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COUNTY OF WELD
STATE OF CO C21.ORADO
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COUNTY OF WELD
2013
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Sean P. Conway, Chair
William F. Garcia, Pro-Tem
Barbara Kirkmeyer, Commissioner
David E. Long, Commissioner
Douglas Rademacher, Commissioner
BY THE DIRECTOR OF BUDGET
DONALD D. WARDEN
September, 2012
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 16
STRATEGIC PLAN 19
POINTS OF ISSUE AND POLICY MATTERS:
2013 BUDGET PLAN 49
2013 BUDGET STRATEGY 57
2013 BUDGET CALENDAR 60
Explanation of Overview of Budget and Management System 61
Overview of Budget and Management System 63
Hierarchy of Budget Information 64
Budget Process 65
2013 Guidelines 66
2013 Special Budget Instructions 68
2013 Program Issues 70
Significant Changes in Policy from Prior Years 71
Budget Policies 72
Long Range Financial Policies 73
Revenue Policies and Assumptions 75
Specific Revenue Assumptions of Significant Revenue 76
Major Revenue Historical Trends and Analysis 79
Policy Directions 86
Explanation of Individual Funds 88
Significant Budget and Accounting Policies 90
Capital Improvement Policy 92
Investment Policy 94
Fund Balance and Reserve Policy 95
Organizational Responsibility for Budget Units 96
Policy Matters/Points of Issue with Fiscal Impact 99
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2013 Salary and Benefit Recommendations 101
2013 Other Benefits 102
Position Authorization Changes Due to 2013 Budget 103
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 105
Graph - - All Funds Expenditures 106
Graph - - Mill Levy 107
2013 Summary of Fund Balances 108
2013 Summary of Major Revenues and Expenditures 110
2012 Estimated Summary of Major Revenues and Expenditures 112
2011 Actual Summary of Major Revenues and Expenditures 114
PAGE
SUMMARY OF FUNDS (CONTINUED):
Governmental Funds - 2011 - 2013
Summary of Estimated Financial Sources and Uses 116
2012 Assessed Values to be Used for 2013 Budget 118
Net Program Cost 119
Seven Year Trend Data:
Beginning Fund Balance 121
County Expenditures 122
Weld County - Organizational Chart 123
Summary of County Funded Positions 124
GENERAL FUND:
Graph -- General Fund Revenues 127
Graph -- General Fund Expenditures 128
Seven Year Trend Data
General Government 129
Public Safety 130
Health and Welfare 131
Narrative Fund Summary 132
Summary of Revenue 134
Summary of Expenditures 136
Office of the Board 138
County Attorney 140
Public Trustee 142
Clerk to the Board 144
Clerk and Recorder:
Recording/Administration 146
Elections 148
Motor Vehicle 150
Treasurer 152
Assessor 154
County Council 157
District Attorney:
Seven Year Trend Data 158
Budget Unit Summary 160
Juvenile Diversion 163
Victim/Witness Assistance 164
Finance and Administration 165
Accounting 167
Purchasing 169
Human Resources 171
Transportation 174
Planning and Zoning 175
Buildings and Grounds 180
Information Services 182
Geographical Information System 185
Innovation and Technology Projects 187
Printing and Supplies 189
PAGE
GENERAL FUND (CONTINUED):
Sheriffs Office:
Seven Year Trend Data 191
Budget Unit Summary - All Departments 192
Sheriff Administration 197
Sheriff Operations 199
Traffic Enforcement 201
Sheriffs Contract Services 203
Sheriff's Office Ordinance Enforcement 205
Regional Forensic Laboratory 207
Victim Advocate Services 209
Multi -Jurisdictional Drug Task Force 211
North Jail Complex 213
Centennial Jail 215
Contract Jail Space 217
Communications - County Wide 218
Communications System Development 221
Criminal Justice Information System 222
Coroner 224
Pre -Trial Services 226
Adult Diversion Services 228
Community Corrections 229
Building Inspection 231
Noxious Weeds 235
Office of Emergency Management 237
General Engineering 240
Missile Site Park 242
Parks and Trails 244
Airport 245
Senior Programs 246
Waste Water Management 247
Developmentally Disabled 248
Mental Health 250
Child Advocacy Center 251
Transfers:
Retirement 252
Human Services 253
Health Department 254
Economic Development 255
Building Rents 256
Non -Departmental 258
Retiree Health Insurance 259
Community Agency Grants 260
Extension Service 263
County Fair 265
Veteran's Office 266
Island Grove Building 267
Asset and Resource Management 268
Contingency (Salary) 269
iii
PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 271
Graph -- Public Works Expenditures 272
Graph -- Seven Year Trend Data 273
Narrative Fund Summary 274
Concerning Local Accountability for Money Used for
Highway Purposes 276
Construction Bidding for State -Funded Local Projects 277
Summary of Revenue 278
Summary of Expenditures 279
Summary — All Departments 280
Administration 281
Trucking 283
Motor Grader 285
Bridge Construction 287
Maintenance Support 289
Other Public Works 291
Mining 293
Pavement Management 295
Grants -in -Aid to Cities and Towns 297
Non -Departmental Revenue 298
Contingency (Salary) 299
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 301
Graph -- Social Services Expenditures 302
Graph -- Seven Year Trend Data 303
Fund Narrative 304
Estimated Revenue 306
Mandated Programs 307
Summary of Revenue 308
Summary of Expenditures 309
Summary — All Departments 310
County Administration 316
Non Program Revenue 318
Other Programs 319
Child Support Administration 321
Temporary Assistance to Needy Families 323
Aid to Needy Disabled 325
Child Care 327
Old Age Pension 329
Child Welfare and Administration 331
Core Services 333
LEAP Program and Administration 335
General Assistance 337
iv
PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 339
Graph -- Health Fund Expenditures 340
Graph -- Seven Year Trend Data 341
Narrative Fund Summary 342
Summary of Revenue 343
Summary of Expenditures 345
Budget Unit Summary - All Departments 346
Administration 349
Non -Program Revenue 351
Health Communication 352
Community Health Services 354
Environmental Health Services 356
Public Health Preparedness 358
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 361
Narrative Fund Summary 362
Summary of Revenue 363
Summary of Expenditures 364
Summary — All Departments 365
Job Service (Wagner/Peyser) 366
Summer Job Hunt 367
Employment First 368
Assistance to Needy Families 369
Workforce Investment Act - Administration 370
Workforce Investment Act - Adult Program 371
Workforce Investment Act - Youth Program 372
10% Incentive Grant (CIMS) 373
Workforce Investment Act - Statewide Activities Grant 374
Workforce Investment Act - Dislocated Worker Program 375
Educational Lab 376
AmeriCorps Program 377
Tight Corp Program 378
AAA Administration 379
AAA Support Services 380
AAA Congregate Meal 382
AAA Home Delivered Meals 383
AAA Health Services 384
AAA ARCH 385
AAA Elder Abuse Grant 386
AAA Special Ombudsman 387
AAA Single Entry Point 388
MA (NCMC) 389
AAA (VALE) 390
AAA (State Funds) 391
Part E Family Caregiver Support 392
Community Services Block Grant 393
v
PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 395
Conservation Trust Fund:
Summary of Revenue 396
Summary of Expenditures 397
Budget Unit Summary 398
Contingency Fund:
Summary of Revenue 401
Summary of Expenditures 402
Budget Unit Summary 403
Emergency Reserve Fund:
Summary of Revenue 404
Summary of Expenditures 405
Budget Unit Summary 406
Solid Waste Fund:
Summary of Revenue 407
Summary of Expenditures 408
Budget Unit Request Summary - Code Enforcement 409
Budget Unit Fund Summary 410
CAPITAL FUNDS:
Graph - - Seven Year Trend 413
Narrative Fund Summary 414
Summary of Revenue 415
Summary of Expenditures 416
Budget Unit Summary 417
Long Range Capital Projects Five -Year Plan 418
PROPRIETARY FUNDS:
Narrative Summary of Funds 461
Paramedic Services Enterprise Fund:
Budget Unit Summary 462
IGS - Motor Pool Fund
Summary of Revenue 463
Summary of Expenditures 464
Budget Unit Summary - Motor Pool Administration 465
Budget Unit Summary - Motor Pool Equipment 467
IGS - Health Insurance Fund:
Summary of Revenue 470
Summary of Expenditures 471
Budget Unit Summary 472
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 474
Summary of Expenditures 475
Budget Unit Summary 476
IGS - Phone Services Fund:
Summary of Revenue 478
Summary of Expenditures 479
Budget Unit Summary 480
Weld County Finance Authority:
Budget Unit Summary 482
GLOSSARY 483
vii
VIII
6o
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2012
t e -r afr-des
President Executive Director
1
2
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 356-4000, EXT.4218
FAX: (970) 352-0242
1150 0 STREET
P.O. BOX 758
GREELEY, COLORADO 80632
September 18, 2012
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
The Weld County 2013 Proposed Budget for operations and capital outlay totals a gross amount
of $195,340,187 with a net of $191,158,454 when interfund transfers are excluded. The Internal
Service Funds total an additional $28,979,772. The budget has been prepared in accordance
with your directives developed during the budget process. The budget is funded with revenue
estimates of $109,949,007, anticipated fund balances of $82,830,000, and the maximum
allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter
of $107,852,024.
