NEXT FY
Personnel Services $ 777,957
$ 766,810
$ 766,810
$ 813,820
Supplies
8,447
1,700
1,700
1,700
Purchased Services
113,100
113,150
125,650
125,650
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 899,504
$ 881,660
$ 894,160
$ 941,170
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 899,504
$ 881,660
$ 894,160
$ 941,170
6
7
7
7.70
SUMMARY OF CHANGES: The only changes in the budget are the increase in dues for
Colorado Counties, Inc. (CCI) of $12,000, and $500 for dues to the National Emergency
Number Association (NENA). All other line items remain the same. Final budget adjustments
include an increase in salaries of $19,639.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Board approved clerical support at grade 21 for the Public Information Officer
function in the amount of 28 hours per week ($27,371). All other items approved as
recommended.
140
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)
0.225 0.259
$3.38 $3.26
0.280
$3.42
Goal ES1: Enable County departments and its service u artners to deliver qplity customer service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES1-1: Clearly-
defined performance
expectations and
standards
Citizen satisfaction feedback for
service delivery departments
High
High
High
ES1-2: Conveniently
accessed and easy -to-
use services
ES1-3: 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
ES2-1: 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
ES2-2: Positive image
of County government
Percent of residents with a positive
image of Weld County government
90%
ESTIMATED
PROJECTED
High
High
High
High
90%
90%
141
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 three full time assistants share the responsibilities of the County
Attorney.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 636,861
$ 676,167
$ 686,190
$ 683,246
Supplies
4,303
2,000
2,000
2,000
Purchased Services
177,758
104,093
103,949
103,949
Fixed Charges
202
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 819,124
$ 782,260
$ 792,139
$ 789,195
Revenue
586
0
0
0
Net County Cost
$ 818,538
$ 782,260
$ 792,139
$ 789,195
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Personnel services are up $10,023 for the upgrade of an Assistant
County Attorney IV to an Assistant County Attorney V. Purchased services are down $144 with
the costs of legal publication subscriptions down $5,000, and charge back from Clerk to the
Board being down $375 at $5,949. There are increase of $1,731 for phones, $3,000 for legal
services, and $500 for travel and meetings. Final budget adjustments include a decrease in
salaries of $2,944.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
upgrade of the Assistant County Attorney IV to an Assistant County Attorney V. The position
has reached the experience level justifying the upgrade.
BOARD ACTION: Approved as recommended.
142
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# of new requests for legal assistance 471 480 500
# of new mental health cases 68 70 70
# of new code violations 114 120 120
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support) $3.08 $2.89 $2.87
Number of agenda requests/D&N/mental
cases per FTE
0.188
175
0.185 0.182
175
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
ES3-1: Efficient
and effective legal
representation of
Weld County
Client satisfaction of elected officials and
department heads
99%
99%
99%
143
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. Salaries and operating costs are funded by
public trustee fees outside of County budget.
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
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
0
Revenue
239,161
125,000
42,500
59,500
Net County Cost
Budgeted Positions
$ - 239,161
n/a
$ -125,000
$ - 42,500
n/a
n/a
$ - 59,500
n/a
SUMMARY OF CHANGES: Per Section 37-37-104(3), C.R.S., all expenses of the office are to
be paid from 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 $42,500, will be transferred to the General
Fund in 2014. The amount is $82,500 less than 2013 based upon anticipated drop in
foreclosure and refinancing activity.
In 2012 HB 12 1329 was approved and now requires the Public Trustee to prepare and submit
an annual budget to the Board of County Commissioners for review. It also subjects the Public
Trustee's offices to a biannual audit and requires the Public Trustee to comply with the state
and/or the county procurement process.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Weld County
Public Trustee's office has always submitted the office's budget to the county. HB 12-1329
states that the budget shall be "reviewed" by the Board of county Commissioners, but does not
state "approved". HB 12-1329 does not appear to change what has been the practice in Weld
County for some time.
BOARD ACTION: In the final budget submitted by the Public Trustee, the revenues dropped to
$488,300, and the expenses dropped to $428,800, for a Net Funds Payable to Public Trustee
Salary Fund of $59,500 up $17,000.
144
PUBLIC TRUSTEE
BUDGET 2014
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
Temporary Labor
FICA Contribution
SUTA Taxes
Retirement Plans
Medical Insurance
Education/Training
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
Misc./Other
Telephone/Utilities
Travel/Mileage
Total Operating
Capital Outlay:
Software (upgrade/new)
Computer Hardware
Office Furniture
Total Capital Outlay
$ 285,000
200,000
3,300
$ 488,300
$ 72,500
150,000
0
17,000
500
8,000
61,000
1,500
600
$ 311,100
$ 30,000
27,000
2,000
9,500
15,000
8,500
11,000
3,000
3,600
2,100
$ 111,700
$ 6,000
0
0
$ 6,000
Total Expenses $ 428,800
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 59.500
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
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
FINAL
NEXT FY
Personnel Services $ 250,471
$ 287,953
$ 287,953
$ 289,948
Supplies
54,308
26,000
22,300
22,300
Purchased Services
4,798
8,100
7,925
7,925
Fixed Charges
-11,214
- 6,324
- 5,949
- 5,949
Capital
5,000
0
0
0
Gross County Cost
$ 303,363
$ 315,729
$ 312,229
$ 314,224
Revenue
11,698
6,324
5,949
5,949
Net County Cost $ 291,665
Budgeted Positions
$ 309,405
$ 306,280
$ 308,275
5
5
5
5
SUMMARY OF CHANGES: The chargeback for backup clerical support for the County
Attorney is $5,949. Revenue for the chargeback to Phone Services is $5,949. Both are down
due to the lower salary of the position doing the backup function. Supplies are down $3,700
because there is no microfilming needed in 2014. Purchased Services are down $175 due to
lower postage costs as more items are emailed, and repair of equipment has been reduced.
The reductions are offset by advertising and notices being up $500. Final budget adjustments
include an increase in salaries of $1,995.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
146
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 180 200 200
Number of images optically scanned 58,161 60,000 60,000
Number of BOE appeals processed 35 750 50
Efficiency Measures
FTE's per 10,000/capita 0.188 0.185 0.182
Per capita cost (county support) $1.11 $1.14 $1.12
Cost per meeting/hearing $1,620.36 $1,547.03 $1,541.38
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
99%
99%
99%
ES4-2: Timeliness
of provision of
public records
Percent of Commissioner and
departmental records (current and
historical) electronically scanned and
available upon request or accessible via
Tyler Web
99%
99%
99%
ES4-3: Processing
of, and access to,
records of County-
owned mineral
interests
Percent of records which are accurately
prepared for auction, or oil and gas
revenues which are received for
processing
99%
99%
99%
147
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
FINAL
NEXT FY
Personnel Services
$ 734,300
$ 744,109
$ 744,109
$ 749,981
Supplies
73,795
118,795
107,475
107,475
Purchased Services
55,166
114,890
80,725
80,725
Fixed Charges
12,745
15,000
15,000
15,000
Capital
0
0
0
0
Gross County Cost
$ 876,006
$ 992,794
$ 947,309
$ 953,181
Revenue
6,034,798
5,700,000
6,000,000
6,000,000
Net County Cost $ - 5,158,792
$ - 4,707,206
$ - 5,052,691
$ - 5,046,819
Budgeted Positions
8 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: Computer software is up $3,680, offset by a drop in office supplies
of $15,000 and postage of $34,165. Revenues are up $300,000 due to motor vehicle sales and
recording activity. Final budget adjustments include an increase in salaries of $5,872.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
148
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
Number of civil union licenses issued
Efficiency Measures
FTE's per 10,000/capita — Recording
Per capita contribution
Number of documents recorded per FTE
84,126 88,990 97,889
642,237 432,330 475,563
1,637 1,522 1,674
N/A 60 66
0.301
$3.29
10,516
0.296
$3.67
11,124
0.291
$3.46
12,236
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 professiona , timely and quality service at all times.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES5-1: 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
0 complaints
0 complaints
0 complaints
149
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
FINAL
NEXT FY
Personnel Services
$ 560,576
$ 470,753
$ 709,501
$ 675,667
Supplies
421,690
316,133
569,190
569,190
Purchased Services 144,539
359,189
267,160
267,160
Fixed Charges
11,774
11,674
15,754
15,754
Capital
0
0
0
0
Gross County Cost
$ 1,138,579 $ 1,157,749 $ 1,561,605 $ 1,527,771
Revenue
267,579
300,000
70,000
70,000
Net County Cost
Budgeted Positions
$ 871,000
5
$ 857,749
$ 1,491,605
$ 1,457,771
5
5
SUMMARY OF CHANGES: Budgeted expenses have been increased $403,856 to support a
Primary and General Election in 2014. This budget assumes that current election equipment
can be used in 2014. Revenue is estimated at $70,000. Final budget adjustments include a
decrease in salaries of $33,834.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
150
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 358,984 524,980 577,478
Revenue generated from elections $267,579 $300,000 $70,000
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Transactions per FTE
0.188 0.185 0.182
$4.28 $4.28 $5.30
71,797 104,996 115,496
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
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
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
counted and
reported accurately
and in a timely
manner
100% accuracy between votes cast and votes
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
ES6-3: Voter
Outreach
Measured by the percent of voter turn -out
Press Releases
Direct Mailings
Website announcements
90%
90%
90%
8
8
4
8
8
4
8
8
4
151
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
FINAL
NEXT FY
Personnel Services
$ 1,875,584
$ 2,007,205
$ 2,007,205
$ 2,079,789
Supplies
24,024
15,720
16,720
16,720
Purchased Services
163,824
157,521
164,721
164,721
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,063,432
$ 2,180,446
$ 2,188.646
$ 2,261,230
Revenue
0
0
0
0
Net County Cost
$ 2,063,432
$ 2,180,446
$ 2,188,646
$ 2,261,230
Budgeted Positions
32 Full-time
4 Part-time
35 Full-time
3 Part-time
35 Full-time
3 Part-time
35 Full-time
3 Part-time
SUMMARY OF CHANGES: Office supplies are up $1,000, and phone costs are up $7,200.
Final budget adjustments include an increase in salaries of $72,584. No other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
152
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 537,483 545,424 599,966
FORT LUPTON BRANCH OFFICE: Number 139 170 187
of marriage licenses issued
FORT LUPTON BRANCH OFFICE: Number N/A 20 22
of civil union licenses issued
DEL CAMINO BRANCH OFFICE: Number of
marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of
civil union licenses issued
231 211 232
N/A
60 66
Efficiency Measures
FTE'S per 10,000/capita — DMV 1.20 1.30 1.27
Per capita cost $7.75 $8.06 $8.21
Number of titles/registrations issued per FTE 16,796 15,584 17,142
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
ES7-1: Receive
documents for
titling and
registering
100% accuracy with
indexing and verification
Customer satisfaction
99%
0 complaints
99%
0 complaints
99%
0 complaints
ES7-2: Educate
customers (public,
dealers, banks, title
clerks, etc.)
Press releases
Website updates
4
4
4
4
4
4
Posting of educational signs
15
15
15
153
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
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
FINAL
NEXT FY
Personnel Services
$ 559,388
$ 605,642
$ 605,642
$ 638,829
Supplies
122,651
37,700
59,500
59,500
Purchased Services
154,976
243,497
226,430
226,430
Fixed Charges
852
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 837,867
$ 886,839
$ 891,572
$ 924,759
Revenue
2,749,622
2,580,000
3,535,000
3,535,000
Net County Cost
Budgeted Positions
1,911,755
10
1,693,161
10
- 2,643,428
10
- 2,610,241
10
SUMMARY OF CHANGES: Contract services for banking are down $12,505, other
professional service $5,000, postage $562, and other supplies $200 are also down. Computer
software is up $21,000 and small items of equipment are up $1,000. Final budget adjustments
include an increase in salaries of $33,187.
Revenues are budgeted at $35,000 for advertising, and Treasurer's fees are $3,500,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
154
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $383M $454M $488M
Miscellaneous Revenue Collected $72M $72M $72M
Investments $107M $110M $120M
Efficiency Measures
FTE's per 10,000/capita .376 .370 .363
Per capita expenditure $3.15 $3.28 $3.34
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
Return on investments
$4.96
17,400
ES8-2: Investments
that are safe, liquid
and deliver the best
yield possible — in
that order
1.20%
$4.95
17,400
$5.28
17,400
0.81%
1.00%
155
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
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
FINAL
NEXT FY
Personnel Services
$ 2,201,432
$ 2,359,215
$ 2,421,782
$ 2,463,771
Supplies
271,242
55,296
55,296
55,296
Purchased Services
89,247
190,500
169,500
169,500
Fixed Charges
811
0
0
0
Capital
13,967
0
0
0
Gross County Cost
$ 2,576,699
$ 2,605,011
$ 2,646,578
$ 2,688,567
Revenue
38,936
40,500
40,500
40,500
Net County Cost
Budgeted Positions
$ 2,537,763
$ 2,564,511
$ 2,606,078
$ 2,648,067
32.5
33.5
34.5
34.0
SUMMARY OF CHANGES: The Assessor is requesting one FTE, Assistant Analyst (Grade
30), primarily because of oil and gas issues. Postage and printing have been reduced by
$30,000 because 2014 is an intervening year. The office is requesting additional dollars, $9000
for subscriptions and memberships because of increased costs for MLS and IRES and other
necessary data sources for appraisal information. Revenues remain the same.
FINANCE/ADMINISTRATION RECOMMENDATION: The additional Assistant Analyst position
($62,567) is recommended. The Assessor continues to experience an increase in growth in
workloads throughout the office. New parcels are continuing to enter the workflow. In addition
the office continues to see an uptick in new construction and sales activity as we begin to see
the effects of the Great Recession diminish. The office continues to seek ways to apply more
efficient procedures and practices to absorb this workload, but the additional Assistant Analyst
position is justified. If the incumbent of a 0.5 FTE Assistant Analyst position on leave does not
return to work, the 0.5 Assistant Analyst position will not be filled in the final budget, so the net
increase would only be 0.5 FTE. The $9,000 for increased costs for MLS and IRES and other
necessary data sources for appraisal information is also necessary and recommended.
BOARD ACTION: Final budget adjustments include an increase in salaries of $71,749. Due to
a resignation of a 0.5 FTE Assistant Analyst the Assessor decided to eliminate the position for a
savings of $29,760. All other items approved as recommended.
156
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal 210,000 210,000 213,000
property and SA)
Telephone Calls Answered 30,000 30,000 28,000
Number of administrative updates to database 135,000 135,000 140,000
Number of walk-ins requesting assistance 2,500 3,000 3,000
Number of Property Inspections 8,000 8,000 9,000
Sales Verification 8,000 8,000 9,000
Efficiency Measures
FTE's per 10,000/capita 1.26 1.24 1.25
Per capita cost (county support) $9.54 $9.48 $9.62
Cost per parcel $12.08 $12.21 $12.43
Parcels Per FTE 6,461 6,461 6,173
Effectiveness Measures (desired results)
Deed Processing Time (days) 5 5 5
Requests for Information per FTE 1,000 1,015 800
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to 100% 100% 100%
Market value
157
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)
ES9-1: Effective
Complete submission of the tax warrant
County property
valuation
by the January 101h statutory date
Compliance with all statutory deadlines
and requirements
Successful report on the annual study
audit for Assessors
ES9-2: User
Percent of users satisfied with
friendly e-
electronic/technology access to services
government
sharing for
assessment and
and information
Percent of operations, services and
property data
programs available through website
access
ADJUST
ESTIMATED
PROJECTED
100%
100%
100%
100%
100%
100%
158
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
FINAL
NEXT FY
Personnel Services
$ 10,644
$ 18,402
$ 18,402
$ 18,770
Supplies
1,122
300
300
300
Purchased Services
3,125
28,666
28,666
28,666
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 14,891
$ 47,368
$ 47,368
$ 47,736
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 14,891
1 PT
47,368
1 PT
$ 47,368
1 PT
$ 47,736
1 PT
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $368
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
159
SEVEN YEAR TREND
District Attorney
5.4
5.2
5
4.8
24.6
J
4.4
4.2
4
3.8
2009
2010
160
2011
2012
2013
2014
SEVEN YEAR TREND
District Attorney Local Cost
5.2
5
co
z
O
J_
4.8
4.6
4A -
4.2
4
3.8
2008
2009
2010
161
2011
2012
2r 14
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; serve as
attorney for all county officers, except the County Commissioners; handles consumer fraud and
welfare fraud complaints.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $ 4,523,993
$ 4,668,186
$ 4,686,243 $ 4,901,148
Supplies
98,276
70,000
70,000
70,000
Purchased Services
203,102
239,100
220,100
220,100
Fixed Charges
9,228
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,834,599
$ 4,977,286
$ 4,976,343
$ 5,191,248
Revenue
241,218
242,280
242,280
242,280
Net County Cost
Budgeted Positions
4,593,381 $ 4,735,006 $ 4,734,063
55.125
55.625
55.625
$ 4,948,968
55.625
SUMMARY OF CHANGES: The District Attorney is making the following personnel requests:
Reclassification of Investigator -Special (Grade 31) to an Investigator II (Grade 40)
(increase $12,053) to restore the position to its original grade. The savings was used for
a part-time investigator, which should be eliminated if this request is approved.