2013 BUDGET HIGHLIGHTS
> Assessed value increased 20% or $1.055 Billion primarily from oil and gas production.
> Implementation of the Strategic Investment Plan for the Future of Weld County.
> Funding of innovation and technology projects identified.
> Funding the oil and gas revenue fluctuation reserve in the Contingency Fund.
> Implementation of recommendations from the Technology Assessment Study.
> Paramedic Service transferred to NCMC, Inc. and Banner Health mid -2012.
> Hiring of a Communications Director.
> Implementation of a radio replacement program in capital improvement plan.
> Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs.
3
> Addition of two additional Planner II positions to accommodate new development.
> Funding a Haul Route Program (HARP) to improve county roads impacted by the energy
industry due to new oil and gas drilling exploration for a third year.
> Beginning of Phase I of three phases of WCR 49 improvements.
> Mini -bus transportation service terminated mid -2012.
> Fund current and past administrative costs of the Weld County Retirement Plan.
> Open new Regional Crime Lab.
> Add a SO Deputy Sheriff position for fugitive transports, and one for fugitive warrants.
> Accommodate additional funding from the state Child Welfare allocation formula.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
The U.S. economy continues to build momentum, but challenges lie ahead. Most sectors of the
economy are improving, but growth is moderate as the economy works through damage done
by the financial crisis and uncertainty about international economic conditions. The job market
is improving, which is boosting personal income and consumption. The industrial,
manufacturing, and construction industries are gradually improving, and the real estate market
is starting to stabilize as the supply of homes for sale is starting to match the demand for
homes. The overall outlook for the national economy is for continued growth, although the
recovery is expected to be more constrained than previous recoveries.
The recovery in Colorado's economy is strengthening. Recent gains in the labor market signal
that the economy, which only a few months ago was feared to be nearing recession, has not
only stabilized but its recovery has gained a solid foothold and is more resilient than previously
thought. However, growth will remain below the long run potential, weighed down by concerns
about the global economy, high levels of consumer debt, rising gasoline prices, and continuing
imbalances in the real estate and credit markets.
Pockets of the state have enjoyed a strong economic recovery. Employment increased at
strong rates in Weld County and the southwest mountain region as a result of increased activity
in the oil industry. Increasing agriculture prices have driven growth in ranch and farm income,
boosting consumer spending and economic health on the eastern plains, the San Luis Valley,
on the western slope, and in the northern region of the state. The Boulder area is enjoying
strong growth in software publishing and economic activity in the Metro Denver and Pueblo
regions is strengthening gradually. Meanwhile, the economy in the Colorado Springs region is
showing only weak signs of recovery. In addition, the economy is struggling in portions of the
western region as a result of slowing activity in the natural gas industry.
The two-year old recovery in Colorado's labor market is gaining momentum. Colorado lost
151,600 jobs, or 6.4 percent of its job base, between the pre -recession peak in April 2008, and
the cyclical low in January 2010. During the two years between then and January 2012,
Colorado added 75,600 jobs. Total nonfarm employment increased 1.5 percent in 2011, after
increasing 0.8 percent in 2010. The unemployment rate fell from a high of 9.0 percent in
4
November 2010, to 8.4 percent in June 2012. Weld County's unemployment rate, in June 2012,
was 9.2 percent.
Consumers in Colorado continue to increase their spending, but remain cautious. Consumers
remain cautious as a result of an uncertain global economy, continued high unemployment,
decreasing real wages and salaries, and rising food and gasoline prices. Colorado's housing
market continues to slowly recover and is showing signs of stabilizing. Although many
homeowners are still unable to sell their homes because home values are lower than their
outstanding mortgages, home vacancies and foreclosures continue to place downward pressure
on prices, and lending institutions continue to work through the administrative and financial
aftermath of the housing crisis. Consumers are having difficulties getting home loans approved
because of tight lending standards and uncertainty among banks and appraisers about home
values. Although markets have begun to improve in localized areas around the state, recovery
in the overall housing market is being stalled by uncertainty in the economy and slow
employment growth.
In summary, Colorado's recovery continues to move forward. Employment growth gained
momentum and consumers increased spending. In addition, the agriculture and energy
industries are expected to continue the boost in growth through the forecast period. These
positive trends will be constrained, however, by the housing market, tight credit conditions, and
the financial markets.
Energy drilling activity has continued to boom in Weld County due to the continued high price of
oil and new drilling technologies. Nationally, the price of oil has remained around $80-90 per
barrel, climbing to nearly $110 per barrel during periods of the year. The activity by Andarko
Petroleum within the Niobrara shale formation in the Wattenberg field continues apace. The
company plans to be operating seven rigs in this formation by the end of year, and now
estimates it will drill 160 horizontal wells in 2012, up from 40 in 2011.
The recovery in the economy of the northern region of Colorado, which has been among the
strongest in the state, maintained its pace through 2012. Employment is up in both major urban
areas within the region and the unemployment rate dropped in the last few months of the year.
Regional gains in consumer spending remain above the statewide average, with gains
especially strong in Weld County. The residential construction industry remains strong in the
Fort Collins -Loveland area and is holding its own in Greeley. Accelerating oil exploration activity
in the Wattenberg field, as evidenced by the increased number of drilling rigs operating locally,
brings further reason for economic optimism. The accelerating oil and gas exploration will also
boost the assessed value for property tax revenues in Weld County in 2013 and 2014.
FOR THE FUTURE
Although the financial health of Weld County government is currently excellent, it is important to
look to the future issues, possible problems, and alternative solutions to these problems.
Besides the traditional role of budgeting to responsibly manage available current year funding,
there must be a continued emphasis of long-term planning, recognition of the cumulative effect
of individual decisions, an awareness of changing realities, flexibility, citizen input in setting
priorities, and a focus of goals and objectives consistent with the core services philosophy and
Mission Statement.
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 is 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 time frame of the analysis is 2012-2016.
5
However, it is anticipated the same property tax revenue trend will most likely continue beyond
2016, if there is no significant change in the world economy, energy industry, or government
regulations.
In November, 2011, an announcement from Anadarko Petroleum Corporation stated that results
from early drilling indicate that the company could produce the equivalent of 500 million to 1.5
billion barrels of oil, natural gas liquids, and natural gas from the Niobrara formation within the
Wattenberg Field boundaries located in Weld County. Anadarko plans to drill 160 horizontal
wells in the area, in 2012, and could eventually drill 1,200 to 2,700 wells in the area. The
production of the oil by Anadarko and other energy firms will add jobs in the county and bolster
property tax and severance taxes to record levels. Potential output of 55 million barrels a year
from Anadarko's 350,000 acres in the Wattenberg Field would almost triple the current
production of oil in Colorado. Besides direct production from the oil and gas industry, there are
anticipated other economic spin-offs which will add jobs and investments resulting in increases
to the county's total assessed value.
Based upon information from the Colorado Oil and Gas Association, the increased oil and gas
activity will result in about 400 new wells in Weld County in the next two years. Weld County
has about 40 percent of the wells in Colorado. The Colorado Oil and Gas Association indicates
the industry should be steady and strong but the infrastructure is not in place for a huge
'oil boom'. The region's infrastructure is nearing capacity at more than 90 percent of its use for
pipelines and refineries. Although current infrastructure will constrain the development of the
Niobrara formation, there is much room for growth in Weld County; therefore, property tax
revenue will increase.
With the continued increase in oil and gas production in Weld County, the resulting increase in
the property tax base raises some significant public policy decisions regarding how to financially
manage the increased property tax base. When a tax base increases, a typical local jurisdiction
may look at the obvious public policy options of spending more through expansion of services
and growth of government, lowering the property tax to all taxpayers, or a combination of the
two. To be fiscally responsible and consistent with Weld County's fiscally conservative nature
that has resulted in a legacy of Weld County having no debt, a creative option should be
developed. The creative option is developing 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 establishing 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 percent property tax limitation and TABOR
limitation, lower property tax rates will result for all taxpayers in Weld County. However, until
the Home Rule Charter and TABOR tax limitation are reached, an opportunity to implement the
long term strategy of investment will exist.
In examining the public policy options, the first is to spend more and expand government. This
option is contrary to the corporate culture that has been developed within Weld County
government since the passage of the Weld County Home Rule Charter in 1976. The second
option of simply reducing the property tax of taxpayers is tempting, but until the tax limitations
are reached, this option may be shortsighted and eliminate long term financial options that
ensure long term financial viability for Weld County.
Another approach is the creative option of developing 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 establishing a fluctuation reserve to
deal with the volatility of the peaks and valleys in energy prices and production. In analyzing
6
this option, one needs to examine the difference between spending and investment. In our
personal lives, spending is surrendering money now in order to get some good or service in
return. Investing is surrendering money now with the hope of getting a financial return later on,
and winding up with more money in the end. Most often when a local government wants to
invest in a long-term project or capital assets the local government must incur long-term debt for
short-term gains. Weld County is in the fortunate position that it has no long-term debt and, with
the anticipated growth in assessed value from oil and gas production, will have a stable property
tax revenue stream to dedicate to a long-term strategy of investment for the future benefit of
Weld County citizens without incurring debt or raising taxes. With this approach it may well be
said that just as the current and past Boards of Weld County Commissioners have left a legacy
of no long-term debt, the current and future Boards of Weld County Commissioners wisely
seized the opportunity to use the additional revenues from oil and gas development in Weld
County to leave a legacy of having made wise investments in 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 and economic
prosperity not only while the energy boom is happening, but also when it eventually ends.
On the downside, employing the investment strategy will require some patience from everyone,
because some of the investment in the short-term may be years away before the benefits are
evident. The other challenge will be to avoid the temptation to divert away the funds intended
for investment for short-term or politically popular purposes, especially in an economic bad time.
The best strategy for short-term downturns in the future is to make long-term investments now
and consistently over time.
The Strategic Investment Plan for the Future of Weld County, outlined above, would be funded
over the next five years, matching the projected property tax revenues with the investments to
be made in the plan. The plan presented here simply demonstrates the merits of the proposed
Strategic Investment Plan and the plan's financial feasibility. The actual recommended amounts
for each investment strategy will need to be refined by staff and the Commissioners not only
initially, but each budget year, to reflect any change in circumstances or priorities. As the
Commissioners proceed with the Strategic Investment Plan, there will be a need to develop the
details of how the additional resources will be incorporated into the Public Works budget,
develop an updated technology long-term plan, plan for staff development, and encourage
departments to identify innovative proposals to be considered for funding. The county's public
information specialist should develop a communication program for dissemination to the citizens
of Weld County explaining Weld County's Strategic Investment Plan, its relationship to the
future oil and gas development in the county, and the benefits which will be derived by all Weld
County citizens from the plan.
The 2013 budget strategy must couple the Strategic Investment Plan for the Future of Weld
County with the proven methodologies of dealing with past budgets and looking at future
strategic approaches.
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GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $217,801,031 in 2013, an increase
of 12.19 percent over 2012, primarily in property taxes, intergovernmental, internal service
charges, and miscellaneous revenues. The amount of revenue from various sources and the
changes compared to 2012 are shown in the following tabulation:
Revenue Sources 2013
Amount
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Paramedic Fees
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
$107,852,024
7,870,000
2,866,875
48, 509,153
5,515,346
0
10,190, 861
8,777,000
26,219,772
2013
Percent
of Total
49.5%
3.6%
1.3%
22.3%
2.5%
0%
4.7%
4.0%
12.1%
TOTAL $217 801.031 100.0%
2012
Amount
$90,117,557
8,140,000
2,237,550
41,601,491
5,332,890
6,230,000
8,537,353
8,317,000
23,875,547
$194.389.388
2012
Percent
of Total
46.4%
4.2%
1.2%
21.3%
2.7%
3.2%
4.4%
4.3%
12.3%
100.0%
Increase
- Decrease
from 2012
$ 17,734,467
-270,000
629,325
7,150, 608
182,456
-6,230,000
1,653,508
460,000
2,361,258
$23.671.622
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $220,138,226 for 2013, which is an increase
of 8.14 percent over 2012. The amounts by function and the increase over 2012 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
Paramedic Services
Internal Services
2013 2012
2013 Percent 2012 Percent
Amount of Total Amount of Total
$ 31,154,121
27, 309,100
39,960,051
43,152,400
8,189,802
8,880,673
7,600,000
2,300,806
12,000,000
9,281, 593
910,203
419,705
0
28,979,772
14.1% $ 29,603,298 14.5%
12.4% 26,697,167 13.1%
18.2% 32,570,248 16.0%
19.6% 41,627,280 20.4%
3.7% 7,344,889 3.6%
4.0% 8,371,193 4.1%
3.5% 7,600,000 3.7%
1.0% 1,972,097 1.0%
5.5% 14,000,000 6.9%
4.2% 699,591 0.3%
0.4% 885,876 0.4%
0.2% 419,705 0.2%
0% 6,176,979 3.0%
13.2% 25,608,514 12.6%
Increase
-Decrease
from 2012
$ 1,550,823
611,933
7,389,803
1,525,120
844,913
509,480
0
328,709
-2,000,000
8,582,002
24,327
0
-6,176,979
3,371,258
TOTAL $ 220 138.226 100.0% $ 203.576.837 100.0% $ 16.561.389
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
financial responsibility for the Paramedic Service. The operation will no longer be part of the
Weld County budget.
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Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2013 program is funded at $7,600,000, with
$7,200,000 from property tax, $100,000 from capital expansion fees, and $300,000 from
interest. Anticipated projects include $800,000 for an equipment storage facility for Public
Works, and $788,000 for special projects. A carry-over beginning fund balance of $4,340,000 is
anticipated, and $10,352,000 ending reserve fund balance for the future jail expansion
($7,402,000), Communications System reserve ($950,000), and Downtown Greeley land
reserve ($2,000,000) is anticipated at the end of 2013.
Debt Administration: The County continues to have no bonded indebtedness. The passage
of HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent
of the assessed valuation of the county. Thus, Weld County maintains over a $192 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions that can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2013 is $1,453,500.
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 2013, 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
2013 Budget is $6,418,235,210, which is up $1,055,371,800, or 20 percent over last year. The
assessed value for vacant land is down $5.5 million, or 7 percent. Residential is up $15.7
million, or 1 percent; and commercial property is up $42.2 million, or 6 percent. Agricultural
property is up $2.9 million, or 2 percent; industrial is up $60.5 million, or 18 percent; natural
resources is down $0.53 million, or 4 percent; and State assessed property is up $34.3 million,
or 6 percent. The major increase is in oil and gas, up $944 million, or 39 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 $211.7 million, or 1.03 percent.
Employee Compensation Pay: For the 2013 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 12 percent for 2013. Health
coverage will be provided by CIGNA on a partially self -insured basis with a Preferred Provider
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account
(HDHP/HRA) option. Short term disability insurance will replace the sick leave bank. No other
benefit changes are anticipated.
9
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$82,830,000 to begin 2013. 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
$80,492,805. However, the ending fund balance is actually understated because $12,000,000
in the Contingency Fund is appropriated, thus not showing up in the ending fund balance figure.