Reclassification of Deputy District Attorney I (Grade 37) to a Deputy District Attorney III
(Grade 49) ( increase $18,252) for juvenile justice system.
Reclassification of a Deputy District Attorney II (Grade 43) to a Deputy District Attorney
III (Grade 49) (increase $9,820) for juvenile justice system.
Reclassification of a Deputy District Attorney II (Grade 43) to a Paralegal II (Grade 25)
(decrease $22,068). This downgrade is help to offset costs of the above upgrades to the
Deputy District Attorney positions. Paralegal will be responsible for trial support.
162
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
FINANCE/ADMINISTRATION RECOMMENDATION: Purchased services have been reduced
in total by $19,000. Travel, contract services, printing, and maintenance and repair have each
been reduced by $5,000 with an offsetting $1,000 increase for vehicle costs. The DA is also
requesting an additional vehicle for a pool vehicle for investigators. No other changes in
expenditures. The requested 2014 budget is $943 less than 201 , even with the personnel
changes requested.
Revenues are unchanged from 2013.
Reclassification of the Investigator -Special (Grade 31) to an Investigator II (Grade 40) is
recommended for pay equity and to recognize the professional growth of the person. As cited
above the savings was used for a part-time investigator, which should be eliminated if this
request is approved.
Funding for the reclassification of the two Deputy District Attorney positions to Deputy District
Attorney III positions is included in the recommended budget. The DA makes a good case for
the reclassifications to properly staff the Juvenile Court Division with qualified attorneys with the
changes taking place in the juvenile criminal justice system, such as the Restorative Justice
program. In addition there is a need for experienced prosecutors to aggressively prosecute
those juvenile offenders who are deemed ineligible for the Restorative Justice Program or
traditional diversion programs. The DA feels this aggressive prosecution is essential to ensure
that proper sentences and sanctions are imposed on the more violent offenders in the hopes of
decreasing recidivism. Policy issue.
In an effort to reduce the impact on the county financially of the other upgrades, the DA would
like to reclassify one current Deputy District Attorney II position to a Paralegal position saving
$22,068. The position would be responsible for trial support on the more significant cases
prosecuted in District Court. The reclassification is recommended.
Vehicle to be used as pooled car for the Investigations Unit is not recommended since the
same request was denied in the 2013 budget process by the Board. Policy issue.
BOARD ACTION: Board approved the budget as recommended. The Board will allow the DA to
reduce the one Deputy DA II position being downgraded to Paralegal II through attrition. Final
budget adjustments include an increase in salaries of $214,905. The Board did not approve the
additional vehicle to be used as a pooled car for the Investigations Unit.
163
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA1: 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
100%
100%
PSDAI-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
20
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
164
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%
97%
PSDA3-2:
Increased
sentences for
habitual offenders
The District Attorney's Office will
identify and prosecute 10-12 habitual
criminal cases annually
10
10-12
10-12
Goal PSDA4: Increase communication with the public and other customers of the District Attorney's Office.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA4-1:
Increased
community
awareness of
information
resources
Increased level of community satisfaction
with information sharing and accessibility
of information
n/a
Ongoing
Ongoing
PSDA4-2:
Reduction of
complaints
regarding lack of
timely
communication
Elimination complaints regarding
communication
n/a
Ongoing
Ongoing
Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
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
Ongoing—
files are stored
electronically,
but an
adequate case
management
system is
being sought
Ongoing
Ongoing
165
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
FINAL
NEXT FY
Personnel Services
$ 89,132
$ 93,018
$ 93,018
$ 96,002
Supplies
305
500
500
500
Purchased Services
1,451
3,000
3,000
3,000
Gross County Cost
$ 90,888
$ 96,518
$ 96,518
$ 99,502
Revenue
42,327
65,030
72,030
72,030
Net County Cost
$ 48,561
$ 31,488
$ 24,488
$ 27,472
Budgeted Positions
1.25
1
1
IF
1
SUMMARY OFCHANGES: No changes requested in expenditures. In March of 2013, the
Juvenile Diversion program implemented a $50 program fee, assessed to juveniles who enter
into the program. Based on past years' numbers, if the program continue to assess a $50
program fee for participating youth, the department can conservatively estimate increased
revenue of approximately $7000. This is in addition to grant revenue of $65,030
HB 13-1254 named the Weld County District Attorney's Office as a pilot jurisdiction for a
Restorative Justice Diversion Program. The program is an expansion of the existing Juvenile
Diversion program. The existing program can handle 150 juveniles per year with the one staff
person. The pilot Restorative Justice Diversion Program legislatioaifitisetwo funding
streams for the program. The first is a $10 offender surcharge to be assessed to all criminal
cases. The funds from this surcharge will be appropriated each year by the state legislature to
fund the program. In addition the legislation states that a $125 program fee will be assessed to
juveniles who participate in the program, subject to a determination of indigence.
The DA is requesting that the Board authorize a full-time case manager position to work on the
Restorative Justice Diversion Program. However, he is not requesting that it be county funded,
rather it be funded with funds from the above referenced state grant funds and program fees. If
any matching county funds are required the DA will seek further Board approval.
166
JUVENILE DIVERSION
(CONTINUED)
1000-15200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend that the case manager
position for the Restorative Justice Diversion Program be approved contingent upon approval of
funding from the state. Once the funding is approved a supplemental appropriation will be made
in mid -2014 and the position authorized to be filled when funding is secured. All other items of
the budget are recommended as requested.
BOARD ACTION: Final budget adjustments include an increase in salaries of $2,984.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee District Attorney
goals at the end of Budget Unit 1000-15100.
167
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 DA Office.
Crime Victim Compensation provides services to any crime victim who has filed a police report.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 645,787
$ 676,401
$ 676,401
$ 668,317
Supplies
1,097
1,500
1,100
1,100
Purchased Services
22,862
34,764
27,249
27,249
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 669,746
$ 712,665
$ 704,750
$ 696,666
Revenue
285,871
340,353
325,719
325,719
Net County Cost
Budgeted Positions
383,875
11.625
372,312
10.625
379,031
10.625
370,947
10.625
SUMMARY OF CHANGES: Due to reductions in grant funding office supplies were reduced
$400. Travel is down $10,490, due to the decrease paid by VALE Scholarships for COVA and
COMP/VALE Conferences. Postage is up $515 for mailings to victims. Printing is up $1,285.
Phones are up $1,175 based upon usage. Final budget adjustments include a decrease in
salaries of $8,084.
Revenue for the program comes from the following grants: VALE ($125,755); VOCA ($39,784);
and VAWA ($16,180); Administrative funds from VALE ($88,000), and COMP ($53,000). VALE
Scholarships for COVA and COMP/VALE Conferences ($3,000).Total revenue is $325,719
down $14,634. The VALE administration grant decreased $12,000, and the project grant
increased $4,366. The VALE Scholarship grant decreased $7,000. Net county costs are up
$6,719. The overage in VALE and COMP administrative funds was depleted in 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee District Attorney
goals at the end of Budget Unit 1000-15100.
168
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE 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
FINAL
NEXT FY
Personnel Services
$ 500,404
$ 521,875
$ 521,875
$ 551,859
Supplies
1,674
250
1,000
1,000
Purchased Services
9,340
8,460
7,510
7,510
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 511,418
$ 530,585
$ 530,385
$ 560,369
Revenue
0
0
0
0
Net County Cost
$ 511,418
$ 530,585
$ 530,385
$ 560,369
Budgeted Positions
3.75
1.75
1.75
1.75
SUMMARY OF CHANGES: Line items were adjusted to reflect historical expenditure patterns
resulting in a $200 reduction in costs. Final budget adjustments include an increase in salaries
of $29,984.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
169
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 3.52% 3.00% 3.00%
Budgeted fund balance vs. actual variance 3.52% 3.00% 3.00%
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
0.066
$1.92
0.065
$1.96
0.064
$2.04
Goal ES10: Ensure the financial viability of the County through sound financial management practices.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES10-1: Sound
asset management
and financial
investment
strategies
Number of audit exceptions
Return on investments
0
1.75%
0
2.25%
0
2.25%
ES10-2: Plan
necessary
resources to meet
current and future
operating and
capital needs
(priority outcome)
Percent of cash reserves
48%
40%
40%
Goal ES11: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
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%
95%
100%
95%
100%
95%
170
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
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 various 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
FINAL
NEXT FY
Personnel Services
$ 518,273
$ 523,729
$ 523,729
$ 567,985
Supplies
93,848
118,000
108,000
108,000
Purchased Services
22,526
32,000
33,000
33,000
Fixed Charges
-211
0
0
0
Capital
0
0
9,000
9,000
Gross County Cost
$ 634,436
$ 673,729
$ 673,729
$ 717,985
Revenue
0
0
0
0
Net County Cost
$ 634,436
$ 673,729
$ 673,729
$ 717,985
Budgeted Positions
6.0
6.0
6.0
IF
6.0
SUMMARY OF CHANGES: Adjusted supplies to better reflect actual expenditures. Purchased
services have been increased to account for Senior Account to attend the GFOA conference.
Final budget adjustments include an increase in salaries of $44,256.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
171
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 16,000 16,000 16,000
Average number of employees paid 1,345 1,345 1,400
Number of employees trained on General 300 300 300
Ledger
Total County federal funds $31.0 $30.0 $30.0
Efficiency Measures
FTE's per 10,000/capita .225 .222 .218
Per capita cost (county support) $2.53 $2.49 $2.61
Account Payable warrants per week per 200 200 200
NP FTE
Employees paid monthly per Payroll FTE
1,345
1,345
1,400
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
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 1"
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
172
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,
telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Department
seeks approval from the Board of County Commissioners on all bids over $10,000.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
152,208
$ 157,830
$ 157,830 $ 162,916
Supplies
867
500
500
500
Purchased Services
6,260
87,275
92,507
92,507
Gross County Cost
$ 159,335 $
245,605 $ 250,837
$ 255,923
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
159,335 $ 245,605 $ 250,837
2
2.5
2.5
$ 255,923
2.5
SUMMARY OF CHANGES:
There are no substantial changes from 2013. The only minor change is the cost sharing of the
Director of General Services personnel costs which results in an increase in Net County Cost of
$5,232. Final budget adjustments include an increase in salaries of $5,086.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION: Approved as recommended.
173
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed
Dollar value of purchase cards
Number of formal bids
Number of Purchase Orders placed
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per Purchase Order
58.2 million
2.1 million
167
786
0.075
$0.599
$202.72
58.2 million
2.1 million
169
790
0.092
$.907
$310.89
58.2 million
2.1 million
170
800
0.0908
$.930
$319.90
Goal ES13: Ensure the timely acquisition of "best value' goods and services while maintaining integrity and
inclusion
DESIRED
OUTCOMES
PRELIMINARY PERFOR-
MANCE OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES13-1: An
efficient and
responsive
procurement
process
98% of internal and external users
satisfied with timeliness, overall
service, and quality
98% of internal
users satisfied
with timeliness,
overall service,
and quality
98 % of external
users satisfied
with timeliness,
overall service,
and quality
98% of internal
users satisfied
with timeliness,
overall service,
and quality
98% of external
users satisfied
with timeliness,
overall service,
and quality
98% of
internal users
satisfied with
timeliness,
overall service,
and quality
98% of
external users
satisfied with
timeliness,
overall service
and quality
ES13-2: Vendors
are assured open
and competitive
bidding
100% of purchases follow the
procurement process in the Weld
County Code.
100%
100%
100%
174
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
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.
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
FINAL
NEXT FY
Personnel Services
$ 543,140
$ 542,641
$ 610,815
$ 631,503
Supplies
95,041
171,000
184,650
184,650
Purchased Services
44,977
40,900
47,400
47,400
Fixed Charges
-43,193
-43,193
-28,517
-28,517
Capital
0
0
0
0
Gross County Cost
$ 639,965
$ 711,348
$ 814,348
$ 835,036
Revenue
1,000
0
Net County Cost
$ 638,965
$ 711,348
$ 814,348
$ 835,036
Budgeted Positions
6
6
7
7
SUMMARY OF CHANGES: Mid -year the trainer position ($67,174) budgeted in the Information
Services budget was transferred to this budget and HR assumed the training responsibilities.
The Information Services budget will be reduced by $67,174. Overtime is budgeted at $1,000.
Final budget adjustments include an increase in salaries of $20,688.
Supplies have also been increased by $13,650 as support for Oracle and other web/computer
support has increased by $6,900, as well as supplies needed for the training function.
Purchased services are up by $6,500 for items related to training, such as printing, registration
fees, books, publications and subscriptions. Advertising for vacant positions is up $2,000. The
charge back to Phone Services is $28,517 which is down since only 50% of the Office Tech III
position is allocated for the receptionist function.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increases for
the training function and other items are all justified.
BOARD ACTION: Approved as recommended.
175
HUMAN RESOURCES
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S)
Occupied FTE'S
Employees
Terminated/Resigned/Retired
Employees Hired
Turnover Rate
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Personnel served per FTE
1,322 1,300 1,400
1,300 1,245 1,300
150 110 100
100 110 100
11%
0.225 0.222 .263
$2.40 $2.63 $3.03
220 208 186
Goal ES14: Attract, develop and retain an effective diverse and dedicated team of employees.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES14-1:
Provide
departments
with best
qualified
personnel
Continue working with our
Departments in recruiting
and hiring efforts to
provide the best qualified
individuals for their open
positions.
Hiring
Managers see
ALL
applicants.
Continuing
filtering
applicants so
that Hiring
Managers see
only top10-12
applicants.
Hiring process streamlined -
Managers spend less time
with applications and only
see top candidates for their
positions. Freeing up their
time for other duties.
176
HUMAN RESOURCES
(CONTINUED)
1000-16400
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PeopleSoft
ePerformance
system
becomes
greater value
for our
Managers and
employees
Enhance PeopleSoft use for
our employees &
Managers. Continue to
create better evaluations
and data for all to see.
Continue to enhance
reporting to Enable
Managers to use
ePerformance as a
successful management
tool.
Managers put
basic info in
ePerformance
to look at
PAST
performance
Managers use ePerformance as a management
tool throughout the year to enable ability to track
& monitor skills year round. Evaluations become
better tool for managing performance level &
discussions had with employees on an ongoing
basis. Reporting delivered will enable managers
to monitor and hold staff accountable more
successfully.
ES14-3:
Workforce
skills to
support County
priorities
(leadership,
customer
service, fiscal
problem-
solving, etc)
County Skills
Training
Create and deliver training
programs in skills needed
for staff development.
Develop and initiate
leadership training for our
employees to enable them
to grow and be successful
as managers and leaders.
Work within our
Departments and outside
resources to offer specific
training to all County
employees to enhance their
skills and abilities on an
everyday basis. Included
is working with ACS on
Computer support (Excel
or other programs needed),
Development
in process
Currently in development Supervisor/Manager
training
Project 20-25 individual courses (2 courses or
seminars/month — offered several times during
that month for greater participation. that will be
available for employees/supervisors/managers to
participate in to grow skills and abilities
countywide.
Ongoing training at all levels will enhance the
skills and employee satisfaction and help reduce
turnover.
Enhance
Wellness
Program to
provide cost
savings and
benefits to
County and
employees
Continue to enhance
Wellness Program,
partnering with our
providers to provide
effective metrics and proof
of County cost savings.
Goal is to continue to reduce the health risks
affecting the individuals thereby affecting our
claims for both Health Insurance as well as
Workers Comp by .75% annually.
177
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,
and Federal Transit Authority rural transportation demand/response routes.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
110,356 $
0
$
Supplies
31
0
0
0
Purchased Services
12,311
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 122,698 $
0
$
0
$
0
Revenue
35,865
0
0
0
Net County Cost
$ 86,833
$
0
$
0
$
0
Budgeted Positions
10
n/a
n/a
n/a
SUMMARY OF CHANGES: On January 1, 2012, the State of Colorado contracted with First
Transit to do the Medicaid transports statewide. Prior to that date, Weld County provided the
Medicaid transport service and served as the Medicaid broker for the Weld County area. With
the Medicaid transports being done by First Transit, the ridership on the Weld County transit
vehicles dropped to one or less clients per day. As a result of the drop of ridership, the Board of
County Commissioners on February 7, 2012, decided to end the service effective February 20,
2012. The CDOT grant was terminated concurrently. The program will no longer be offered, so
there is no 2014 budget.
FINANCE/ADMINISTRATION RECOMMENDATION: N/A
BOARD ACTION: N/A
178
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, zoning, and the issuance of land use
entitlements. The department provides information, guidance, and assistance to Weld County
citizens and jurisdictions with land use decisions and community development activities.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 888,754
$ 1,045,207
$ 1,174,040
$ 1,150,132
Supplies
33,143
23,500
21,500
21,500
Purchased Services
717,769
721,221
743,185
743,185
Contra Account
-91,615
-157,015
-147,322
-147,322
Gross County Cost
$ 1,548,051
$ 1,632,913
$ 1,791,403
$ 1,767,495
Revenue
488,546
376,000
376,000
376,000
Net County Cost
$ 1,059,505
$ 1,256,913
$ 1,415,403
$ 1,391,495
Budgeted Positions
10.25
11.00
13.00
13.00
SUMMARY OF CHANGES: The department is requesting an additional Planner I ($72,092) and an
Office Tech IV ($56,741) due to the increased activity from the recovery of development and the oil
and gas activity. Supplies are down $2,000 due to computer software. Purchased services are up
$21,964 due the Engineering charge back amount ($17,118), travel and meeting expenses ($3,500)
and vehicle expense ($1,471). Revenues are budgeted at $376,000. Final budget adjustments
include a decrease in salaries of $23,908.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the two
additional positions. With the increase in activity in order to maintain a high level of customer service
and the goal of turning around permits in a timely manner the positions are justified. Revenue in the
Building Inspection budget more than offsets the costs. Other line item increases are also justified
based on increased activity.
BOARD ACTION: Approved as recommended. The new Planner position is funded for the full
year, but will not be filled until the workload justifies the need in 2014.
179
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 350 360 390
Number of administrative land use cases 275 300 325
Long Range Planning Work Outputs
Special Projects 1 2 2
Pre -Application Meetings 260 260 290
Code Revisions 4 4 4
Comp Plan Amendments 0 1 1
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 140 150 150
Case Clean Up (RE, SE, USR, Subdivisions) 154 50 50
Town/County Staff Outreach Meetings 12 12 12
Compliance Planning Work Outputs
Number of site visits 450 450 500
Number of violations issued 100 100 100
Number of violations to County Attorney 50 50 50
Average number of County Court hearings 30 40 40
(Vouchers) 0 40 40
Efficiency Measures
FTE's per 10,000/capita .385 .407 .472
Per capita cost (county support) $3.98 $4.64 $5.05
180
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU1: Increase
County departments,
DESIRED
OUTCOMES
effectiveness by maintaining regular communication with the public, outside agencies,
and the County Planning Commission.
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LUI-1: Improved
community access
to land use trend
information and
services
Revise website as needed but no less than
monthly
Implementation of Citizen Access
module in Accella.
Implement EDR (Electronic Document
Review)
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.
LUI-2: Prepare a
survey to gain
feedback from
customers on the
land use process
100%
75%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
LUI-3: Strong
relationships with
municipal planning
departments and
Staff attendance of monthly meetings
w/ Municipal planning staff
Attend one Annual Summit with
12
12
12
excellent
knowledge of
current regional
issues
municipal staff and conduct 2020 Forum
as precursor to Comp Plan Amendment
1
1
1
LUI-4: A well-
informed and
prepared Planning
Minimum of six Planning Commission
training sessions throughout 2013
6
6
6
Commission
A well-informed
and prepared Board
of Adjustment
Minimum of one BOA training sessions
throughout year
1
1
1
LII-5: Adequate
decision making
tools for BOCC
Update Ordinance and Policies per
Commissioner direction
100%
100%
100%
100% of special projects requested by the
Board are completed
100%
100%
100%
181
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU2: Plan for the long-term development and legacy of the County to ensure efficiency of services to
promote economical investments.
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
0
0
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
12
60%
12
75%
12
95%
Goal LU3: Provide consistency, quality, and thoughtful land use and transportation planning.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU3-1: Increased
nfill 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
LU3-2: 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
100%
100%
100%
182
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
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, Regional Crime Lab,
and Weld Business Park Administrative Buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,820,097
$ 1,871,103
$ 1,896,103
$ 1,966,493
Supplies
723,550
1,252,500
724,000
724,000
Purchased Services 3,471,669
2,995,600
3,597,850
3,597,850
Fixed Charges
155,723
21,000
21,000
21,000
Contra Account
- 206,031
- 240,000
- 210,000
- 210,000
Gross County Cost
$ 5,965,008 $ 5,900,203 $ 6,028,953 $ 6,099,343
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 5,965,008
28
$ 5,900,203
$ 6,028,953
$ 6,099,343
28
28
28
SUMMARY OF CHANGES: Personnel Services is up $25,000 to budget and recognize
overtime that has been historically spent to deal with emergencies in buildings. Supplies appear
to be down $528,000, but $480,000 of the change is the budgeting of the janitorial service
contracts in the Contract Services account instead of Janitorial Supplies. Other changes are
electrical supplies are up $15,000, small items of equipment for tools are up $5,000, and
uniforms are up $2,000. Final budget adjustments include an increase in salaries of $70,390.
Purchased Services are up $602,250 with $480,000 due to the budgeting of janitorial services in
Contract Services. The other increases are $30,000 for water increases, $10,000 for other
professional services, $18,000 for vehicle costs, and repair and maintenance of equipments is
up $100,000, with an offsetting reduction in other repairs of $25,000 and trash of $10,000.
Charge backs to reimbursable departments are down $30,000. Net county cost is up $128,750.
In 2014, the department will maintain approximately 1,353,924 square feet of building space at
an average cost of $4.50 per square foot, which is very good by industry standards. Most
entities are in the $7.50 to $10.00 per square foot range.
183
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases in
costs, including overtime, appear to be justified.
BOARD ACTION: Approved as recommended.
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 1.05
Per capita cost (county support) $22.41
Cost per square foot $4.55
1,309,924
1,309,924 1,353,924
535 535 535
7,300
7,300 7,300
1.03
$21.80
$4.50
1.02
$22.16
$4.50
Goal ES15: Plan, construct, and maintain well -designed County facilities in time to meet the needs of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
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%
184
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION SERVICES
BUDGET UNIT TITLE AND NUMBER: Information Services - - 1000-17300
DEPARTMENT DESCRIPTION: Information Services provides information technology support
services to Weld County and a few outside agencies via a contract with Affiliated Computer
Services, Inc. (ACS), a Xerox company.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
0
0
0
$ 4,270,822
Supplies
584,573
0
0
380,000
Purchased Services
3,858,919
4,106,597
5,053,374
110,120
Contra Account
- 1,481,973
- 1,490,000
- 1,200,000
- 1,200,000
Capital
72,023
1,400,000
1,400,000
800,000
Gross County Cost
$ 3,033,542
$ 4,016,597
$ 5,253,374
$ 4,360,942
Revenue
7,275
0
0
0
Net County Cost
Budgeted Positions
$ 3,026,267
0
$ 4,016,597
$ 5,253,374
$ 4,360,942
0
0
35
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 percent and a ceiling of
6.0 percent. Therefore, there will be a 3.5 percent COLA increase for 2014, for a total of
$4,160,924. There is $1,400,000 in the 2010 2014 Information Services Capital Plan budgeted
for software and hardware that will be allocated to 2014 projects by the IT Governance Board as
a recommendation to the Commissioners. Chargeback to reimbursable departments total
$1,200,000, which is down due the Paramedic Service being transferred to Banner Health. In
addition, there is $892,432 included in the budget for 7.5 new ACS positions. The positions are
three System Consulting Senior Analysts, one System Consulting Analysts, one Technical
Helpdesk Specialist, one Systems Technician, one Information Management Senior Specialist,
and a 0.5 FTE Information Security Analysts. In the E911 budget there is also a request for
another System Consulting Senior Analyst ($138,468). The net county cost will be $5,253,374,
which is up $1,236,777 from the current year's budget.
185
INFORMATION SERVICES
(CONTINUED)
1000-17300
FINANCE/ADMINISTRATION RECOMMENDATION: The additional staffing is being made
after a risk assessment and analysis of the workload demands as more and more technology
and devices have been added into the county's information technology environment. The Board
on July 10, 2013, requested a work session with ACS senior management to get a
comprehensive overview of the contract budget and the justifications for the requests. Based
upon those discussions the Board will determine whether or not to fund any or all of the newly
requested positions.
BOARD ACTION:On October 16, 2013, ACS and the Board of County Commissioners
amended the ACS computer services contract to amend the termination date from December
31, 2016 to December 31, 2013. Effective January 1, 2014, the county will perform its own
information technology service function with county employees. All ACS employees currently
employed at the Weld County site will be offered employment and a new Chief Information
Officer will be hired to direct the function. The 2014 final budget has been reconfigured to reflect
the organizational change. The net county cost will drop by $892,432 and there is $'18,534
unallocated in personnel service that can be used for added staff or other information
technology needs in 2014 over what would have been available under the ACS contract.
On October 28, 2013, The Board placed the Public Safety IT staff (Spillman) under
management of the Director of Public Safety Communications and moved seven (7) FTE and
$662,017 to the Criminal Justice Information (CJIS) budget unit (1000 22400). Personnel costs
were decreased $662,017, and the Contra Account for a chargeback to CJIS was reduced by
the corresponding amount of $662,017. The change had no impact on the Net County Costs.
No other changes.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal Computer systems
supported 1,550 1,500 1,540
Number of Personal Computer systems
installed/replaced 350 300 300
Number of staff trained 220 350 350
Number of applications supported 235 235 240
Number of applications upgraded 125 125 125
Efficiency Measures
FTE'S per 10,000/capita 1.277 1.515 1.271
Per capita cost (county support) $11.37 $14.84 $15.84
186
INFORMATION SERVICES
(CONTINUED)
1000-17300
Goal ES16: Capitalize on technology to improve service, increase efficiency and provide greater information
access and exchange.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
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
10,500,000
11,000,000
12,000,000
ES16-2: County
Imaged and electronically stored
Approximately
Approximately
Approximately
processes
improved through
information
technology
documents are more secure and safe
from loss through fire and other disasters
Savings from use of less paper and
5,500,000
Property
6,000,000
Property Portal
6,500,000
Property Portal
printer supplies
Portal
Being further
Being further
completed in
enhanced
enhanced
Savings in staff time when data is readily
2012
and easily available
Online filing
Online filing
Increased efficiency of staff
Online filing
of declarations
of declarations
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
Will track and
report
quarterly
Will track and
report
quarterly
ES16-5:
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
quarterly
Will track and
report
quarterly
Will track and
report
quarterly
187
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION SERVICES
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, a Xerox company.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
104,050
89,354
89,754
89,754
Purchased Services
144,669
61,845
146,845
146,845
Fixed Charges
0
18,000
18,000
18,000
Capital
0
12,500
12,500
12,500
Gross County Cost
$ 248,719
$ 181,699
$ 267,099
$ 267,099
Revenue
78,030
50,000
50,000
50,000
Net County Cost
$ 170,689
$ 131,699
$ 217,099
$ 217,099
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: The expenses for the budget are up $85,400. The largest change
in the GIS budget is the acquisition of new aerial imagery in 2014. Some areas of the county
have not been updated for over 6 7 years. The last imagery was obtained in 2012 as part of a
DRCOG regional effort for the southern portion of the county only. Participation in the DRCOG
2014 imagery project will again be the most cost effective method to obtain some of the new
imagery. A cost sharing program with the larger municipalities (Greeley, Evans, and Windsor)
may reduce the estimated $135,000 2014 cost. Software costs are up $400 for license and
maintenance agreements. Revenue from sale of GIS data is $50,000.
The department has made a Technology and Innovation Strategic Investment Retpaest
acquire a custom aerial imagery product, called Pictometry, for the more densely populated
portion of SW Weld County. This product is an advancement over traditional orthophotography
as it provides oblique perspective images at 3" or 9" resolution. If approved and collected, this
imagery could be used to reduce the burden of field inspections in the Assessor's Office, serve
as an investigative and response tool for the Sherriff's office, and may likely prove useful for
various other business applications in County Departments such as Public Works and Planning.
The total cost of this project in FY14 has been quoted at $379,748.
188
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The IT
Governance Committee is in concurrence that the aerial imagery needs to be updated since it
has been a few years since some areas of the county have been updated. As indicated it may
not take the full $135,000 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.
If the Technology and Innovation Strategic Investment Request to acquire a custom aerial
imagery product, called Pictometry, is approved the county may not need both products in 2014.
According to the software vendor, it seems likely that many of the use cases for traditional
orthophotography could be met by the Pictometry product. Over the next few months,
GIS would need to evaluate the footprints of Pictometry and ensure that the coverage is
sufficient to meet the business needs of the County, and GIS would need to invite Pictometry to
give a technical briefing to ensure our understanding of the product is accurate. It is
recommended that $135,000 be administratively frozen until a decision is made about
Pictometry
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 124,100 125,000 128,000
# Parcels Updated 600 600 600
# Available Coverage (Layers) in GIS 3,200 3,200 3,200
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000 0.000
Per capita costs (County support) $0.64 $0.49 $0.79
GOALS/DESIRED OUTCOMES/KEY PERFORMANCBNDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
189
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Innovation and Technology Projects - - 1000-17375
DEPARTMENT DESCRIPTION: Innovation and Technology Projects focus on how to take
advantage of innovative technological solutions for service delivery in county government, help
in reengineering county practices and policies to determine the most efficient ways to conduct
business, to help departments determine how to consolidate the delivery of any redundant
services, and to realize the maximum potential of new technologies that Weld County can
implement.
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
315,405
2,000,000
2,000,000
2,000,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 315,405
$ 2,000,000
$ 2,000,000
$ 2,000,000
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
315,405
2,000,000
0
0
2,000,000 $ 2,000,000
0
0
SUMMARY OF CHANGES: This budget provides the financial resources to pay for the upfront
study costs and new technology or equipment identified in the process. As county departments
identify opportunities to make improvements in their departments operations through a
technology or other innovation investment, the department can tap into funds set aside in this
budget for the technology and innovation projects. Long term, the technology and innovation
investments should provide a reasonable return on investment (ROI). The Board of Weld
County Commissioners has approved the technology and innovation investment program and
process for 2014. The project submitted for 2014 include the list on the following page.
190
INNOVATION AND TECHNOLOGY PROJECTS
(CONTINUED)
1000-17375
DEPARTMENT
Environmental Health
Planning
GIS
Assessor
Sheriff
Sheriff
Sheriff
Sheriff
Sheriff
ACS
ACS
CTB
CTB
PROJECT COST
Inspection Mobil Application Development
Interactive Voice Response - Accela
Pictometry - SW Weld
Mobile Technology for Field Staff
Biometric Intelligence and Identification Technology (IRIS)
Thin Client and Docking Station (Training Station)
CyberTech Interface
Ipads for Field Officers
Sani DefenX Cabinet & Sani DefenX VE
(sanaitize and disinfect equipment and areas in jail)
Remote Computing Environment
MS SQL Always on Cluster Running HA and DR
Oil and Gas Data Management System
Meeting Management System
$27,807
66,900
379,748
54,700
27,910
79,000
66,969
9,130
34,000
138,000
235,508
25,000
25,000
TOTAL $1,169,672
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that $2,000,000 be
funded in the 2014 budget for projects. No final recommendations are being made regarding
any of the above projects, pending review by the IT Governance Committee. Their
recommendations will be submitted to the Board prior to the October budget work sessions.
BOARD ACTION: The Board of County Commissioners approved three projects for 2014
funding: Thin Client and Docking Station, 'pad for Field Officers, and MSSQL Always on Cluster
Running High Availability (HA) and Disaster Recovery (DR). Pictometry, the two oil and gas
projects, and Sani DefenX Cabinet & Sani DefenX VE projects were withdrawn by
departments. The Assessor's Mobile Technology for field staff project was funded in 2013. All
other projects were not recommended or approved.
The approved projects total $323,638. The Board decided to leave the entire $2,000,000 in the
budget as a contingency for unanticipated projects, such election equipment, Spillman public
safety computer system, and a new Assessor system.