The $12,000,000 is not anticipated to be spent in 2013, and if no emergencies or unforeseen
events happen, the amount should be in the ending fund balance. There is no fund balance
earmarked in the 2013 budget. All other fund balance amounts are undesignated. With the
above projection, ending fund balances should be $92,492,805. 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 2013 BUDGET
The major factors impacting the 2013 budget continue to be related to the slow economic
recovery, 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.
With economic recovery cautiously returning, it remains challenging to predict 2013 economic
growth. However, with Weld County's continuing energy development, population growth and
position in regard to affordable housing, it may be only a matter of time before activity begins to
rebound. Given these indicators to Weld County's economic growth and recovery, there is
reason to be cautiously optimistic about the economic future of Weld County. Growth and
development activity directly, or indirectly, related to oil and gas exploration seems to be the
main economic driver in the majority of positive economic activities in Weld County. The County
has seen several compressor stations, injection wells, and other oil and gas support and service
industries seeking permits. Given the commitments of the large oil and gas companies in Weld
County, the County seems primed to see considerable long-term investment and development
in the oil and gas arena.
Although the oil and gas industry continues to invest in Weld County and provide employment
opportunities, the renewable -energy sector has softened with the global economic slowdown
and falling energy prices. A large solar panel manufacturer in Weld County, Solar Abound, has
closed and declared bankruptcy. Vestas employs over 650 employees in Weld County
producing wind turbines. Many of the Vestas jobs will be at risk if a federal production tax credit
is not extended.
A major impact to the County's budget planning the last three years has been the volatility of the
oil and gas assessed values. Oil and gas assessed values for the 2011 budget, due to the drop
in commodity prices in 2009, were down over 40 percent over the prior year. However, oil
prices in 2010, stabilizing at their historical levels of over $75 per barrel, resulted in a 46 percent
increase in the assessed value for oil and gas for the 2012 budget. For the 2013 budget, oil and
gas assessed values are up nearly a billion dollars with a 39 percent increase. In addition, new
energy discoveries in northeastern Weld County could bode well long-term for oil and gas
production in the area. While the growth in the County's assessed value and economic stimulus
of the energy industry in Weld County is positive, the downside is the County has had to add
$4,000,000 to the Public Works budget the last three years for the Haul Route Program (HARP).
HARP has been developed, in conjunction with the energy industry, to identify haul routes that
need to be improved to accommodate heavy hauling traffic, address safety issues, and improve
roads impacted by the oil and gas industry's heavy hauling on county roads due to the new
exploration.
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As consumer costs for fuel, utilities, and food continue to rise, with high unemployment of nearly
9 percent, and as homeowners are still facing mortgage foreclosure situations, more Weld
County citizens are being placed in a position of requiring assistance. Food Assistance and
Low Income Energy Assistance (LEAP) caseloads have continued to experience significant
increases in the past year. The Department of Human Services anticipates growth in Old Age
Pension (OAP) over the next decade due to the number of citizens that are reaching retirement
age. Another area of concern is the continued State of Colorado and federal budget crisis.
Many of the County's programs are dependent upon our funding partnership with the state and
federal governments. As the state and federal governments seek to balance their budgets the
County can expect cuts to state and federal programs impacting the County. On the positive
side in the area of Human Services, the Child Welfare Allocations Committee voted to restore
the allocation methodology that was in place prior to 2008 and to establish an allocation method
for Core Services (Family Preservation) funding for the first time since its inception. These
changes will result in an approximate increase to Weld County's allocations of $3 million, which
will enable the county to better utilize the resources available to provide child welfare services to
the citizens of Weld County.
In 2012, Weld County made two organizational changes involving the minibus transportation
system and Paramedic Service. Both programs had long term financial challenges, due to
changes in funding at the state and federal levels and the Affordable Healthcare Act changes.
In the case of the minibus transportation system, once the State assumed the Medicaid broker
function other ridership dropped to a point that the program could no longer be justified. As a
result, the service was stopped in February. The Paramedic Service is a county -wide advanced
life support emergency medical service. The operation was transferred to NCMC, Inc. and
Banner Health on May 7, 2012. NCMC, Inc. and Banner Health assumed operational and
financial responsibility for the Paramedic Service.
Finally, as discussed in the For the Future section of this letter the Strategic Investment Plan for
the Future of Weld County recommendations are incorporated into the 2013 Budget. The plan
calls for developing 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 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 of $90,703,894 up $12,195,797. Without including
adjustments for health insurance costs, short term disability insurance, cost of living, and salary
step increases, the budget for general government functions is up $1,550,823. 2013 will be an
off-year election year requiring only one General Election with lower turnout. The net result is a
drop in net county costs of $862,772. The budget is funded as if it is a mail election. If the
election is a voting center election the costs would go up substantially. The Motor Vehicle office
of the Clerk and Recorder is requesting the addition of two Office Tech III positions ($106,864).
One position is for the Southwest branch office and one for the Greeley office due to the
increased activity in vehicle registrations. The Planning Department is up $175,715 with the two
mid -year additions of two Planner II positions ($170,526) due to more development activity.
Transportation decreased by $454,507 due to the elimination of the program in February.
Information Services has increased $563,892 with $127,677 attributed to the 3.5 percent
inflationary factor in the ACS contract. In addition, there is $330,996 included in the budget for
three new ACS positions. The positions are a Business Process Analyst, Mobile Computing
Manager, and a Technology Trainer. The recommendation for the three positions came from
the Technology Summit held on May 24, 2012. In addition, the county started the Technology
Tools Analysis Project in July. The project focused on optimizing resources, both human and
technology, by analyzing how the Weld County workforce completes their job duties with the
technologies that are available to them. This project will present findings and recommendations
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for improvements in the area of technology for Weld County. The costs of implementing the
recommendations are funded in the new Innovation and Technology Projects budget.
$2,000,000 has been included in the budget for the Innovation and Technology Projects, which
are part of the Strategic Investment Plan for the Future of Weld County.
Public safety functions are up $1,525,120 in the budget. The Sheriff increased costs in the
recommended budget by $171,371, or less than one -percent. The Sheriff added over $70,000
for funds for training, in 2013, due to turn over the department has experienced and the need to
bring new "master trainers" up to speed. In hindsight of the Brownlee incident, which resulted in
an officer's death, the department has realized the need to bring in higher quality training to a
group of individuals that can turn around and train the entire agency. The entire agency is also
hoping to make an investment in getting supervisory level employees trained to be more adept
at human resource issues. The increase to the training budget is expected to only be for this
year to accommodate the master trainer courses and to get the agency's supervisors better
trained on employment law issues. $83,000 has been included in the budget for Speakwrite,
which is a voice to document transcription service that allows deputies to dictate their reports
and then obtain a high quality transcription via email. The result should be increased
productivity by spending less time typing reports and more time in crime suppression.
In the North Jail budget significant costs have been deferred another year by continuing to hold
the total secure jail bed capacity at 630 beds. Inmate census trends indicate the 630 bed
capacity should be adequate in 2013; however, approximately $1,500,000 in deferred jail cost is
not a permanent cost savings, since additional staff and capacity will be needed in the future.
Medical costs for inmates have been increased by $78,940. Two additional officers ($138,942)
have been requested in the 2013 budget, an officer to meet current fugitive transport obligations
and another to work fugitive warrants. The Community Corrections budget is down $136,762
with all costs being offset by state revenues. Justice Services has requested a 0.5 FTE Senior
Pretrial Specialist position ($30,645) to create greater capacity to serve more pretrial clients,
which should produce cost savings in holding down jail bed utilization. Communication's costs
are up $324,187 and the Criminal Justice Information System is up $229,626 primarily due to
the salary adjustments for the Dispatcher and Records positions paid through the IGA with the
City of Greeley, and computer support. In addition, $550,000 is included for 100 mobile radios
as part of the capital replacement plan developed in 2012 that calls for the replacement of
radios every ten years.
Other changes include Engineering, which is up $328,709 due to consultant contracts and
higher engineering costs for projects. The General Fund's subsidy to the Public Health
Department is up $204,163 due to health insurance costs and anticipated salary increases.
Asset and Resource Management is a new budget consolidating the funding of costs associated
with the management of county property assets and leases. The budget includes $340,628 for
management of water rights and real estate owned by the county. $371,281 is funded for the
leases of county assets and asset depreciation of $2,333,000. 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 $1,000,000. The county stopped paying the fees in
the 1980's, so the $3,000,000 in the recommended budget is to not only pay the current fees,
but 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.