191
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
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
FINAL
NEXT FY
Personnel Services
$ 188,639
$ 174,287
$ 174,287
$ 191,586
Supplies
91,578
87,500
87,500
87,500
Purchased Services
72,662
86,180
86,180
86,180
Fixed Charges
948
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 353,827
$ 347,967
$ 347,967
$ 365,266
Revenue
250,143
277,500
277,500
277,500
Net County Cost
$ 103,684
$ 70,467
$ 70,467
$ 87,766
Budgeted Positions
3
3
3
3
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of
$17,299.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
192
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,632 2,750 2,800
Mail Pieces 700,000 700,000 700,000
Supply Orders 1,201 1,250 1,300
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
0.113
0.111 0.109
$0.390 $0.260
$0.319
Goal ES17: Deliver timely, high quality and cost-effective printing and supp y services to County
departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES17-1: User
friendly printing
services to meet
expanding user
needs
98% of users satisfied with quality and
timeliness of services
99%
99%
99%
193
SEVEN YEAR TREND
Sheriffs Office Local Costs
$34
$33
$32
$31
$30
co
O $29
J
$28
$27
$26
$25
$24
2008
2009
2010
2011
194
2012
2013
2014
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
FINAL
NEXT FY
Personnel Services
$ 27,458,602
$ 27,496,855
$ 28,316,102
$ 29,056,670
Supplies
709,658
810,312
954,371
954,371
Purchased Services
5,470,173
6,316,892
6,540,308
6,494,909
Fixed Charges
-39,407
-53,876
-48,776
-48,776
Capital
7,924
50,000
46,300
46,300
Gross County Cost
$ 33,606,950
$ 34,620,183
$ 35,808,305
$ 36,503,474
Revenue
3,555,450
3,504,472
3,705,663
3,705,663
Net County Cost
$ 30,051,500
$ 31,115,711
$ 32,102,642
$ 32,797,811
Budget Positions
344.25
346.25
358.25
356.25
SUMMARY OF CHANGES: See individual budget units
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See Individual budget units.
195
SHERIFF'S OFFICE
PUBLIC SAFETY BUREAU
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriff's Office Mission Statement: "The mission of the Weld County Sheriffs Office is to provide excellent
customer service, improve quality of life, and protect the Constitutional rights of all people."
Public Safety Bureau Mission Statement: "The Public Safety Bureau will work proactively with communities to
build partnerships and solve problems"
Goal PS PSB 1: Protecting the well being of the citizens of Weld County
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS PSB 1-1:
(1) Total number of UCR coded Persons
Crimes
(1) 83
(1) 75
(1) 70
Proactively work
to reduce crime
(2) Total number of UCR coded
Property Crimes
(3) Total NIBR reported crime for Weld
County Sheriffs Office Jurisdiction
(2) 741
(3) 1526
(2) 750
(3) 1613
(2) 739
(3) 1701
(1) Total submissions to the crime lab
PS PSB 1-2:
(2) Total cases generated
(1) 1150
(1) 751
(1) 700
Identify crime
(3) Total pieces of evidence processed
trends and
effectiveness of
forensic science to
reduce crime
(2) 711
(3) 2643
(2) 840
(3) 4498
(2) 991
(3) 7646
(1) Total traffic accidents in Sheriff's
(1) 598
(1) 640
(1) 619
PS PSB 1-3:
Office Jurisdiction
Traffic Safety
(2) Total traffic tickets
(3) Total model traffic tickets
(2) 2935
(2) 2680
(2) 2447
(4) Total written warnings
(5) Alcohol related crashes in Sheriff's
(3) 2335
(3) 1686
(3) 1214
Office Jurisdiction
(6) Traffic fatalities
(4) 978
(4) 2268
(4) 5260
(5) 34
(5) 32
(5) 30
(6) 39
(6) 30
(6) 26
(1) Maximize the rate of property
Recovered
Recovered
Recovered
PS PSB 1-4:
recovery by monitoring the reported value
$1,036,046
$1,139,650
$1,342,197
Recover victim
of recovered property in relation to the
Stolen
Stolen
Stolen
property
reported value of stolen property (reported
$3,580,158
$3,938,174
$4,331,191
in NIBR for Sheriffs Office jurisdiction)
Rate
Rate
Rate
29%
30%
31%
PS PSB 1-5:
Service of civil
(1) Total civil process served/attempted
(2) Total civil process served by public
(1) 6732
(1) 6622
(1) 6514
process
safety deputies.
(2) 2132
(2) 1350
(2) 855
196
SHERIFF'S OFFICE
PUBLIC SAFETY BUREAU
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal PS PSB 2: Establish and maintain meaningful communication with the citizens of Weld County
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
(1) Advocate contacts for Sheriffs Office
PS PSB 2-1:
Service area
(1) 1242
(1) 952
(1) 730
Inform victims of
restorative
services available
to them in the
community
(1) Number of required violent sexual
PS PSB 2-2:
offender notifications.
(1) 0
(1) 0
(1) 0
Appropriate
(2) Number of registered sex offenders for
dissemination of
public safety
unincorporated Weld County and the
jurisdictions serviced by the Weld County
(2) 170
(2) 170
(2) 170
information
Sheriffs Office for sex offender
registration.
(3) 1
(3) 1
(3) 1
(3) Number of reverse 911 calls
(4) Unk
(4) 64
(4) 80
(4) Number of press releases
PS PSB 2-3
(1) Total number of people graduating
from citizen's academy per year.
(1) 18
(1)20
(1)25
Establish and
(2) Monitoring of total number of
maintain law
enforcement
partnerships with
the community
community events and public
demonstrations. (events/hours dedicated)
(2) 247/1277
(2) 308/1412
(2) 308/1412
*Due to the adoption of the Spillman RMS system, many of the statistical measurements that were previously
reported are no longer readily available and were modified to the listings above.
197
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Mission Statement: To accept and lawfully hold prisoners in a safe, humane and wholesomeenvironment
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:
Inmates comply
with facility rules
and regulations
(1) The number of rule violations in the
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
3.34
78
3.75
.500
3.50
.75
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
.046
.045
.045
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
92.8%
96.5%
101%
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
.009
.010
.010
PS OSB 1-4:
Inmates have
access to a
continuum of
health care
consistent with
that available in
(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
.19
the 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
20.5
198
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
PS OSB 1-5:
Inmates have
opportunities to
improve
themselves while
confined
(1) The number of inmates participating in
the In -To -Work program 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
(2) The number of inmates graduating the
In -To -Work program 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
20.2%
9.2%
15.0%
8.0%
24.0%
16.0%
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)
PS OSB 2-1:
(1) The average daily population of work
Secure county jail
release and electronic home detention
beds are used
programs in the past 12 months divided by
efficiently and
the average daily population of all
effectively
offenders supervised by the Sheriffs
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
(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 of jail bed days in the past 12
months
(4) The number of jail 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
(5) The number of jail bed days used by
other than the county/district courts in the
past 12 months divided b y the total
number of jail bed days in the past 12
months
ACTUAL
ESTIMATED
PROJECTED
30.2%
37.6%
60.6%
35.8%
3.6%
30.1%
38.0%
61.5%
36.5%
2.0%
31.0%
38.0%
61.5%
36.5%
2.0%
199
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
PS OSB 2-2:
Jail alternative
(1) The number of clients successfully
completing the work release program in
programs
effectively
supervise clients
the past 12 months divided by the number
of clients admitted to the work release
program in the past 12 months
83.5%
84.5%
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
99.2%
97.5%
98.5%
200
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
Sheriff's Office. This budget unit provides for policy development, formulation of written
directives and overall direction by the Sheriff and upper agency staff. Typical activities
performed within this budget unit include, but are not limited to, professional standards and
internal affairs, clerical staff support, staff training, agency procurement, Human Resources
Department support, recruiting, selection, personal uniform and equipment issue, agency
service billing, civil process service and lobby counter service access to the public.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,569,316
$ 1,597,578
$ 1,760,003
$ 1,766,359
Supplies
181,606
108,646
155,858
155,858
Purchased Services
89,764
126,089
133,089
133,089
Fixed Charges
5,795
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,846,481
$ 1,832,313
$ 2,048,950
$ 2,055,306
Revenue
343,255
295,007
463,500
463,500
Net County Cost
$ 1,503,226
$ 1,537,306
$ 1,585,450
$ 1,591,806
Budget Positions
20.0
20.0
23.0
22.0
SUMMARY OF CHANGES: Increase in Personnel Services reflects two Office Technician III
positions ($88,044) that were approved and filled mid -year in 2013 due to the increased volume
of Concealed Carry Weapon permits, and $74,381 for the requested Polygraph
Examiner/Applicant Coordinator position. Final budget adjustments include an increase in
salaries of $50,378.
An increase of $44,212 in uniform and clothing represents the annual uniform allowance
including additional replacement protective vest equipment and uniform costs for the projected
three OSB Academies and one PSB Academy in 2014. $3,000 is included for new computer
equipment and software. Increase in out of town expense ($2,405) and tuition expense ($2,925)
is attributable to the training needed for a Polygraph Examiner/Applicant Coordinator position.
The increase in revenue of $168,493 represents the projected increase in revenue from
Concealed Carry Weapon permits issued by the Weld County Sheriff's Office. This revenue
offsets the added costs of the two Office Technician III positions.
FINANCE/ADMINISTRATION RECOMMENDATION: The recommend budget includes funding
for the addition of the two Office Technician III positions ($88,044) that were approved mid -year
in 2013 due to the increased volume of Concealed Carry Weapon permits. However, in the final
budget only one permanent Office Technician III is recommended based upon a workload report
done on August 6, 2013, that indicated one position is adequate. The number of permits has
tripled. The added revenue more than offsets the added costs. Policy issue.
201
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): The addition of the
Polygraph Examiner/Applicant Coordinator position is recommended. The Sheriff is requesting
the position to deal with all the applicants for patrol, and correctional officers. Right now the
function is being done by the Director of Work Release and a Commander, which is taking a
great deal of their time (over 500 hours per year) and is not an efficient use of their time. In
addition to conducting polygraphs the Internal Affairs Commander spends an estimated average
of 20 hours per week to oversee the applicant process for the Sheriff's Office. This new position
will streamline operations in the processing of applicants and provide for a more robust and
timely application cycle in order to fill the continuing need for new corrections officdrbe
position will also do the polygraphs for WCRCC. Beyond applicants this position would also
enhance the Sheriff's Office investigative capabilities by providing polygraph support for ongoing
investigations.
By recommending this position the additional Commander requested in the Centennial Jail
budget is not recommended. The Polygraph Examiner/Applicant Coordinator position should
free up the Commanders' time enough to avoid adding another Commander position, plus the
Fugitive Warrant position added last year has been transferred to Operations reducing the
current supervision requirements in the area. If the position is approved the training costs of
$5,330 for the Polygraph Examiner/Applicant Coordinator position are needed. Funding is
included in the budget for the Polygraph Examiner/Applicant Coordinator position, but is a policy
issue for the Board.
The additional cost of $44,212 in uniform and clothing represents the annual uniform allowance
including additional replacement protective vest equipment and uniform costs for the projected
three OSB Academies and one PSB Academy in 2014, appear justified. All other items
recommended as requested.
BOARD ACTIONBoard approved the budget as recommended, except for one Office
Technician III position for Concealed Carry Weapon permit ($44,022)
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received
Concealed Weapon Permits Issued
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
7,630 7,401 7,656
1,097 937 3,865
.75 .74 .72
$5.65 $5.68 $5.78
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
202
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
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 5,969,365
$ 6,023,260
$ 6,088,992
$ 6,271,575
Supplies
121,048
275,000
298,148
298,148
Purchased Services
1,016,341
946,745
960,840
960,840
Fixed Charges
2,812
0
0
0
Capital
0
35,000
35,000
35,000
Gross County Cost
$ 7,109,566
$ 7,280,005
$ 7,382,980
$ 7,565,563
Revenue
102,462
41,040
41,040
41,040
Net County Cost
Budgeted Positions
$ 7,007,104
63.75
$ 7,238,965
$ 7,341,940
$ 7,524,523
63.75
64.75
64.75
SUMMARY OF CHANGES: A Fugitive Deputy position was approved and filled in the 2013
budget and initially accounted for in the Offender Supervision Bureau budget. Supervision of
that position will transfer to the Public Safety Bureau Operations in 2014 and will result in the
shifting of the associated costs ($65,732) to the Public Safety Bureau from the Offender
Supervision Bureau. Final budget adjustments include an increase in salaries of $182,583.
The cost of ammunition and weapons continues to increase, especially over the last year which
results in an approximate budgetary increase of $20,254. Phone costs are up $12,080, and
small equipment $2,894.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The transfer of
the Fugitive Deputy position to Operations seems appropriate. The Fugitive Deputy position was
approved in 2013 as a pilot program. The effectiveness of the position was to be reviewtt
the Board during the 2014 budget process. Based upon initial data the position appears to be
accomplishing what it was intended to do by apprehending fugitives with outstanding warrants.
Funding is included in the 2014 budget, but continued funding is a policy issue for the Board.
Ammunition costs are up due to the demand for the product by private gun owners.
BOARD ACTION: Approved as recommended.
203
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Adult Arrest
Juvenile Arrest
Total Citations
Dispatched Calls for Service
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
970 910 854
44 41 38
4,358 4,047 3,758
43,449 43,416 43,383
2.55
$29.98
2.36 2.35
$31.43 $27.33
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
*The method for calculating Part B Offenses has been modified which is reflected in the above
projected number.
204
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 safety.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 898,110
$ 860,675
$ 860,675
$ 886,878
Supplies
22,832
35,500
29,895
29,895
Purchased Services
128,504
171,308
170,601
170,601
Fixed Charges
0
0
0
Capital
0
0
0
Gross County Cost
$ 1,049,446
$ 1,067,483 $ 1,061,171 $ 1, 087,374
Revenue
300,252
282,500
297,500
297,500
Net County Cost
$ 749,194
$ 784,983
$ 763,671
$ 789,874
Budget Positions
10.0
10.0
10.0
10.0
SUMMARY OF CHANGES: Expenses are down in small equipment by $5,605, and tuition is
down $707 for a drop in gross county costs of $6,312. Final budget adjustments include an
increase in salaries of $26,203.
Revenues from traffic fines are predicted to slightly increase in 2014 by $15,000. Traffic arrests
and contacts are continuing to follow a downward nationwide trend although our recently
adopted model for supervision of the traffic unit (adopted mid May 2013) has generated
increased activity in work output statistical categories.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
205
TRAFFIC CONTROL
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECT
ED
Work Outputs
Total Traffic Stops 8,892 11,658 15,272
MTC Tickets Issued 2,335 2,335 2,452
Total Traffic Warnings 5,261 7,560 10,864
Accident Reports Investigated 598 741 918
Alcohol Related Driving Investigations 184 144 113
Certified VIN Inspections 154 117 89
Efficiency Measures
FTE's per 10,000/capita .413 .370 .363
Per capita net cost $2.81 $2.90 $2.87
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
206
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
REQUESTEDN
EXT FY
FINAL
NEXT FY
Personnel Services
$ 850,110
$ 766,148
$ 766,148
$ 802,623
Supplies
59
6,500
6,500
6,500
Purchased Services
68,040
105,134
105,134
105,134
Fixed Charges
0
Capital
0
Gross County Cost
$ 918,209
$ 877,782
$ 877,782
$ 914,257
Revenue
830,524
956,653
956,653
956,653
Net County Cost
Budgeted Positions
$ 87,685
9.5
-78,871
9.5
-78,871
9.5
-42,396
9.5
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of
$36,475. Rates for each contract are reviewed as then are renewed.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
207
CONTRACT SERVICES
(CONTINUED)
1000-21220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched calls
5,884 6,582 7,363
Number of Case Reports 939 1,095 1,277
Efficiency Measures
FTE's per 10,000/capita 0.357 0.351 0.350
Per capita cost (county support) $ - 0.33 $ - 0.29 $ - 0.15
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: 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
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 145,688
$ 164,494
$ 164,494
$ 171,471
Supplies
2,372
4,200
6,115
6,115
Purchased Services
108,564
122,648
123,495
123,495
Fixed Charges
- 85,000
-85,000
-85,000
-85,000
Capital
0
0
0
Gross County Cost
$ 171,624
$ 206,342
$ 209,104
$ 216,081
Revenue
0
0
0
Net County Cost
Budgeted Positions
171,624
3.0
206,342
3.0
209,104
3.0
216,081
3.0
SUMMARY OF CHANGES: No significant changes are being recommended although the
costs for some routinely used small items of equipment purchases have increased by $1,915.
Tuition for training is up $847. Final budget adjustments include an increase in salaries of
$6,977.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Small increases
appear justified.
BOARD ACTION: Approved as recommended.
209
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,194 2,348 2,349
Animals Transported to Shelter 549 587 587
Efficiency Measures
FTE's per 10,000/capita 0.113 0.111 .109
Per capita cost (county support) $0.63 $0.76 $0.78
Miles Driven per Call for Service 41.99 35.57 35.57
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
210
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
FINAL
NEXT FY
Personnel Services
$ 207,904
$ 204,516
$ 204,516
$ 223,476
Supplies
27,311
17,000
17,800
17,800
Purchased Services
44,475
50,700
52,943
52,943
Fixed Charges
31,907
31,124
31,124
31,124
Capital
7,924
15,000
11,300
11,300
Gross County Cost
$ 319,521
$ 318,340
$ 317,683
$ 336,643
Revenue
107,711
134,595
134,595
134,595
Net County Cost
$ 211,810
$ 183,745
$ 183,088
$ 202,048
Budget Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: Supplies are up $800, and professional services are up $2,000.
Capital is down $3,700 for a net decrease in costs of $657. Revenues remain unchanged. Final
budget adjustments include an increase in salaries of $18,960.
FINANCE/ADMINISTRATION RECOMMENDATION: The functionality of the regional crime
lab is anticipated to go through some slight changes for the upcoming budget year with the
completion of a stand alone facility. With 2014 being the first full fiscal year for the new lab
facility, the budgetary recommendations for 2014 could only be predicted based off of the
previous lab arrangement, but every attempt was made to keep the budget recommendation as
static as possible. Recommend approval.
BOARD ACTION:Approved as recommended. The cost sharing with other participating law
enforcement agencies for the building maintenance and associated costs for the new crime lab
facility will be accounted for in Enterprise Fund (5200-27100).
211
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases/items completed — drugs and arson 850/1,500 307/493 260/1,200
computer forensics, latent prints, shoe and WCSO/GPD
tire tracks, DNA only
900/2,600 all
lab staff except
CBI
Court Testimony 30 24 16
appearances appearances appearances
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Effectiveness Measures (desired results)
Quality Audit
Proficiency Testing (Test Run/Errors)
0.75 .073 .072
$0.80 $0.68 $0.73
6 6
5/0 5/0
6
7/0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
212
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
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $ 136,407 $
120,699 $ 120,699 $
130,828
Supplies
3,936
2,500
2,500
2,500
Purchased Services
8,445
28,819
28,819
28,819
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 148,788
$ 152,018
$ 152,018
$ 162,147
Revenue
60,828
96,077
62,800
62,800
Net County Cost
Budgeted Positions
$ 87,960
2.0
55,941
2.0
$ 89,218
2.0
$ 99,347
2.0
SUMMARY OF CHANGES: In 2013, the victim services unit was given the indication that
additional grant funding would be available that has not materialized. The 2014 proposal shows
decreased revenues from 2013 of $33,277 reflecting alignment from budgeted grant amounts
from previous years. Final budget adjustments include an increase in salaries of $10,129.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
213
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,081 1,160
Victims served per 10,000/capita 40.62 42.87
Efficiency Measures
FTE's per 10,000/capita 0.075 0.074
Per capita cost (county support) $0.33 $0.21
1,200
43.59
0.072
$0.36
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: 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
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 96,870
$ 109,516
$ 109,516
$ 112,144
Supplies
0
0
0
0
Purchased Services
74,748
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 171,618
$ 109,516
$ 109,516
$ 112,144
Revenue
4,500
0
0
0
Net County Cost
$ 167,118
$ 109,516
$ 109,516
$ 112,144
Budgeted Positions
1.0
1.0
1.0
1.0
SUMMARY OF CHANGES: The Multi -jurisdictional Drug Task Force is not anticipating any
significant work practice or personnel changes for 201tinal budget adjustments include an
increase in salaries of $2,628. No other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
215
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 167 189 214
Drug Arrests 145 207 296
Search Warrants Executed 33 39 46
Cocaine Seizures (Kilos) 8 3 1
Methamphetamine Seizures (Pounds) 9 4 2
Marijuana Seizures (Pounds) 17 166 1,621
Meth Lab Seized 1 0 0
Efficiency Measures
FTE's per 10,000/capita 0.038 0.037 0.036
Per capita cost (county support) $0.56 $0.41 $0.41
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
216
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: North Jail Complex - - 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
FINAL
NEXT FY
Personnel Services
$ 14,817,831
$ 14,661,306
$ 15,157,999
$ 15,625,927
Supplies
301,413
303,209
370,263
370,263
Purchased Services
3,417,421
4,049,760
4,246,837
4,201,438
Fixed Charges
3,429
0
5,100
5,100
Capital
0
0
0
0
Gross County Cost
$ 18,540,094
$ 19,014,275
$ 19,780,199
$ 20,202,728
Revenue
931,868
738,200
785,250
785,250
Net County Cost
Budgeted Positions
$ 17,608,226
197.0
$ 18,276,075
$ 18,994,949
197.0
204.0
$ 19,417,478
204.0
SUMMARY OF CHANGES: Personnel services costs increased by $496,693. This increase is
based on the need for additional operating capacity. Adding six corrections officers ($396,346)
and one security commander ($94,278) will allow for an increase in capacity of approximately
54 beds. In addition there is a request to upgrade the Booking Manager position to grade 43 at
a cost of $6,069. Final budget adjustments include an increase in salaries of $495,928.
Increasing capacity by 54 beds reflects the increase of $67,054 in inmate supplies. The jail will
experience some inflationary cost increases for medical services in 2014. In addition the
medical provider is requesting an additional $15,478 for two hours per week of a dentist and
dental assistant and $42,110 for 4 hours per week for additional psychiatrist for a total increase
of $150,228. Other professional services are also up for contracted food services ($46,864).
FINANCE/ADMINISTRATION RECOMMENDATION (Continuedhe seven positions
(4 -Correctional Officer II, 2 -Correctional Officer III, and one Commander) are recommended.
Twenty-nine posts are needed to operate the current 630 bed operational maximum capacity.
Facility operations begin to have some disruption when the average census exceeds 80% of
maximum operational capacity. The higher the percentage of occupancy above the 80%
threshold, the greater the disruption and risk to facility safety and security. The average census
through June is 597 and trending higher. That is approximately 94% of current maximum
operational capacity. In 201,1 one Commander position and six vacant correctional officer
positions were eliminated as a cost cutting strategy. The seven positions were part of the
master staffing plan for the North Jail in anticipating of operating 54 additional beds. The
positions are now necessary due to the need for additional operating capacity. Counting the 54
beds currently there are 149 extra beds which allow the delay for any new jail construction until
2018-2020 timeframe.
217
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
It is recommended that the additional seven positions for the jail not be filled until there has
been an opportunity to evaluate the inmate jail population projections in regards to the impact of
House Bill 13-1236, which was signed into law on May 11, 2013. HB 13 1236 amends the way
Judges are to administer bail in Colorado. The new law incorporates three of four
recommendations passed by the Colorado Commission on Criminal and Juvenile Justice. Those
three recommendations are: (1) Implement Evidence Based Decision Making Practices and
Standardized Bail Release Decision Making Guidelines (including the use of empirically
developed risk assessment instruments), (2) Discourage the Use of Financial Bond for Pretrial
Detainees and Reduce the Use of Bonding Schedules and (3) Expand and Improve Pretrial
Approaches and Opportunities in Colorado.
A Pretrial Service Specialist has been recommended in Justice Services budget to
accommodate this new law. One of the intents of the law is by identifying appropriate risk of
defendants, the Courts are able to release safely individuals from jail to attend to all of their
Court requirements while remaining law abiding. The increase in pretrial assessments
completed will directly influence the number of defendants sent to the program for pretrial
(community) supervision, instead of to jail, so the jail inmate population should be reduced by
this program. The question is will the impact of HB 13-1236 allow the county to delay adding the
54 new inmate beds in 2014?
The booking manager position has evolved into mid management with functional responsibility
for the supervision of seven first line shift supervisors and 21 booking and office technicians
working 24 hours daily. The booking manager is on call and frequently contacted outside of
regular business hours when booking shift supervisors encounter unusual situations. This
position also is the Offender Supervision Bureau records custodian and the Jail Management
System, (SPILLMAN), liaison and super user for the bureau; responsible for coordination and
training. Based upon the job requirements the upgrade from grade 40 to grade 43 is
recommended.
All other items are recommended as requested.
BOARD ACTION: Board approved the budget as recommended, except:
alit medical contract was reduced by $33,399 due to the cost of living adjustment being
3.9% versus 5.0%.
With the approval of the Thin Client and Docking Stations innovation and technology
project approval the projected return on investment reduced overtime by $28,000, and
printing costs by $12,000.
218
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Secure Jail Population Daily 575 608 630
Avg. Work Release Clients Daily 200 200 200
Avg. Electronic Home Monitoring Daily 65 70 68
Total Offenders Under Supervision Daily 840 878 898
All Offenders Processed Into Facilities 14,750 15,000 15,250
Number of Offenders Transported to 18,750 19,750 20,500
Court Appearances
New Correctional Officers Entering 30 30 45
Basic Training
Efficiency Measures
Offender Supervision FTE's per 8.76 8.68 8.83
10,000 Capita
Per capita net cost $75.40 $77.89 $81.02
Avg. Medical Cost Per Inmate Daily $12.54 $13.95 $13.98
Avg. Food Cost Per Inmate Daily $3.65 $3.33 $3.42
Secure Facility Occupancy Rate 93% 99% 92%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSe Offender
Supervision Bureau Performance Indicators for North Jail Complex (1000-24410) Summary.
219
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Centennial Jail - - 1000-24420
DEPARTMENT DESCRIPTION: Colorado Revised Statute 3O1- 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 164- 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
FINAL
NEXT FY
Personnel Services
$ 2,767,001
$ 2,988,663
$ 3,083,060
$ 3,065,389
Supplies
49,081
57,757
67,292
67,292
Purchased Services
513,871
715,689
718,550
718,550
Fixed Charges
1,650
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,331,603
$ 3,762,109
$ 3,868,902
$ 3,851,231
Revenue
874,050
960,400
964,325
964,325
Net County Cost
Budgeted Positions
$ 2,457,553 $ 2,801,709 $ 2,904,577
36.0
38.0
39.0
$ 2,886,906
38.0
SUMMARY OF CHANGES: Restructuring within the Sheriff's Office transferred the one
Fugitive officer to the Public Safety Bureau in 2013 ($65,732). One additional Courts Services
commander ($94,278) and one Office Technician III ($44,564) has been requested in the 2014
budget to meet current needs as it relates to effective supervision and span of control. The
transfer of the fugitive officer and the additional personnel requests reflects an overall increase
in the personnel services of $94,397. An increase in supplies of $9,535 reflects the need to
purchase three APX 4000 Motorola radios to replace aging equipment. A slight increase of
$2,811 in purchased services reflects price increases in inmate supplies. Revenue is projected
up slightly by $3,925. Final budget adjustments include an increase in salaries of $97,894.
FINANCE/ADMINISTRATION RECOMMENDATION: As discussed in Sheriff Administration
budget (1000-21100), since the Polygraph Examiner/Applicant Coordinator position is
recommended the additional Commander requested in the Centennial Jail budget is not
recommended and funds are not included in the 2014 recommended budget. TlRelygraph
Examiner/Applicant Coordinator position should free up the Commanders' time enough to avoid
adding another Commander position, plus the Fugitive Warrant position added last year has
been transferred to Operations reducing the current supervision requirements in the area. Policy
issue.
220
CENTENNIAL JAIL
(CONTINUED)
1000-24420
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): The Office Tech III position
is recommended and funding included in the 2014 budget. With the increase in court transports
and appearances, similar increases in workloads have increased for the court officers. The
requested Office Tech III position is necessary to provide support to the court officers, by
assuming some functions such as reviewing court dockets, updating court dates in the jail
management system and assisting the transportation coordinator. Court officers currently spend
approximately 1 hour of their shift reviewing court dockets for their assigned division and
updating the jail management system. The requested office technician will assume these
duties, as well as others, allowing court officers to utilize their time conducting cosethou
security checks, transportation and supervision of inmates to and from court. Policy issue.
All other items are recommended as requested.
BOARD ACTION: Board approved the budget as recommended. The additional Commander
position requested in the Centennial Jail budget was not approved.
PERFORMANCE MEASURES: Included in North Jail Complex (1000-24410) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSe Offender
Supervision Bureau Performance Indicators.
221
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
FINAL
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
Budgeted Positions
0
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 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES: See North Jail budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSe Offender
Supervision Bureau Performance Indicators.
222
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County -wide Communications - - 1000-22100
DEPARTMENT DESCRIPTION: Provides dispatch services for 18 law enforcement agencies,
20 fire departments, 3 rescue/ambulance departments, plus local government including public
works.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 254,058
$ 5,326,246
$ 5,699,696
Supplies
97,234
36,255
14,445
14,445
Purchased Services
2,472,957
2,850,108
1,687,081
1,548,613
Fixed Charges
71,868
0
0
0
Gross County Cost
$ 2,642,059
$ 3,140,421
$ 7,027,772
$ 7,262,754
Revenue
483,736
661,377
2,577,327
2,577,327
Net County Cost
$ 2,158,323
$ 2,479,044
$ 4,450,445
$ 4,685,427
Budgeted Positions
0
2
61
61
SUMMARY OF CHANGES: The Commissioners and Greeley City Council made a decision in
midyear 2013, to transition to a new organizational model where Weld County will assume the
management of the WCRCC site to dispatch all Weld County public safety entities, including
Greeley, under the management of the Weld County Director of Public Safety Communications.
The City of Greeley will become a user of the WCRCC, like all other public safety entities in
Weld County.
The County, with the recommendation of the Communications Advisory Board, has developed
and approved a formula for charging WCRCC user agencies. The method charges a flat rate
per call over certain thresholds for fire and police calls averaged over four years. For 2014,
user agencies will be charged $337,861 per the formula adopted. With the transfer of the Weld
County Paramedic Service to NCMC, Inc/Banner Health May 7, 2012, Banner will reimburse the
county for dispatch service according to the formula in the amount of $369,212 for 2094.
addition, the County recovers $1,816,158 from E911. The county will earn $54,096 from tower
rental leases. Total revenues for 2014 will be $2,577,327.
On the expense side of the budget all the costs of the WCRCC are included in this budget. Of
the total costs E911 will pay $1,816,158. The personnel costs total $5,571,916 for 61 FTE that
include 9 call takers, 40 dispatchers, 8 supervisors, MSAG position, Office Tech, Operations
manager, and Director. Staffing for dispatchers and call taker is based upon a 12 hour shift
model, the goal will be to move to an 8 hour shift model in 2015. Overtime is funded at
$345,000. Supplies are funded at $14,445, and purchased services are $1,548,613. Total gross
costs are $7,262,754.
223
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (continued): Net costs are $4, 685,427 up $2,206,383 primarily
due to the City of Greeley only paying as a user rather than sharing costs, additional staffing for
the WCRCC, dispatcher pay grade increases, and 2014 COLA and health insurance increases
are included in the 2014 final budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Funding of WCRCC is recommended at
the level proposed. In putting together the budget staff has tried to insure all items are fully
funded, but until there are a couple years of experience of the new management and funding
model staff has erred on the side of insuring more than adequate funds are budgeted when in
doubt. For example, some items such as, overtime are not as certain due to lack of history with
the new management approach.
One policy issue for the Board is the funding of another System Consulting Senior Analyst
($138,468) dedicated to the dispatch module of Spillman and to interface with user agencies.
The Board on July 10, 2013, requested a work session with ACS senior management to get a
comprehensive overview of the contract budget and the justifications for the request. Based
upon those discussions the Board will determine whether or not to fund the newly requested
position. Another option is for the county to hire an equivalent county employed position
assigned to the WCRCC to fulfill the same function and interface between the users and ACS'
technical staff.
BOARD ACTION:In order to be competitive in the dispatcher profession labor market the
Board approved on September 16, 2013, salary pay grade adjustments as follows: Dispatcher I
from grade 23 to 26, Dispatcher II from grade 25 to 28, Dispatcher III from grade 27 to 30, and
Dispatcher Supervisor from grade 35 to 36. The cost of the pay grade increases was $333,339.
The Board did not approve the funding for another System Consulting Senior Analyst
($138,468) dedicated to the dispatch module of Spillman and to interface with user agencies. In
light of the termination of the ACS contract and bringing the function in house with county
employees resources for Spillman will be determined after an evaluation of the Spillman system
and if additional resources are needed they will come from the Information Services budget unit
1000-17300.
All other items of the budget were approved as recommended.
224
COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls 101,000 104,000 110,000
Non -911 Calls 254,000 260,000 270,000
CAD Incidents for Law and Fire/Ambulance 350,000 360,000 360,000
EMD Calls 17,500 18,500 18,500
Criminal Justice Records, Total Case #'s 30,000 30,500 30,500
issued
ARS Documents Transcribed 50,000 51,000 52,000
Warrants Processing Activity 21,000 21,500 22,000
Citations Processed 61,000 61,500 62,000
Phone Calls into Records 75,000 76,000 78,000
Efficiency Measures
FTE's per 10,000 per Capita 2.07 2.07 2.23
Per Capita Cost - Operating Budget $8.10 $9.16 $17.02
EMD Call per FTE 324 330 324
CAD Incident per FTE 6,481 6,667 6,315
ARS Document transcribed per FTE 2,128 2,170 2,212
Goal PSI: To answer 100% of 911 calls within 15 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/ICEY
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%
225
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 and replacement plan for radios.