The budgeted appropriations for Public Works in 2013 total $39,960,051 up $7,389,803.
Municipal share back is funded at $1,608,300. The overall Public Works budget has been
impacted $1,525,003 due to the decrease in vehicle costs. The Other Public Works budget is
up $5,899,336 based on the Capital Improvement Plan (CIP). Project budgets have increased a
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total of a net $5,685,385 based on the following: An increase of $2,458,960 based on capital
improvement projects for 2013; a reduction of $1,037,040 in the Haul Route Program (HARP)
due to $1,020,000 being moved to Mining for the purchase of gravel materials and $17,040 for a
seasonal position; a reduction of $256,075 in the Strategic Road line item due to anticipated
projects for 2013; and a reduction of $215,000 in Right -of -Way purchases based on 2013
projects. An additional $4,000,000 was added to Other Purchased Services for Phase I of
WCR 49 that will be partially funded by a $1 million Energy Impact Assistance grant. $800,000
is included for the construction of the WCR49/WCR 44 intersection, with $610,200 funded from
a Hazard Elimination Safety (HES) grant.
Pavement Management is funded at a decreased level of $154,584, with $3,100,000 included
for asphalt purchases, and chip and seal of $1,140,000. In the Trucking budget there is an
increase of $407,437 for additional contract hauling in 2013. Overtime in the department has
been reduced where possible. Mining operations are up $1,726,559 to fund surface gravel,
class 6 materials, and contract crushing of pit materials to accommodate the gravel road needs
and HARP program with the impacts from the oil and gas development. Seasonal staffing is up
$213,951 in order to staff for the 2013 workload. Other operating budgets for road and bridge
maintenance are funded at near the 2012 funding level. With some operational economies to
offset some of the fuel costs, the current service level should be able to be maintained with the
funding recommended.
Projects for 2013 include $4,000,000 for Phase I of WCR 49 improvements, which includes the
construction of a bridge over the Cache la Poudre River. An Energy Impact Assistance grant
will fund $1 million of the project. The CR 23 and State Highway 392 construction project
($2,815,000) will be done in partnership with CDOT, Windsor and Severance. Another project
is CR 55 and State Highway 392 ($400,000). Right-of-way and utility costs include CR 49
($800,000), CR 49/CR44 intersection ($150,000), CR 49/CR22 intersection ($100,000), and
CR 5, CR 26 and State Highway 66 ($100,000). Haul Route Projects (HARP) are funded at
$2,962,960. There is another $1,020,000 in Mining for HARP gravel purchases. CR49/CR 44
intersection construction is funded at $800,000 with $610,200 funded from a HES grant.
The total Social Services Fund budget is $27,309,100. The programs are funded by property
tax of $6,500,000, state and federal funds of $19,227,417, 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. Food Assistance caseloads have been increasing
substantially for several years. During 2011, they increased by nearly 15 percent over 2010
levels. However, they appear to have reached a plateau during 2012. Other assistance
programs administered by the Department, such as LEAP, Aid to the Needy -Disabled, Old Age
Pension, and Child Care have been following a similar trend. Medicaid caseloads continue to
grow as efforts at the federal and state level emphasize the increase of access to these
services. As Colorado implements Health Care Reform legislation, the Department's role in
administering eligibility determination to the program could change significantly.
Quality daycare, at an affordable cost, will continue to be a challenge for working families to
obtain. The Department continues to develop methods of providing appropriate reimbursement
to providers, being careful to not monopolize the market. The Child Care Automated Tracking
System (CHATS) system has been replaced with an upgraded system, based on an electronic
attendance record of children in care to drive an automated payment to the provider for hours
for which the care has been authorized.
Weld County's efforts toward early intervention in Child Welfare involvements is beginning to
produce positive outcomes, both in our outcome tracking measures and in our ability to control
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expenditures. Our caseworkers are regularly recognized for the accuracy and thoroughness of
their case files. Although referrals to the Department continue to increase by approximately
3.3 percent per year, the number of cases that ultimately result in intrusive and costly out -of -
home placements has decreased by 7.5 percent over the past two years, as more families are
diverted to treatment and training services in an effort to keep them intact. The Child Welfare
Allocations Committee voted to restore the allocation methodology that was in place prior to
2008, and to establish an allocation method for Core Services (Family Preservation) funding for
the first time since its inception. These changes wilt result in an approximate increase to Weld
County's allocations of $3 million, which will enable us to better utilize the resources available to
provide these services to the citizens of Weld County.
The Human Services Fund is funded at $7,933,047 for 2013, which is up $799,613 or 11.21
percent, from the previous year, primarily in the area of Jobs programs ($568,160). Community
Services Block Grant is up $123,082. Area Agency on Aging programs are down slightly by
$2,697. Senior Nutrition is up $123,419 nearly 30 percent. Other programs are stable with little
change.
On the revenue side of the budget, property taxes are budgeted at $107,852,024, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR.
Revenue from interest earnings are down $300,000 at $1,100,000 for 2013, as interest rates are
projected to remain low. Planning and Building Inspection fees are up $450,000 primarily due to
all the new oil and gas activity in the County and some upturn in development.
Intergovernmental revenues are down $298,522 primarily due to lower Community Correction
grants of $136,762, and transportation CDOT grants are down $172,700 with the elimination of
the minibus program. Charges for Services are down $20,738 primarily from Sheriff Office fees
and charges. Fines from traffic are down $176,610, which is following a nationwide trend. The
Treasurer's fees are anticipated to be up $130,000. Revenue from Clerk and Recorder fees are
up $450,000 as a result of recovering vehicle sales and increased oil and gas recording activity.
All other revenues are relatively stable with little change.
The resources for Public Works total $65,489,672, which includes a fund balance of
$28,000,000, in addition to the revenue shown in the budget. Property tax is set at $9,000,000,
an increase of $2,012,809. With the increased assessed value from oil and gas development,
Weld County has increased the property tax amount dedicated to the Public Works Fund in
order to increase its investment in the road and bridge infrastructure in accordance with the plan
laid out in the Strategic Investment Plan for the Future of Weld County. Specific ownership tax
is estimated to be $6,000,000, down $330,000 from 2012. Regular HUTF is at $8,040,000 due
to people driving less and more fuel efficient vehicles. However, with the passage of SB09-109,
Weld County will receive $1,810,000 from the added HUTF revenue resulting from this new
legislation. Total HUTF will be $9,850,000 the same as 2012. Permit revenues are budgeted at
$530,000. Motor vehicle registration fees are $330,000 and grazing fees are $90,000. Oil and
gas revenues are $3,000,000. Federal mineral lease revenues are $800,000 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 2013, the district is funding $800,000 in oil and gas haul route projects. The
$800,000 is budgeted in other revenues from project reimbursements. PILT is budgeted at
$300,000 with the Federal Mineral Leasing District funding change.
Other revenues from project reimbursements total $3,363,000, which are up $646,000.
Transportation impact fees are budgeted at $1,392,000. Reimbursements for the intersection of
CR 23/SH 392 project include $921,000 from CDOT, $1,406,472 from NFRMPO, $100,000 from
Severance, and $150,000 from Windsor. There is also an Energy Impact Assistance grant of
$1,000,000 for Phase I of CR49 and $200,000 for CR49/22. A HES grant for $610,200 is
funded for the CR 49/44 intersection project. Severance tax is budgeted at $1,810,000 the
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same as 2012. In accordance with the policy adopted by the Board of County Commissioners
in 2010, the severance tax revenue is budgeted at a five-year leveling average due to the
fluctuations of the revenue created by the price and production levels of oil and gas
commodities.
During the last four years in the budget process all county programs underwent a detailed
examination by management and the Commissioners to better understand the needs and value
of programs and set a priority process that identified what the County should be doing. This
process identified programs that needed to be added, eliminated, restructured, or left
unchanged. Together with the review, a re-examination of what Weld County's mission
statement should be, core values, core strategic goals, and how each department and office tie
their individual goals into the overall county mission and strategic goals to best serve the
citizens of Weld County was accomplished.