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
Fixed Charges
0
0
0
0
Capital
0
550,000
50,000
50,000
Gross County Cost
$
0
$ 550,000
$ 50,000
$ 50,000
Revenue
0
0
0
0
Net County Cost
0
$ 550,000
$ 50,000
$ 50,000
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: It was decided that the communications system be upgraded in
2011-2012, at a total cost of $7,300,000. The upgrade for 2011 2012 was funded by the E911
Authority Board contributing $2,000,000 from its reserve and Weld County contributing
$2,600,000 in 2011 and 2012, with the remaining $4,700,000 coming from the Capital
Expenditure Fund for the total estimated cost of $7,300,000. Since 2013, Weld County has
funded $950,000 per year, for the Communications System Reserve for future communications
systems upgrades. In 2011, the Board approved Communications system upgrade funding in
the Capital Expenditure Fund.
From the past two years of unspent funds in this budget and excess fund balance in 2013,
$2,200,000 was placed in the capital reserve for the mobile and portable radio replacement.
Purchase of the radios is being delayed pending the FCC waiver regarding going to a different
bandwidth. Without the waiver the change must take place by 2017.
For 2014 only $50,000 is budgeted for unanticipated Communications equipment for tower
equipment or radios.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
226
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
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 662,017
Purchased Services
1,079,056
1,214,224
1,522,541
830,612
Gross County Cost
$ 1,079,056
$ 1,214,224
$ 1,522,541
$ 1,492,629
Revenue
2,640
0
312,991
312,991
Net County Cost
$ 1,076,416
$ 1,214,224
$ 1,209,550
$ 1,179,638
Budgeted Positions
0
0
0
7.0
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, was updated to continue the arrangement. In
2013 the contract was updated to continue the arrangement, except Weld County will manage
the public safety information system (Spillman).
Records management 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 for its share of
utilization. Weld County's share for 2014 will be $523,844 for records.
Information services shall be in the county budget to maintain the public safety information
system (Spillman) through a contract with ACS. The ACS contract costs will be $662,017, and
other equipment, maintenance and computer associated costs will be $828,421 for a total of
$1,490,438. A $521,653 charge back of 35% to WCRCC and E911 will offset the information
services charges for net of $968,785 for information services.
Revenue in the amount of $312,991 from the City of Greeley for their share (21%) of information
services for Records. Net county costs are down $34,586.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
227
CRIMINAL JUSTICE INFORMATION
(CONTINUED)
1000-22400
BOARD ACTION: The cost of Records per the Greeley IGA was reduced$€t,912. On
October 28, 2013, The Board placed the Public Safety IT staff (Spillman) under the
management of the Director of Public Safety Communications, and moved seven (7) FTE and
$662,017 to the Criminal Justice Information (CJIS) budget unit (1000 22400). Personnel costs
were increased $662,017, and the chargeback to CJIS from Information Services was reduced
by the corresponding amount of $662,017. The change had no impact on the Net County Costs.
No other changes.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ARS documents transcribed 50,000 51,000 52,000
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000 0.254
Per capita cost (county support) $4.04 $4.49 $4.28
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
228
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
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 employs the registered pathologists and laboratory facilities of McKee Medical Center.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 518,131
$ 492,372
$ 514,056
$ 534,361
Supplies
26,444
19,200
26,800
26,800
Purchased Services
268,229
266,600
289,350
282,200
Fixed Charges
454
0
0
Capital
5100
0
0
Gross County Cost
Revenue
818,358 $
4,515
778,172 $ 830,206
843,361
500
500
500
Net County Cost
$ 813,843
$ 777,672
$ 829,706
$ 842,861
Budgeted Positions
6.5
6.5
7
6.5
SUMMARY OF CHANGES: The department is requesting a 0.5 FTE as a part time autopsy
technician ($21,684). In contract services there is a request for a contract investigator paid
piece work (flat rate per investigation of $130, estimate 55 cases per year; $7,150). Final budget
adjustments include an increase in salaries of $41,989.
In small items of equipment there is $2,800 for a replacement body cot, and $4,800 for a 800
MHz radio for the vehicle that does not have a radio. An increase of $600 for training and
$14,000 for depreciation of vehicles is included in the request. $900 requested for employee
drug testing was removed from the request, since Human Resources handles drug testing
where appropriate and it is not budgeted at the departmental level.
FINANCE/ADMINISTRATION RECOMMENDATION: The part -time autopsy technician
($21,684) and contract investigator ($7,150) are not included in the recommended budget. The
workload and comparison to other counties indicate that the 6 FTE for investigation should be
adequate to provide 24/7 coverage based upon workload. These items are a policy issue for the
Board. All other items requested are recommended.
BOARD ACTION: Board denied the funding for the part-time autopsy technician ($21,684) and
contract investigator ($7,150). Budgetwas approved as recommended. The Board did indicate
that in six months they would like a work session to see how the new 10 hour shift scheduling is
working.
229
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
2012 ACTUAL 2013 ESTIMATED 2014 PROJECTED
Work Outputs
Total Number of cases 1,141
Number of scene investigations 469
Number of full autopsies 168
Efficiency Measures
FTE's per 10,000/capita 0.246
Per capita cost (county support) $2.65
Cost per autopsy (contractor) $904
1,115
460
160
0.244
$2.76
$925
1,150
460
160
0.236
$3.06
$925
Goal PS2-1: Perform all death investigations in a timely manner.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS2-1-1:
Investigative report
cycle time
100% of Major investigative reports are
submitted to the pathologist within 21 -
days of death notification to the
department.
90%
95%
99%
PS2-1-2
Autopsy cycle time
100% of autopsies are conducted within
24 hours of the death/decision to autopsy
95%
98%
100%
PS2-1-3
Decedent property
80% of decedent property is returned to
family within 21 -days
60%
75%
100%
230
Goal PS2-2: To provide for a safety work environment.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS2-2-1:
Improve workplace
safety
Convert the investigators scheduling to
limit the exposure of hours worked, and
improve sleep cycles
Recurring safety awareness training for
lifting/moving bodies, and safety in the
autopsy room.
Workplace immunizations (HepA, HepB,
Tdap, influenza, and TB monitoring)
25%
50%
75%
PS2-2-2
Workplace drug and
alcohol monitoring
Implement a program of drug and alcohol
testing for all investigators upon new -
hire, following accident, upon reasonable
suspicion, and random testing
0%
0%
100%
Goal PS2-3: Enhance professionalism and promote department excellence.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL ESTIMATED PROJECTED
PS2-3-1:
National certification
for all investigators
100% of investigators certified through
testing
33%
66%
100%
PS2-3-2:
Skill set education
and training
Develop career path goals
0%
50%
80%%
PS2-3-3:
Transparency and
public awareness
Prepare press releases for graduations,
awards and significant achievements
0%
50%
100%
PS2-3-4:
Database
management system
Convert from a local database system to a
managed system
0%
0%
100%
PS2-3-5:
Workload leveling
Implement a concept of "teaming" for
case work
10%
15%
25%
231
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. Department also provides administrative support to the Criminal
Justice Advisory Committee (CJAC).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 422,983
$ 496,729
$ 562,324
$ 569,543
Supplies
5,883
15,000
16,000
16,000
Purchased Services
33,095
36,577
36,577
36,577
Gross County Cost
$ 461,961
$ 548,306
$ 614,901
I $ 622,120
Revenue
21,017
25,000
25,000
25,000
Net County Cost
$ 440,944
$ 523,306
$ 589,901
$ 597,120
Budgeted Positions
6
6.5
7.5
7.5
SUMMARY OF CHANGES: One Pretrial Service Specialist position ($65,595) is requested to
handle the anticipated workload resulting from the passage of FIB 13 1236. The new law
encourages judges to rely less on monetary bond schedules, and to use Pretrial Services more.
The additional position will produce cost avoidance in the jail and generate approximately
$5,000 in service fees. The department now provides administrative support to the Criminal
Justice Advisory Committee (CJAC). Therefore a small increase to supplies to support CJAC
function is included in the budget. Final budget adjustments include an increase in salaries of
$7,219.
FINANCE/ADMINISTRATION RECOMMENDATION: NB 13-1236 amends the way judges are
to administer bail in Colorado. The new law incorporates three of four recommendations passed
by the Colorado Commission on Criminal and Juvenile Justice. Those three recommendations
are: (1) Implement Evidence Based Decision Making Practices and Standardized Bail Release
Decision Making Guidelines (including the use of empirically developed risk assessment
instruments), (2) Discourage the Use of Financial Bond for Pretrial Detainees and Reduce the
Use of Bonding Schedules and (3) Expand and Improve Pretrial Approaches and Opportunities
in Colorado.
The requested Pretrial Service Specialist is recommended to accommodate this new law. One
of the intents of the law is by identifying appropriate risk of defendants, the Courts are able to
release safely individuals from jail to attend to all of their Court requirements while remaining
law abiding. The increase in pretrial assessments completed will directly influence the number
of defendants sent to the program for pretrial (community) supervision, instead of to jail, so the
jail inmate population should be reduced by this program. Therefore, this position should prove
to be cost effective for the county overall.
232
PRETRIAL SERVICES
(CONTINUED)
1000-24100
BOARD ACTIONApproved as recommended, including the additi@nalrial Service
Specialist position.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services
Defendants on Supervision
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
1,748 1,667 1,700
754 859 973
.246 .284
$1.65
$1.93
.284
$2.17
Goal PS3: Provide safe and less expensive alternatives to use of jail, detention and prisons; help 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
PS3-2: Pretrial
Cost avoidance/savings by helping
1,748
1,667
1,700
Services. Reduce
manage overcrowding and high expense
Defendant
Defendant
Defendant
cost of pretrial
incarceration.
of operating the jail;
interviews
interviews
interviews
Pretrial release &
754
859
973
supervision services
Defendants
Defendants on
Defendants on
assure court
appearances and
reduce new crime
commission by
defendants released
on bond
Potential cost avoidance (est.)
on
supervision
$624,220
supervision
$827,180
supervision
$830,000
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
Commission of
of new
crime
of new crime
new crime
233
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services — 1000-24150
Adult Diversion Services program --Diversion Services offers persons charged with criminal
offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens
defendants for acceptance into the program and develop service plans to address defendants'
risks and needs. Completion of the program will result in dismissal of charges or its equivalent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services $
67,958
$ 50,593
$ 50,593
$ 63,953
Supplies
0
500
500
500
Purchased Services
0
500
500
500
Gross County Cost
$ 67,958
$ 51,593
$ 51,593
$ 64,953
Revenue
0
0
14,000
14,000
Net County Cost
$ 67,958
$ 51,593
$ 37,593
$ 50,953
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: No changes are requested in the expenditures. Revenue has
increased by an estimated $14,000 due to the collection of Adult Diversion program fees
assessed to diversion defendants. This estimate is based on the amount of fees collected from
April, 2012 through June 2013. Final budget adjustments include an increase in salaries of
$13,360.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee District Attorney
goals at the end of Budget Unit 1000-15100.
234
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 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. Justice Services oversees all aspects to the administration of community
corrections.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 50,438
$ 57,309
$ 52,392
$ 52,392
Supplies
1,241
1,000
1,000
1,000
Purchased Services
2,472,195
2,400,069
2,587,736
2,587,736
Fixed Charges
28,944
31,080
27,928
27,928
Capital
0
0
0
0
Gross County Cost $ 2,552,818 $ 2,489,458 $ 2,669,056 $ 2,669,056
Revenue
2,386,431
2,489,458
2,669,056
2,669,056
Net County Cost
Budgeted Positions
166,387 $
1
0
1
0
1
0
1
SUMMARY OF CHANGES: Average daily residential & non- residential offender populations at
the community corrections facility remain steady. State allocation for SFY 13/14:$1,482,412 for
Residential Diversion services, $691,792 for Residential Transition services, $197,655 for
Residential Condition of Parole services$65,152 for Non -Residential services, $100,000 for
Correctional Treatment Support services, $29,389 for Offender Subsistence Forgiveness
program (new line item) and $102,656 for Corrections Board administration and activities. Also,
the budget includes continued stable funding to support the Intensive Supervision Program
(ISP) of certain inmates/parolees under the local supervision of the Department of Corrections
(DOC). Two (2%) percent of these funds based on monthly service utilization remains with Weld
County for program administration.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. All costs are paid
by State funds; no cost to the county. Revenue from the lease of the community corrections
facility of $271,572 per year is listed under Budget Unit 1000-90100.
BOARD ACTION: Approved as recommended.
235
COMMUNITY CORRECTIONS ADMINISTRATION
(CONTINUED)
1000-24200 & 24220
PERFORMANCE MEASURES
Work Outputs
Intervention Community Correction Services:
Daily Populations of Residential Transition,
Residential Diversion beds, Non -Residential
Diversion slots and IRT Placements.
ADP Totals:
Efficiency Measures
FTE's per 10,000/capita
ACTUAL ESTIMATED PROJECTED
236 236 250
236 236 250
0.038 0.037 0.037
Goal PS3: Provide safe and less expensive alternatives to use of jail, detention 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
correctional
Cost savings by providing a less costly
alternative jail and prison
incarceration for adult convicted
offenders;
169 residential
(ADP)
67 non
residential
169 residential
(ADP)
67 non
residential
170 residential
(ADP)
68 non
residential
placement for
eligible adult
offenders ordered
by the Courts
and/or Department
of Corrections.
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%
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
300
$2,626,220
$3,500,000
300
$2,489,454
$3,500,000
315
$2,669,055
$3,600,000
Community Corrections Programs to
County.
236
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, reviews plans,
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
REQUESTEDN
EXT FY
FINAL
NEXT FY
Personnel Services $
804,303 $
847,421 $
847,421
$ 876,567
Supplies
113,001
76,400
60,300
60,300
Purchased Services
78,433
76,825
75,700
75,700
Fixed Charges
102,099
157,015
147,322
147,322
Capital
23,206
0
0
0
Gross County Cost
$ 1,121,042
$ 1,157,661
$ 1,130,743
$ 1,159,889
Revenue
2,671,637
1,500,000
2,100,000
2,100,000
Net County Cost $ -1,550,595
Budgeted Positions
10.25
$ -342,339
$ -969,257
$ -940,111
11.00
11.00
11.00
SUMMARY OF CHANGES: Supplies are up $800 for small items of equipment with an
offsetting reduction of $14,400 in computer software. Vehicle expenses are up $475. Travel is
down $900 and tuition $200. Final budget adjustments include an increase in salaries of
$29,146.
Revenues are up $600,000 as development and oil and gas activity continues to pick up in the
county.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
237
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
Number of inspections per inspector daily
Number of Bldg Compliance violations
18,600
15.5
4
18,600
15.5
4
18,724
16
4.5
17 17 17
144 144 144
Number of Bldg Complaints 80 80 80
Number Compliance cases closed 200 240 240
Number of miles driven by inspectors 130,00 130,000 135,000
Number of inspectors performing
Combination Residential Inspections 2.5 2.5 3
Plans Examiner/Inspector-On-Call Work Outputs)
Number of Plans Examiners 2 2 2
# of major plan reviews 285 285 285
# of minor plan reviews 1,400 1,400 1,400
Technical Support Work Outputs
# of building permits processed (if this is 2,700 2,700 2,700
changed to issued permits, these numbers
would change)
Efficiency Measures
FTE's per 10,000/capita 0.385 0.407 0.400
Per capita gross cost $ 10.04 $ 4.28 $4.21
238
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU6: Ensure safe construction throughout unincorporated Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU6-1: Conduct
safe and quality
plan reviews and
inspections
following
adopted codes
Attendance of each Plans
Examiner/Building Inspector/Building
Official/Tech at 2 ICC classes (7 staff)
Maintenance of appropriate certifications
14
100%
14
100%
14
100%
Goal LU-7: 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
LU7-1: 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
3
3
4
239
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LUS: Maintain quality, professional and timely site inspections.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU8-1: Maintain a
record of permit
expirations and
inspections to
ensure permits are
current.
Provide 24 hour
Percentage of complete records
100%
100%
100%
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 Accella to ensure
information is updated and available
90%
90%
95%
Provide plan
review turnaround
within current
policy time frame.
Review plans in a timely manner current
with policy time frame — measurable by com
plaints
100%
100%
100%
Return customers
call and questions
within 24 hours.