The 2013 Proposed Budget contains adequate resources to provide a level of service similar to
2012, with the exception of where resources were added in accordance with the Strategic
Investment Plan for the Future of Weld County. The County will continue to focus on improving
service and communication with our citizens within our resources. Demands in many areas
continually exceed resources available. To serve the growing needs in the county, we will
continue to explore possibilities for improved efficiency while maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we all deal with the worst
economic conditions in a generation. The State of Colorado faces significant budget problems
and the federal government continues to wrestle with a major deficit issue. Many tough
decisions associated with implementation of programs, and how they are to be funded, must be
dealt with by the Board of County Commissioners with citizen input. Hopefully, this budget
document has allowed the Board to make those difficult decisions to maximize the value of the
tax dollars of the citizens of Weld County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested
by the elected officials, department managers, and employees in recognizing the problems and
issues confronting the County and responding with creativity and understanding. The County,
as a whole, also recognizes the Weld County taxpayers and consumers of county services who
provide the economic resources to the County, and we pledge our commitment to continue to
provide the best in county services possible.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado.
More information may be found on Weld County's website at www.co.weld.co.us.
Very truly yours,
Donald D. Warden, Director
Budget and Management Analysis
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ABOUT WELD COUNTY
Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered
on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area.
The third largest county in Colorado, Weld County has an area greater than that of Rhode
Island, Delaware and the District of Columbia combined.
The climate is dry and generally mild with warm summers,
mild winters and a growing season of approximately 138
days. The land surface is fairly level in the east, with rolling
prairies and low hills near the western border. Elevations in
the county range from 4,400 to 5,000 feet.
The South Platte River and its tributaries, the Cache la
Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain,
and other smaller streams, flow into Weld County from the
south and west, leaving the county on the east.
POPULATION
There are 31 incorporated towns in Weld County. The county
seat and principal city, Greeley, is located in the west central part of the county and
contains almost half the county's population. Generally, most of the remaining
resides within a 20 to 30 miles radius of Greeley; the northeastern part of the coopunty son
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.
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Weld County's sugar beet industry began with the building of sugar factories in
Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920
by one at Fort Lupton and another at Johnstown in 1926.
LIVEABILITY
Weld County's liveability is just one of the features that make it a
great place to live. Abundant Colorado sunshine, low humidity, cool
summer nights, and mild winters provide a climate where people
thrive.
Recreational opportunities are almost endless. Much of Weld County is
within an hour's distance of the majestic Rocky Mountains. Sports
fans don't have far to go to cheer for their favorite professional teams
in Denver.
Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer
life on the Colorado plains. The Meeker Museum in Greeley is a national historic site. Fort
Vasquez In southern Weld County has an exciting history as an early Colorado trading post.
The Greeley Philharmonic Orchestra is one of the oldest symphony orchestra west of the
Mississippi. The University of Northern Colorado's Little Theatre of the Rockies is one of
America's premier college dramatic organizations.
North Colorado Medical Center is a leading public medical facility
and the Northern Colorado Oncology Center is a major cancer
treatment facility in Colorado.
EDUCATION
Education has always been an important part of life in Weld
County where twelve school districts offer educational
opportunities which have earned a reputation for quality.
Greeley is the home of the University of Northern Colorado, a 4 -
year university offering bachelors, masters and doctorate
degrees to 11,000 students. Aims Community College is a 2 -
year liberal arts and vocational college in Greeley with a second
campus in Fort Lupton.
With 3,999 square miles within its borders and a population of over 250,000, Weld County
has plenty of room for growth. Its thirty-one incorporated towns offer a variety of lifestyles
from urban to rural.
To make certain Weld County maintains its quality of life, a comprehensive plan has been
developed and implemented. The plan, simply stated, puts the right things in the right
places. The result is that Weld County provides an ideal location for corporations, industry
and businesses. Most importantly it's a nice place for people.
RESOURCES
Fertile fields of green can be found in every part County, which ranks as the third leading
agricultural area in the United States. Weld County is Colorado's leading producer of cattle,
grain and sugar beets.
An abundance of water has been important to not only the agricultural community, but also
to industrial development.
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.
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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
METAL CONTAINER CORPORATION
NORTHERN COLORADO MEDICAL CENTER
OWENS-ILLINOIS
PLATTE VALLEY STEEL
ROCHE CONSTRUCTORS
STARTEK
STATE FARM INSURANCE
VESTAS WIND SYSTEMS
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STRA I EPIC PLAN
2013-2016
geld 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.
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These themes snide Veld Colin towards our
vision of the fiture.
OUR PRIORITY STRATEGIC THEMES
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation
system
• Continuously improve the performance and
capabilities of Weld County operations by
maximizing technology, fostering innovation, and
increasing access to and information regarding
services
• Promote a healthy economy through business
development and economic diversification
• Promote responsible and comprehensive policy
development through effective planning for land use,
transportation, and growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all
government services
21
OUR VISION FOR THE FUTURE
This vision statement
reflects our citizens' expectations
for Weld County government into
the future.
1 '(,)RAi\TC; JQR ''3[J'
22
These ,guiding principles are the basic values 0/ every
level of Wield County government. They guide the way
we make our decisions and carry out our actions eveg day.
► Ensure long-term 'fiscal stabTty for the county
Customer -focused and customer -driven
► Accountable and responsible to the public
► Provide and develop leadership, cooperation, and
collaboration aimed at improving service
► Focus on viable solutions that improve the quality of life
Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfill our
vision
23
TRENDS J 'il)' (. rrl1I (...x \ a.LJ) ( v(}
We identified the trend and events that may impact our
ability to provide and improve services. Analyzed the
strengthens and weaknesses of Weld County government
to meet these challenges. The major trends
affecting Weld County are:
• Growth And Its
Impact
• Transportation
• Demographic
Chances
• County Government
Financial Trends
Growth and Its Impact
One of the defining characteristics of Weld County over the last decade has been the significant growth
that has occurred in southern Weld County and in the Greeley -Windsor area. The growth has posed
considerable challenges to Weld County Managing the land use allocation issues associated with the
growth has had to be balanced with maintaining the historical quality of life and rural charter of the
county. The growth has strained services in the area of health and human services and public safety.
However, the most significant services impact has been to the transporation system as the county has
attempted to maintain the road and bridge system primarily designed for farm to market roads, but now
must be developed into a transportation system to deal with the urbanization of the county. The growth
adds strains to the services and the finances of the county, especially with the fiscal constraints of
TABOR property tax and revenue limitations, and the Weld County Home Rule Charter 5% property tax
growth limitations. The paradox of growth is that although growth adds demands for services, continued
growth and economic development is essential for the long term viability of Weld County government
and its citizens. Although the pace of growth has slowed with the cuurent economic conditions, Weld
County must position itself to be able to handle the anticipated growth once the economic recovery
begins.
ENDS I.1-Il..A(.1TI. (. WELD C () .)
Changing Economy
The impacts of the credit crisis, housing bubble, and recession are adversely impacting Weld
County and all other units of government in the U.S. The consensus among most economists is
that the impacts from the credit crisis, housing bubble, and recession will probably take four to five
years at a minimum to stabilize the financial and economic system. This will translate. into Weld
County having four to five years of difficult financial planning and budgeting to meet the needs of
the Weld County Citizens.
Weld County has many positives going for it in these tumultuous financial and economic times to
deal with the challenges we will face, such as no long term debt, a healthy fund balance, and a
diversified local economy and tax base. Weld County is in excellent financial condition compared to
most other local governments because for many years Weld County has been fiscally conservative in
its approach to budgeting and funding its services and capital programs.
With the difficult economic conditions being faced probably for the next four or five years, Weld
County managers are going to have continue to find ways to reduce costs and increase program
productivity. Weld County government's trends of being more creative and innovative to make
better use of resources -- human, financial, and technological -- must continue. It is only through
improved practices and approaches that services are maintained and public confidence in
government is enhanced. Weld County's budget strategy for the next five years must continue to use
the proven methodologies which have allowed the county to successfully deal with past budgets.
Looking at future strategic approaches must continue as Weld County is challenged by these new
economic times.
25
IP..'A(.1TJN(; (1() '\YrI
Demographic Change
growth iasOccurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago as in migration has added to the
ethnic diversity with the growing Latino population, and even recently a large community of
Somalia immigrants. Weld County's changing demographics are evident in the shift from a rural
charter to a more and more urbanized population. The age of the population is shifting in Weld
County; as it is nationwide with aging baby boomers. All these demographic changes impact the
kind of services provided, the manner in which they are provided, and the service levels.�It will fall
upon Weld County's elected officials and managers to find more creative and innovative solutions to
better use the limited resources of the county to maximize delivery of services to the more diverse
citizenry of Weld County.
County Government Financial Trends
The main purpose of county government is to be able to continue providing essential public safety,
health, welfare services, and a county transportation system. The national and international economies
are struggling under unprecedented uncertainties and challenges. With indicators of housing market
performance dropping to depths that haven't been seen in years, volatile energy and commodity prices,
and slow economic growth, many local governments are feeling financial pressures. Fortunately, Weld
County is weathering this storm better than many other local governments thanks to our past prudent
and conservative financial management. Over the years Weld County taken a number of steps to restrict
spending and safeguard taxpayer dollars. However, despite these sound fiscal practices Weld County will
not escape some of the consequences of the economic downturn and economic turmoil around it.
As Weld County policy makers and managers face the next four to five years, it will take extra efforts
on everyone's part to deliver conservative and balanced budgets in fiscal years 2010-2014. Bases upon
some reasonable projections of future assessed values, and demand for services it will be essential to
develop budgets that tighten county government's belts, focus on critical services, and reflect the needs
of the citizens of Weld County. While weathering these economic times over the next few years, the
budget must continue to deliver essential services and also make strategic investments in human capital
management, and the county's infrastructure so that our county is well -positioned for a strong economic
rebound when the downturn becomes and upturn.
TRENDS TDS 11,11).A.(. FI:N(1 NVEL1) (_.$OU
Transportation
Growth in the county has put an ever increasing demand on county services and the county's
infrastructure. The growth has increased the use of county roads and created congestion on several
county roadways that need to be mitigated. Although the county has made tremendous progress the last
twenty-five years in improving the over all condition of county roads and bridges, the growth is adding a
whole set of new problems. The character of many county roads in the Greeley -Windsor area and
Southwest part of the county have changed from rural roads to urbanized roads due to traffic volume
demanding a higher capacity and level of services. Even though the county has increased funding in this
area and imposed a traffic impact fee in these areas, additional investments will have to be made in the
future to keep the transportation system at an acceptable level.
27
Weld County's St s e. n _ ..
O ,. esses
pportunities and Challenges Identifie
STRENGTHS
Fiscally responsible and constrained
• Visionary and proactive
• Growing emphasis on strategic
management and planning
• Provide good and effective services
to citizens
• Effective use of technology
to provide services
• Committed to being a responsive
government
• Responsible and accountable to the
citizens
• Quality of life
• Coordinated efforts inside and
outside the county
• Rapid urban growth changing service
needs
Enhanced communication with public
• Growing transportation and
infrastructure needs
• Geographic diversity of county
♦ Growing demand for services
• Economic recession driven demands
for services
28
field County's Strengths, Weaknesses, xp,
ortunities and Challenses Identified
OPPOR
Attractive area for new growth
• Poised to promote economic
development
Great workforce
• Regional cooperation
and coordinated efforts
• Using technology to provide
service improvements
• Located on the northern edge of
Denver metropolitan area
• Business friendly environment
• Proximity to three major universities
CHAL1 NG 3
Economic recession
♦ Drop in housing prices
• Volatility price and production of oil
and gas
• Increase demand for infrastructure
and services
♦ Demographic changes
♦ Urbanization
• State and Federal budget cut and
mandates
• Balancing citizen expectations
with limited resources
• State and Federal environment
policies
29
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area plans, including the
mission statement for each strategic area, the goals and desired outcomes, strategies
to achieve the goals, and performance objective/key performance indicators. The
strategic area are:
*Human Services
*Health Services
*Transportation
*Economic Development
*Land Use and Planning Services
*Enabling Strategies: Financial and Operational Support
STRATEGIC AREA:
PUBLIC SAFETY
31
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated date entry efforts.
• Mission Statement: Provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Public Safety Bureau)
o Goal PSPSBI: Progressive solutions to deter crime and reduce the fear of crime.
o Goal PSPSB2: Strengthen community programs and foster additional community
partnerships.
o Goal PSPSB3: Acquire sufficient personnel and equipment to support the
growing needs of the County.
o Goal PSPSB4: Increase personnel effectiveness and efficiency.
o Goal PSPSB5: Enhance traffic safety.
o Goal PSPSB6: Enhance professionalism and promote department excellence.
o Goal PSPSB7: Reduce the number of work related accidents and injuries.
o Goal PSPSB8: Reduce the risk and mitigate the impact to communities and
citizens due to all hazard incidents.
32
• Mission Statement: To provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Offender Supervision Bureau)
o Goal PSOSB 1: To accept and lawfully hold prisoners in a safe, humane, and
wholesome environment that return people to the community better, or no worse,
than they arrive.
o Goal PSOSB2: Maintain a continuum of effective jail alternatives that offer a
range of sentencing and pre -adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
o Goal PS 1: To answer 100% of 911 calls within 15 seconds.
o Goal PS2: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Community Corrections)
o Goal PS -3: Provide safe, constructive and less expensive alternatives to use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
33
STRATEGIC AREA:
HUMAN SERVICES
34
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations.
o Goal HHS 1: To continuously strengthen services and support innovation that
leads to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management
approaches across the Human Services Department.
o Goal HHS3: Establish a systematic structure to effectively communicate inside
and outside of the Human Services Department.
o Goal HHS4: To prepare for the future by identifying appropriate actions to
external threats that may impact the Department of Human Services.
o Goal HHS5: To develop a means to clearly and effectively communicate the
value of Human Service programs to any person inside and outside of the
organization on a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal HHS7: Assist in providing veterans access to eligible state and federal
benefits to meet their needs.
35
STRATEGIC AREA:
HEALTH SERVICES
36
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the
health and environment of the residents of Weld County. (Department of Public Health
and Environment)
o Goal HS1: To improve the health of our diverse communities by assuring
individuals, families, and communities gain greater control of factors that
influence their health.
o Goal HS2: To assure dignified access to necessary, appropriate, affordable,
continuous, and timely health care, including wellness and prevention services
o Goal HS3: To lessen adverse public health impacts of chronic and communicable
diseases, land use developments, and disasters.
o Goal HS4: To enhance our organization's effectiveness by continually
monitoring our performance and evaluating our programs.
37
STRATEGIC AREA:
TRANSPORTATION
38
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To provide an efficient rural transit system throughout Weld County
to citizens with public transit needs. (Transit)
o Goal TT1: Maximize the use and efficiency of the existing transit system on a
County -wide basis.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Administration)
o Goal TPW1: Provide effective and efficient administrative and managerial
support and supervision to the Public Works Department.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings and other facilities for the safe and efficient use by the citizens of Weld
County and others. (Public Works Mining)
o Goal TPW2: To perform mining, crushing, and screening of aggregate materials
and recycled asphalt.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Bridge)
o Goal TPW3: To repair and replace bridges, construct capital improvement
projects, assist with snow removal on road system and county parking lots, install
and replace culverts and cattle guards and perform tree removal/trimming in
county right of ways.
• Mission Statement: To designs, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Grader)
o Goal TPW4: To provide for the maintenance of 2,400 miles of gravel roads.
39
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Trucking)
o Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt)
roads and asphalt road construction and overlay projects. Clear paved roads of
snow and ice.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Weld County Maintenance Support)
o Goal TPW6: Assure safe travel for the general public by maintaining clearly
marked and signed roads and bridges; assist in plowing of snow from county
parking lots and roads; install and maintain snow fence in selected areas of the
county.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others.
o Goal TPW7: Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb
and gutter, seal coat, aggregate, and other contracted services as assigned.
o Goal TPW8: Provide engineering services including design, development,
inspections, and all phases of highway engineering, bridge engineering and
construction inspection and testing.
o Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious
weed control) on County property and assist land owners with compliance with
the law through public education and assistance.
40
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
41
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area
residents. Focus on facilitating and attracting investment, creating new job opportunities,
stimulating income growth and expanding the local community tax base.
o Goal EDI: Encourage the expansion of existing businesses and the location of
new industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development
efforts that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest
Weld County.