Measurable by number of complaints
annually
100%
100%
100%
Maintain quality
customer service
with existing staff
levels
Measurable by annual complaints
90%
100%
100%
240
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
BUDGETED
REQUESTED
FINAL
FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $
254,276 $ 346,895 $ 346,895 $
358,335
Supplies
37,237
69,425
79,550
79,550
Purchased Services
96,088
374,050 374,050
374,050
Fixed Charges
9,057
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 396,658
$ 790,370
I $ 800,495
$ 811,935
Revenue
3,583
6,000
6,000
6,000
Net County Cost
$ 393,075
$ 784,370
$ 794,495
$ 805,935
Budgeted Positions
2 FTE
4 PT
2 FTE
6 PT
2 FTE
6 PT
2 FTE
6 PT
SUMMARY OF CHANGESSupplies increased a total of $10,125. Computer Software and
Attachments was added in the amount of $5,000 for GPS Software Critical Infestation Mapping;
Uniforms and Clothing was increased $450 due to additional seasonal employees; Other
Operating Supplies increased $4,675 based on anticipated herbicide needs for 2014. Final
budget adjustments include an increase in salaries of $11,440.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
241
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
All operations will meet established codes,
polices, and procedures
Attendance at all safety meetings
Lane miles mowed annually
100% 100% 100%
95% 95% 95%
700 700 1,300
Efficiency Measures
FTE's per 10,000/capita .07 .07 .07
Per capita cost (county support) $2.99 $2.94 $2.93
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/ICEY
PERFORMANCE INDICATOR(S)
TPW9-1: Weed
operations will meet
established codes,
policies, and
procedures.
100% accuracy 100% of the time
ACTUAL
ESTIMATED
PROJECTED
100%
100%
100%
TPW9-2: Mowing
Operations
95% accuracy 100% of the time
95%
95%
95%
TPW9-3: Roads
spot treated for
noxious weeds
95% accuracy 100% of the time
90%
90%
95%
242
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: Section 24-32-2107, C.R.S., 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. The focus for OEM is All -Hazards
Planning and Coordination with County Departments, Agencies and Organizations.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 191,032
$ 186,648
$ 186,648
$ 245,209
Supplies
5,121
7,900
7,900
7,900
Purchased Services
43,295
34,285
44,945
44,945
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 239,448
$ 228,833
$ 239,493
$ 298,054
Revenue
82,321
70,500
70,500
70,500
Net County Cost
Budgeted Positions
$ 157,127
2.5
$ 158,333
2.5
$ 168,993
2.5
$ 227,554
3.0
SUMMARY OF CHANGES: Changes in the OEM budget include costs for the EOC phones
($13,260). The expense was moved from the Non Departmental budget (1000- 90100). These
costs were moved to the OEM budget to track reimbursement through the Emergency
Management Performance Grant. Vehicle costs are down $2,700 based upon usage.
Memberships are up $100. Grant revenues are the same at $70,500. OEM will continue to track
with the current goals; there will be an increase in the number of exercises and trainings as we
move into a three year plan for training and exercise. Net increase in the budget is $10,600.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increase for
phones allows for the tracking of reimbursement through the Emergency Management
Performance Grant.
BOARD ACTION: Final budget adjustments include an increase in salaries a8a437. The
Board at a work session on October 9, 2013, authorized the 0.5 FTE Office Tech III to go to a
full-time FTE immediately ($19,124) due to the work requirements of the flooding, creation of an
EOC safety officer function, and website maintenance.
243
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 6 12 12
Number of people participating in drills 500 500 500
Number of inspections and/or reports 12 18 18
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
.094
$0.59
.094
$0.59
1.090
$0.83
Goal PS4: Reduce the risk and mitigate the impact to communities and citizens due to all hazard incidents.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Comprehensive
Preparedness
Planning;
Develop/Review of
Emergency Operations
Plan, Hazmat,
Mitigation and COOP
plans. Collect and
document Tier II
reports for Facilities
that have reportable
chemicals. Utilize
CAMEO for tracking
incidents.
Plans will be reviewed and updated on
an annual basis or after a Man —made
or Natural incident.
Coordinate preparedness planning with
County Departments to include;
updates to safety plans and COOP
planning. Work with local communities
on COOP Planning and EOP
Updates/Development. Participate with
the County IMT (COG) for emergency
planning and EOC operations.
Work with businesses and organization
in the County that are required to file
Tier II Reports. Use CAMEO to
document the reports and any incidents
that occur. Provide information to
agencies and citizens upon request.
100%
100%
100%
244
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Collaborative
Coordination;
Sponsor Citizen Corps /
Ready Colorado
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%
100%
100%
Progressive Training
and Exercise
Provide opportunities
for Table Top,
Functional and Full
Scale Exercises each
year that meet HSEEP
standards and include
multi disciplinary
incidents.
Work with Weld County Departments,
agencies and organizations for planning
of one Full Scale exercise each year.
Participate in one EOC exercise each
year and coordinate with other 100% 100%
jurisdiction on Table top exercises and
DOC exercises. (See EMPG Exercise
Plan from OEM)
100%
Resource
Management;
Develop and maintain
up-to-date information
on available resources
in Weld County
Stay compliant with the Colorado
Connect and WebEOC Resource
inventory. Work with Local
Jurisdictions to stay compliant and
complete a review of the resource
systems by July 31 of each year.
100%
100%
100%
Integrated Emergency
Management
Prepare for, respond to,
recover from, and
mitigate against
disaster
Ensure unity of effort among all levels
of government and all elements of
communities, partner with NGO's and
local jurisdiction for a consistent,
enhanced County wide program.
100%
100%
100%
Grants Management
Identify gaps in
capabilities and seek
grant funding to
support increasing
capability.
Coordinate with county agencies to
complete capability assessments and
gap analysis at the County level. Use
the information to support priority
projects from available grants
100%
100%
100%
Incident and
Emergency
Communication
Provide information on current incident
or emergencies using media sources;
texts, web, EAS etc. Provide
provides emergency
communication to end
users for active
incidents and
emergencies.
information to First Responders and
Citizens with the most current
information utilizing PIO's
100%
100%
100%
245
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Collaborative
Coordination;
Sponsor Citizen Corps /
Ready Colorado
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%
100%
100%
Progressive Training
and Exercise
Provide opportunities
for Table Top,
Functional and Full
Scale Exercises each
year that meet HSEEP
standards and include
multi disciplinary
incidents.
Work with Weld County Departments,
agencies and organizations for planning
of one Full Scale exercise each year.
Participate in one EOC exercise each
year and coordinate with other 100% 100%
jurisdiction on Table top exercises and
DOC exercises. (See EMPG Exercise
Plan from OEM)
100%
Resource
Management;
Develop and maintain
up-to-date information
on available resources
in Weld County
Stay compliant with the Colorado
Connect and WebEOC Resource
inventory. Work with Local
Jurisdictions to stay compliant and
complete a review of the resource
systems by July 31 of each year.
100%
100%
100%
Integrated Emergency
Management
Prepare for, respond to,
recover from, and
mitigate against
disaster
Ensure unity of effort among all levels
of government and all elements of
communities, partner with NGO's and
local jurisdiction for a consistent,
enhanced County wide program.
100%
100%
100%
Grants Management
Identify gaps in
capabilities and seek
grant funding to
support increasing
capability.
Coordinate with county agencies to
complete capability assessments and
gap analysis at the County level. Use
the information to support priority
projects from available grants
100%
100%
100%
Incident and
Emergency
Communication
Provide information on current incident
or emergencies using media sources;
texts, web, EAS etc. Provide
provides emergency
communication to end
users for active
incidents and
emergencies.
information to First Responders and
Citizens with the most current
information utilizing PIO's
100%
100%
100%
246
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
FINAL
NEXT FY
Personnel Services
$ 1,881,784
$ 2,082,410
$ 2,310,656
$ 2,248,409
Supplies
91,032
114,958
145,000
145,000
Purchased Services
509,856 1,020,920
779,275
779,275
Capital
50,465
0
0
0
Contra
-604,278
-642,437
-659,585
-659,585
Gross County Cost
$ 1,928,859
$ 2,575,851
$ 2,575,346
$ 2,513,099
Revenue
0
0
0
0
Net County Cost
$ 1,928,859
$ 2,575,851
$ 2,575,346
$ 2,513,099
Budgeted Positions
20
22
24.75
24
SUMMARY OF CHANGES: Personnel Services increased $228,246 to fund an additional
3/4 -time Inspector ($36,858); one Appraiser ($76,944); one Engineer II in Development Review
($76,944); two interns for three months ($28,000) antromotions for three Engineering Techs
($7,500). Uniforms and Clothing increased $2,000 for additional employees. Final budget
adjustments include an increase in salaries of $69,975.
Supplies increased a total of $30,042 based on the following: Small Items of Equipment was
increased $40,200 to fund traffic counter replacements and accessories, Saturated Hydraulic
Conductivity, a Soil Processor, GPS unit and software, and a new scanner. Computer Software
and Attachments increased $10,000 for new software and licenses. Road Construction
Supplies decreased $20,158 as annual water assessments are funded through budget 1000
96600.
Purchased Services decreased $241,645 based on the following: Publications and
Subscriptions increased $1,500 for additional manuals for new employees. Memberships and
Registration fees increased $1,590 based on historical costs and anticipated costs for 2014.
Phones increased $500 for anticipated costs for additional employees. Engineering and
Architectural decreased $10,000 as appraisal service costs will be eliminated by hiring an
appraiser. Other Professional Services decreased $309,700 as water rights services are
funded through budget 1000-96600. Vehicle Expense was increased $24,990 for increased fuel
costs due to additional employees and for safety equipment for pool vehicles.
Training increased $11,900 based on history and additional training for new employees.
Strategic Roads increased $37,575 based on capital improvement projects for 2014. The
Contra Account was increased $17,148 for the Engineering Dept chargeback to the Planning.
247
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the new
positions. Board approved the Appraiser and Engineer II mid year. The 0.75 Inspector and
interns are necessary for the work plan in 2014. Engineering Tech positions are flexibly staffed
and eligible for promotion.
BOARD ACTION: Board approved the budget as recommended, except for the Engineer II in
Development Review ($76,944), and made the 0.75 FTE Engineering Tech I full-time ($12,286)
with a corresponding reduction in Public Works seasonal costs.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 6
Number of construction projects completed 6
Number of land use case reviews 440
6
4
450
4
6
500
Access Permit
Right -of -Way Permits
Special Transport Permits
Grading Permits
Floodplain Reviews
ACTUAL ESTIMATED PROJECTED
442 460
536 560
1,455 1,500
53 60
63 60
460
560
1,500
60
60
Goal TPW8: Provide engineering services including design, development, inspections, and all phases of
hi ' hway en ' ineerin brid ' e en ' ineerin ' and construction ins ' ection and testis
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED PROJECTED
TPW8-1: Capital
Improvement
95% accuracy 100% of the time
100%
100%
100%
TPW8-2:
Construction
Testing
99% accuracy 100% of the time
100%
100%
100%
TPW8-3:
Development
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%
248
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
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
FINAL
NEXT FY
Personnel Services
$ 55,634
$ 56,400
$ 56,400
$ 61,267
Supplies
1,241
4,025
4,025
4,025
Purchased Services
13,586
26,000
21,000
21,000
Fixed Charges
100
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 70,561
$ 86,425
$ 81,425
$ 86,292
Revenue
2,060
2,600
2,000
2,000
Net County Cost
$ 68,501
$ 83,825
$ 79,425
$ 84,292
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: Purchased services are down $5,000, as the repair and
maintenance costs of the facility have stabilized after the tornado repairs have all been
completed. Revenue is down $600 based upon utilization of park for overnight stays and septic
dumps. Overall et county costs are down $4,400. Final budget adjustments include an
increase in salaries of $4,867.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
249
MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
625 550 600
0.038 0.037 0.036
$0.258
$0.310 $0.306
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee Building and
Grounds Budget Unit (1000-17200).
250
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
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
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $
0
0
0 $
0
Supplies
0
0
0
0
Purchased Services
29,000
29,000
29,000
29,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 29,000
$ 29,000
$ 29,000
$ 29,000
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 29,000
29,000
$ 29,000
$ 29,000
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration of the Poudre River Trail with Windsor and Greeley. 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 2014.
BOARD ACTION: Approved as recommended.
251
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
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
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
Budgeted Positions
0
n/a
0
n/a
0
n/a
0
n/a
SUMMARY OF CHANGES: For the third year in a row the airport is not making any request for
funding. The airport does not have any projects that they feel are appropriate for the county to
participate in funding for 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs - - 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the nineteen senior
centers throughout the county.
RESOURCES
ACTUAL LAST
BUDGETED
REQUESTEDN
FINAL
FY
CURRENT FY
EXT FY
NEXT FY
Personnel Services $
0 $
0 $
0 $
0
Supplies
0
0
0
0
Purchased Services
12,500
13,000
13,000
14,250
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,500
$ 13,000
$ 13,000
$ 14,250
Revenue
0
0
0
0
Net County Cost
$ 12,500
$ 13,000
$ 13,000
$ 14,250
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $13,000 is the same as 2013. The funds
will be equally divided among thenineteen (19) 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: Board increased the amount to allow for $750 for each of the nineteen senior
centers or an increase of $1,250.
253
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 Big Thompson Watershed Forum.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $
0
0
0 $
0
Supplies
0
0
0
0
Purchased Services
8,905
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 8,905
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
8,905
n/a
10,000
n/a
$ 10,000
n/a
$ 10,000
n/a
SUMMARY OF CHANGES: This budget is the same as 2013, and includes dues for the North
Front Range Water Quality Planning Organization (NFRWQPO) ($9,000) and membership for
the Big Thompson Watershed Forum ($1,000).
Membership for the Little Dry Creek Watershed Group ($6,000) is included in the other
Engineering (Budget Unit 1000 31100-6359) 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: Approved as recommended.
254
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
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $
0
0
0 $
0
Supplies
0
0
0
0
Purchased Services
38,225
38,225
100,000
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 38,225
$ 38,225
$ 100,000
$ 38,225
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
38,225
38,225
n/a
n/a
100,000 $
n/a
38,225
n/a
SUMMARY OF CHANGES: Envision has requested $100,000 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 few 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 2014 funding
level is $38,225, which is the same level as 2013, 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.
255
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-50130
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): 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 issuEeeking a mill
levy failed a few years ago.
BOARD ACTION: Board denied the request for additional funding. Budget approved as
recommended.
256
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
BUDGET UNIT TITLE AND NUMBER:
North Range
Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
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
108,225
203,225
203,225
203,225
Fixed Charges
51,475
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 159,700
$ 203,225
$ 203,225
$ 203,225
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 159,700
n/a
$ 203,225
n/a
$ 203,225
n/a
203,225
n/a
SUMMARY OF CHANGES: The request from North Range Behavioral Health (NRBH) is for
$128,225, the same as the current year. NRBH is requesting $108,225 for the base amount
funded historically. In addition NRBH is requesting the continuation of the $20,000 funded in
2013 for the Suicide Education and Support Services (SESS). SESS' primary mission is to
address the suicide rate in Weld County. $75,000 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 of the NRBH base
amount of $108,225, the $20,000 for SESS, and the $75,000 for Drug Court.
NRBH merged with SESS in 2009. At that time SESS was severely underfunded and in danger
of closing. The NRBH Board so highly valued the work of the program and its impact on the
community that they initially subsidized the operations with the goal of securing other funding for
SESS. Continued funding of this program is a policy issue for the Board to decide, since it vsa
funded in 2013 on a pilot basis. The Board wanted demonstrated outcomes to justify any future
funding after the 2013 pilot year. During the school year SESS has provided training and
support to 4,569 individuals, reaching 2,069 more individuals than anticipated or an 83%
increase, in part due to the county's pilot funding of $20,000.
BOARD ACTION: Approved as recommended, including the $20,000 for SESS.
257
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
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $
0
$
0
$
0 $
0
Supplies
0
0
0
0
Purchased Services
9,530
9,530
11,913
11,913
Fixed Charges
0
0
0
0
Contra Account
- 2,750
- 2,750
- 3,971
- 3,971
Gross County Cost
$ 6,780
$ 6,780
$ 7,942
$ 7,942
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$
6,780
n/a
6,780
n/a
$
7,942
n/a
$
7,942
n/a
SUMMARY OF CHANGES: The requested base contract of $11,913 is a 25% increase over
2013. The additional $2,383 is being requested due to the increased services the agency has
been providing to better serve child victims in the county. The program is used by the Sheriff's
Office, District Attorney, and Social Services. Social Services will reimburse the General Fund
one-third of the cost of this contract.
FINANCE/ADMINISTRATION RECOMMENDATION: The recommended budget leaves the
funding level the same as the current year. The increased request of $2,383 is a policy issue for
the Board.
BOARD ACTION: Board approved the request for the additional 25% in funding or an increase
in net county costs of $1,162.
258
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
Weld County Retirement Plan.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
0
0
Supplies
0
0
Purchased Services 0
0
0 0
Fixed Charges
1,000,000
5,000,000
10,000,000
10,000,000
Capital
0
0
0
0
Gross County Cost $ 1,000,000
$ 5,000,000
$ 10,000,000 $ 10,000,000
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
1,000,000
n/a
$ 5,000,000
n/a
$ 10,000,000
n/a
$ 10,000,000
n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Retirement Fund for the
administrative costs of the program. With the underfunding of the Weld County Retirement Plan
the Board has decided to reimburse the Retirement Fund for the adstirntive costs of the
plan. The administrative costs include the investment fees and other administrative costs.
Annually the costs are $1,000,000. The county stopped paying the fees in the 1980's, so the
$10,000,000 is to not only pay the current fees,ulb go back over time and reimburse for the
years that the General Fund did not pay due to surplus funding. The level of funding for this
purpose can be reduced in years where the property tax revenues from oil and gas fluctuate
downward.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
259
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
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
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
Budgeted Positions
$ 12,351
n/a
12,351
n/a
$ 12,351
n/a
$ 12,351
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: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
260
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
2,500,000
3,661,473
3,874,463
3,874,463
Capital
0
0
0
0
Gross County Cost
$ 2,500,000
$ 3,661,473
$ 3,874,463
$ 3,874,463
Revenue
0
Net County Cost
Budgeted Positions
$ 2,500,000
n/a
0
$ 3,661,473
0
0
n/a
$ 3,874,463
n/a
$ 3,874,463
n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
261
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
Northeast East Central Colorado Small Business Development Center (SBDC), in addition to
Upstate Colorado Economic Development.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
FINAL
NEXT FY
Personnel Services
0
0
0
0
Supplies
0
0
0
0
Purchased Services
157,890
114,700
165,000
144,700
Gross County Cost
$ 157,890
$ 114,700
$ 165,000
$ 144,700
Revenue
193,190
0
0
0
Net County Cost
Budgeted Positions
-35,300
n/a
114,700
n/a
165,000
n/a
144,700
n/a
SUMMARY OF CHANGES: Upstate Colorado Economic Development (Upstate Colorado)
requested $100,000, which is up $20,300 from the 2013 level of $79,700. The $100,000 would
return Upstate Colorado to their 2009 funding level. Colorado Small Business Development
Center (SBDC) requested $65,000. The original 2013 budget for SBDC was $35,000, and then
on May 6, 2013, the Board added another $10,000 for a total of $45,000. The increased allowed
for the hiring of an additional staff person to respond to service demands.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that SBDC be funded
at $65,000 for 2014. Funding at this level will allow SBDC to retain the same staffing level
approved for funding by the Board on May 6, 2013. The recommended budget includes $79,700
for Upstate Colorado. It is a policy issue for the Board to determine if they want to fund Upstate
Colorado at the requested level of $100,000, which is the funding level prior to 2009. In light of
the fact that the over half of the property tax base of Weld County is derived from the energy
industry it is critical long term for the county to increase the diversification of the local property
tax base, and the primary job employment base to have a long term sustainable local economy.
Upstate Colorado and SBDC are the two primary agencies for promoting economic
development in Weld Colorado. The added resources will allow for the proper marketing of Weld
County and all the opportunities that exist for business to be successful in Weld County. This
approach is consistent with the Strategic Investment Plan for the Future of Weld County.
BOARD ACTION: Board approved $65,000 for SBDC with the condition none of the funds can
be used for the 100 hours of counseling regarding the Affordable Healthcare Act. Upstate
Colorado was approved for $79,700. The Weld County Economic Development Advisory
Committee will be created in 2014 to examine the county's economic development program.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
262
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 for county buildings.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
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
Budgeted Positions
0
n/a
0
n/a
0
n/a
0
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: Approved as recommended.
263
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
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-
$ -0-
264
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
BUDGETED
REQUESTED
FINAL
FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $
7,576 $
0 $
0 $
0
Supplies
144,670
85,500
73,000
73,000
Purchased Services
531,770
358,000
551,535
551,535
Fixed Charges
69,807
99,000
76,000
76,000
Gross County Cost
$ 753,823
$ 542,500
$ 700,535
$ 700,535
Revenue
59,543,524
75,428,289
86,762,834
86,982,532
Net County Cost $ - 58,789,701 $ - 74,885,789 $ - 86,062,299 $ - 86,281,997
SUMMARY OF CHANGES: On the expense side, this budget's total is up $158,035 over 2013.
The main impact is the $90,000 budgeted for the contract to do the oil and gas employee count.
This item has been a supplemental appropriation each of the last four years rather than included
in the requested budget. $62,000 for the personal service contract approved by the Board
mid -year was added for the Criminal Justice Planning function. Phone costs for internet circuits
are up $22,000. $13,000 in phone costs was transferred to OEM for grant reporting purposes.
Other line item amounts have been adjusted to reflect recent expenditure patterns.
Revenues are up1$,554,243 over the current year. Property taxes are budgeted at
$82,684,668 up $11,568,052. Interest earnings are projected to remain at $1,100,000 with rates
projected to remain low in 2014. Tobacco tax revenues are up $90,000 since the state is
sharing back a larger portion of the tax with local governments. Rents from Buildings total
$478,306 from Social Services ($166,234), PS Trophy ($16,800), Community Corrections
Building ($271,500) and ambulance stations (46)5,6R ecovery of indirect costs is
$1,936,618, and revenues from Urban Renewal Authorities (URA) are budgeted at $470,940 for
Brighton URA and $4,087 for South Firestone URA. Other smaller revenues are stable with
little change. Total revenues are $86,982,532.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Urban renewal authority revenues were adjusted for final assessed values.
Rent from ambulance stations was reduced $8,100 with the sale of the Evans station to Banner
Health Systems. Property tax was increased by $561,163 due to the reduction in the Social
Services Fund property tax requirement from added grant revenue from the IV -E Waiver grant.
Final property tax amount was adjusted due to the final assessed value.
Tax incentive credits were approved for Owens-Illinois ($99,704), Praxair ($5,929)$pecialty
Products ($1,096), Norfolk Steel ($5,977), Carestream ($9,397) and PTI Group ($1,623) for a
total of $123,726. All other items approved as recommended.
265
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
FINAL
NEXT FY
Personnel Services
$
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: 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 undleBRA
from July 1, 2012, to January 1, 2014. As a result of this Board action, the OPEB Plan will be
fully funded as of 2012 and no longer requires additional contributions.
BOARD ACTION: Approved as recommended.
266
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
FINAL
NEXT FY
Personnel Services $
0
0
$ 0
$ 0
Purchased Services
64,250
39,881
232,060
67,060
Gross County Cost
$ 64,250
$ 39,881
$ 232,060
$ 67,060
Revenue
0
0
0
0
Net County Cost
$ 64,250
$ 39,881
$ 232,060
$ 67,060
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 25,000
Youth and Family Connection 0
Catholic Charities 0
Greeley Transitional House 0
Greeley Center for Independence 0
Jobs of Hope 0
Audio Information Network 5737
Total
REQUEST
$ 5,000
10,000
50,000
31,323
35,000
25,000
50,000
20,000
55737
$39,881 $232,060
RECOMMEND
$ 5,000
4,144
25,000
27,594
0
0
0
0
55737
FINAL
$ 5,000
0
25,000
31,323
0
0
0
0
55737
$67,475 $67,060
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 2013. Recommend approval. Final $5,000.
Convention & Visitor Bureau has requested $10,000 this year for visitor guides and
another publication. The increase of $5,856 is to meet their goal of expanding the Weld
County Agricultural Tours publication for the promotion of events and attractions in Weld
County, instead of just the Summer Happenings publication.
267
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Convention & Visitor Bureau(Continued): The Recommended Budget only includes
the same funding as 2013, which is $4,144. The majority of funding for this program
comes from the City of Greeley's lodging tax. Businesses in Greeley serving tourist are
the primary benefactors of this program. With the lodging tax revenues being up due to
the high occupancy rates from tourists and oil and gas employees there does not seem
to be justification for the county to increase the funding of this program. Final no funding.
211 Information and Referral has requested $50,000 for the 211 information and
referral system operated by United Way. This is an increase of $25,000 over the 2013
funding level of $25,000. The program provides a valuable service for county residence
with needs. Increase funding is policy issue for the Board. Final funding $25,000.
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. This is the same as 2013. Recommend approval. Final
funding $5,737.
Youth and Family Connectior(frrrmerly the Juvenile Assessment Centdirps
requested the funding level of $31,323 as Weld County's share of law enforcement
support. This is an increase of $3,729. In 2013 an attempt to fund the program with
TANF funds did not work out, so the program is recommended to be funded by General
Fund dollars at the 2013 funding level of $27,594. Increase funding is policy issue for the
Board. Final funding of $31,323 with conditions that only $27,594 will bpai d in 2014,
unless School District 6 fully funds their share and then the Board will fund the full
$31,323.
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 2013, 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
2014. The program has requested an increase of $4,000 for a total request of $40,000.
Increase funding is policy issue for the Board. $36,000 funded in Social Services Fund.
Jobs of Hope:Jobs of Hope Colorado is a job placement program in Greeley/Evans
that works with young men aged 16- 24 who have a gang affiliation, have dropped out of
high school and/or have a criminal record. The request is for $20,000. These monies
would enable Jobs of Hope Colorado to employ a part-time recruiter/counselor to find
and train the gang youth. This would enable the Executive Director to primarily focus on
job development and fundraising. City of Greeley has contributed $10,000 to help fund
the program. Human Services has looked at the program and has no available grant
funding. Since this would be a new program funding is a policy issue. No funding.
268
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Homeless Shelters have not been funded in the past by General Fund dollars. Catholic
Charities has requested $35,000, Greeley Transitional House has request25,000 ,
and A Woman's Place has requested $20,000 for a total of $80,000 in 2019man
Services has been doing a $20,000 program with a voucher process through CSBG for
both the Catholic Charities and Greeley Transitional House. The Board agreed to revisit
the $20,000 funding level pending the outcomes of the voucher process and the
availability of more Community Service Block Grant (CSBG) funds. A Woman's Place
has not received CSBG dollar due to issues with reporting data. The shelters want to
have funds in grant form, not voucher form. The shelters also want to be funded by
General Fund dollars, because of the uncertainty of CSBG dollars.
The recommended 2014 budget does not include General Fund dollars for the homeless
shelters. If the homeless shelters are funded it should be by a Human Services
allocation of CSBG dollars as vouchers to clients or other Human Services program
funds. As discussed in the past the Board also encouraged the homeless shelter
agencies to approach the City of Greeley regarding funding, since the vast majority of
the homeless are from Greeley. No General Fund funding. Social Services may fund
with CSBG funds, if any remain in February, 2014.
Greeley Center for Independence (GCI): The agency houses and provided activities
for people with disabilities. The agency receives enough money to provide staff for
physical care of the residents. If any additional money is required for upgrades and
renovation, GCI requests grant money. Programs are curtailed to fit within the cash flow
of the agency. The request by priority is for: (1) Aquatic program discount punch passes
$10,000. (2) Recreation therapy program $35,478. (3) Thermal cover for pool for energy
conservation $4,522. Total $50,000. The county has only assisted GCI in the past with a
CDBG for the construction of a facility, and doing a private activity bond to finance a
facility. Since this would be a new program funding is a policy issue. Final no funding.
Aims Community College FoundationAims made a request of $250,000 this year
and next to purchase 500 smart phones to assist high school students attending Aims as
part of a workforce development program. Board did not fund with General Funds, but
did refer Aims to Human Services to see if any grant funding is available. Unfortunately
at this time no Human Services grants are appropriate for this program.
BOARD ACTION: See notes for each agency regarding final funding in italics . Net change was
a reduction of $415.
269
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVCES
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
FINAL
NEXT FY
Personnel Services
$ 228,900
$ 282,932
$ 282,932
$ 282,932
Supplies
13,714
9,300
9,300
9,300
Purchased Services
22,506
43,200
43,200
43,200
Fixed Charges
1,100
0
0
0
Capital
0
0
0
0
Gross County Cost $
266,220 $ 335,432 $ 335,432
$ 335,432
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
266,220
12.08
335,432
12.08
335,432
12.08
$ 335,432
12.08
SUMMARY OF CHANGES: No changes requested for 2014. The Memorandum of
Understanding (MOU) with CSU was updated in mid 2013. It did not impact the funding of this
budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
4-H enrollment
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
950 950 1,200
.454 .446 .439
$1.00
$1.24 $1.22
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSThis Budget Unit's
goals and objectives are part of a separate CSU Extension's published document available
through Colorado State University.
270
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
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 35,393
$ 37,967
$ 47,987
$ 47,987
Supplies
554
0
20,000
20,000
Purchased Services
46,439
288,693
38,693
38,693
Fixed Charges
859
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 83,245
$ 326,660
$ 106,680
$ 106,680
Revenue
0
250,000
0
0
Net County Cost
$ 83,245
$ 76,660
$ 106,680
$ 106,680
Budgeted Positions
0.75
0.75
1.0
1.0
SUMMARY OF CHANGES: The Fair Board has requested to make the Fair Coordinator
position a full time position ($10,020). $20,000 is included for small equipment iterfrs this
year' costs for a five-year capital plan for pen replacements. The net contribution to the Fair of
$38,693 is unchanged; however, the $250,000 of offsetting revenues has been eliminated. The
auditor no longer requires the County to show the Fair operation's revenue of $250,000
FINANCE/ADMINISTRATION RECOMMENDATION: Funding for the increase of the Fair
Coordinator position to a full-time position ($10,020) is included in the recommended budget,
but is a policy issue for the Board.
BOARD ACTION: Board approved funding for the increase of the Fair Coordinator position to a
full-time position ($10,020).
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 7,320 7,400 7,400
Exhibitors registered 2,468 2,500 2,500
Attendees 29,875 30,000 30,000
Efficiency Measures
Per capita cost (county support) $0.313 $0.283 $0.388
271
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
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
FINAL
NEXT FY
Personnel Services
$ 56,839
$ 57,765
$ 73,445
$ 73,445
Supplies
1,369
300
1,500
1,500
Purchased Services
7,239
5,350
7,850
7,850
Gross County Cost
$ 65,447
$ 63,415
$ 82,795
$ 82,795
Revenue
0
2,400
2,400
2,400
Net County Cost
$ 65,447
$ 61,015
$ 80,395
$ 80,395
Budgeted Positions
1
1
1.5
1.5
SUMMARY OF CHANGES: Salaries are up $15,680 with the mid year approval of a part-time
clerical position. Supplies are up $1,200 and purchased services are up $2,500 as the office is
experiencing an increase in activity with all the new veterans for Iraq and Afghanistan.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files
Office visits
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support
800 900
2,500 3,000
0.038 0.037
$0.246 $0.225
1,050
3,500
0.055
$0.292
Goal HHS6: 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%
272
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
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
59,917
87,075
92,990
92,990
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 59,917
$ 87,075
$ 92,990
$ 92,990
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 59,917
n/a
$ 87,075
n/a
$ 92,990
n/a
$ 92,990
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2014 is $338,980, which
is an increase from the 2013 budget of $21,829 or 6.9 percent. Revenue from rents and facility
use fees for 2014 will increase $10,000 to $153,000. The County payment for the Event Center
is proposed to be $92,990 which is an increase of $5,915 from the 2013 payment of $87,075 or
6.8 percent. The City of Greeley will also contribute $92,990 for 2014, 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: Approved as recommended.
273
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600
DEPARTMENT DESCRIPTION: Funds costs associated with the management of county
property assets and leases.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
50,000
50,000
Fixed Charges
0
3,273,018
3,193,891
3,193,891
Capital
0
0
0
0
Gross County Cost
$ 0
$ 3,273,018
$ 3,243,891
$ 3,243,891
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
0
n/a
$ 3,273,018
n/a
3,243,891
n/a
3,243,891
n/a
SUMMARY OF CHANGES: This budget consolidating the funding of costs associated with the
management of county property assets and leases. The budget includes $215,000 for
engineering services and $50,000 for legal services for adjudication of water rights on three
gravel pits (Hoekstra, Giesert, and Fiscus), and $54,310 for water right assessments owned by
the county. $280,410 is funded for the leases of county assets. $2,568,000 is funded for
depreciation of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
274
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
FINAL
NEXT FY
Personnel Services
$
0
$
0
$ 1,620,906
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
Gross County Cost $
0
0
$ 1,620,906 $
Revenue
0
0
0
0
Net County Cost
$
0
$ 0
$ 1,620,906
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects an 8 percent increase in health insurance costs.
2014 salary increases are a policy issue for the Board, but there are funds for step increases
due employees in 2014 and a 2.5 percent 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: Approved as recommended, including the 2.5% cost of living adjustment and
health insurance increase.
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