42
STRATEGIC AREA:
LAND USE
43
STRATEGIC AREA: LAND USE
• Mission Statement: To work with the citizens of the County, the board of County
Commissioners, and the Planning Commission to plan for the future development of
Weld County in a manner that protects and enhances the quality of life for its citizens
o Goal LUl: Increase effectiveness by maintaining regular communication with the
public, outside agencies, County departments, the County Planning Commission,
and the County Commissioners, providing information about land use issues and
responding to requests for research.
o Goal LU2: Plan for the long-term development of the County to ensure efficiency
of services, to promote economical infrastructure investments, and to promote
positive connections to community among citizens.
o Goal LU3: Develop and maintain fundamental land use tools, for use by the
Planning Services Department, the County at large, and Weld County citizens.
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our
greater community, so that quality of life and property values are maintained for County
residents, businesses and property owners through a coordinated and cooperative
planning process. (Current Planning Development Services)
o Goal LU4: Provide consistent, quality, well planned rural and urban planning and
development, and transportation development services.
• Mission Statement: To ensure Weld County citizens are provided professional, friendly
and quality customer service. To safeguard life, health, property and public welfare by
regulating the construction, use and occupancy of buildings by fairly and uniformly
administering and enforcing the Building Codes as adopted by Weld County. (Building
Inspection)
o Goal LU5: Ensure safe construction throughout unincorporated Weld County.
o Goal LU6: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal LU7: Maintain quality, professional and timely site inspections
44
STRATEGIC AREA:
ENABLING STRATEGIES
45
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES 1: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater
information access and exchange between the County Commissioners and the
citizens of Weld County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent
records which are accessible to the public. (Clerk & Recorder - Recording)
o Goal ES5: Ensure statutory requirements and regulations governing the
recording, indexing, imaging and electronic archiving. To be accountable and
responsible to the public's needs. Ensure that the citizens receive professional,
timely and quality service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Vote Center voting, Mail -In Ballots, Early voting or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Vote Center that is organized, safe and free of
influence. Maintain a staff of highly -trained professionals who have the
responsibility for the administration of the election office and all duties charged to
the office.
o Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Ensure that the citizens receive professional,
timely and quality service at all times. (Clerk & Recorder - Motor Vehicle)
o Goal ES8: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
46
o Goal ES10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES11: 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 ES 14: 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)
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Information Services & GIS)
o Goal ES16: Capitalize on technology to improve service, increase efficiency and
provide greater information access and exchange.
o Goal ES17: Deliver timely, high quality, and cost-effective printing and supply
services to County departments (Printing & Supply)
• Mission Statement: To provide phone services expertise and resources to support and
facilitate excellent public service delivery. (Phone Services)
o Goal ES 18: Capitalize on phone technology to improve service, increase
efficiency and provide greater phone access and exchange.
o Goal ES19: To provide quality, sufficient, and well -maintained county vehicles
to county departments. (Motor Pool)
47
48
POINTS OF 1551.16
ANtS
POU( MAT r ERs
2013
BUDGET PLAN
A cornerstone of a budget process is to convert the County's long-range and strategic plans and
policies into services and programs. Once adopted by the Board of Weld County
Commissioners, the budget becomes a work plan of objectives to be accomplished during the
next fiscal year. As the budget process begins, each department head and elected official
needs to examine his or her department's operations in relationship to the mission and the
strategic goals of Weld County. From this examination budgets to support the programs and
services to accomplish the objectives to reach these goals need to be developed.
Although the financial health of Weld County government is currently excellent, it is important to
look to the future issues, possible problems and alternative solutions to these problems.
Besides the traditional role of budgeting to responsibly manage available current year funding,
there must be a continued emphasis of long-term planning, recognition of the cumulative of
individual decisions, an awareness of changing realities, flexibility, citizen input in setting
priorities, and a focus of goals and objectives consistent with the core services philosophy and
mission statement.
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 is 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 time frame of the analysis is 2012-2016.
However, it is anticipated the same property tax revenue trend will most likely continue beyond
2016, if there is no significant change in the world economy, energy industry, or government
regulations.
In November, 2011, an announcement from Anadarko Petroleum Corporation stated that results
from early drilling indicate that the company could produce the equivalent of 500 million to 1.5
billion barrels of oil, natural gas liquids, and natural gas from a the Niobrara formation within the
Wattenberg Field boundaries located in Weld County. Anadarko plans to drill 160 horizontal
wells in the area in 2012 and could eventually drill 1,200 to 2,700 wells in the area. The
production of the oil by Anadarko and other energy firms will add jobs in the county and bolster
property tax and severance taxes to record levels. Potential output of 55 million barrels a year
from Anadarko's 350,000 acres in the Wattenberg Field would almost triple the current
production of oil in Colorado. Besides direct production from the oil and gas industry, there are
anticipated other economic spin-offs which will add jobs and investments resulting in increases
to the county's total assessed value.
Based upon information from the Colorado Oil and Gas Association the increased oil and gas
activity will result in about 400 new wells in Weld County in the next two years. Weld County has
about 40% of the wells in Colorado. The Colorado Oil and Gas Association indicates the
industry should be steady and strong but the infrastructure is not in place for a huge 'oil boom'.
The region's infrastructure is nearing capacity at more than 90% percent of its use for pipelines
and refineries. Although current infrastructure will constrain the development of Niobrara
formation, there is much room for growth in Weld County; therefore, property tax revenue will
increase.
Because there is lag in the timing of energy production and property tax collection the
production in 2012 will not be assessed for property tax until 2013, and the production not taxed
until 2014. However, for 2011 production which will be assessed in 2012 and taxed in 2013
49
there is anticipated to be a significant increase in oil and gas assessed value due to increased
production and the increase in energy price compared to the previous year. With other classes
of property suffering a market downturn and resulting drop in assessed value, the potential
increase in oil and gas assessed value will offset the other reductions and offer a growing and
stable assessed value revenue base for Weld County.
With the continued increase in oil and gas production in Weld County, the resulting increase in
the property tax base raises some significant public policy decisions regarding how to financially
manage the increased property tax base. When a tax base increases, a typical local jurisdiction
may look at the obvious public policy options of spending more through expansion of services
and growth of government, lowering the property tax to all taxpayers, or a combination of the
two. To be fiscally responsible and consistent with Weld County's fiscally conservative nature
that has resulted in a legacy of Weld County having no debt, a creative option should be
developed. The creative option is developing 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 establishing 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. However, until the Home Rule
Charter and TABOR tax limitation are reached, an opportunity to implement the long term
strategy of investment will exist.
In examining the public policy options, the first is to spend more and expand government. This
option is contrary to the corporate culture that has been developed within Weld County
government since the passage of the Weld County Home Rule Charter in 1976. The Home Rule
Charter contains a property tax limitation to constrain the growth of Weld County government.
The overall management of Weld County, since 1976, has resulted in the county providing cost
effective, competitive, customer focused services. This was achieved by creating a corporate
environment that valued innovation and entrepreneurship in service delivery. The services have
been delivered by a skilled professional workforce lead by managers and elected public officials
who have always strived to maximize the value of the dollars of the citizens of Weld County with
a commitment to provide the best county services possible. Because of this history it would be a
mistake to allow the new revenue resource from the oil and gas boom to change or erode this
corporate culture and the values that exist in Weld County government and one that the
taxpayers expect to be safeguarded.
The option of simply reducing the property tax of taxpayers is tempting, but until the tax
limitations are reached this option may be shortsighted and eliminate long term financial options
that ensure long term financial viability for Weld County. An analysis was done using historical
Weld County Assessor data and Colorado Oil and Gas Conservation Commission (COGCC)
data to make some conservative estimates in the anticipated growth in the county's assessed
value from the new oil and gas production. The conservative projections show that the TABOR
and Home Rule using the estimated aas es epropd rty tax limitations will
values and the current mill the resulting
levy rate of16.804pover the next four
years.
For a number of years Weld County has given a temporary property tax credit equal to the
difference of the limit of 22.038 mills and the 16.804 mills used to fund the budget. The biggest
risk that the county would run in reducing the mill levy without having an eye on the future is the
volatility of the price and production levels of oil and gas. One only has to look back to the 2008-
2009 production years when the average annual price of oil went from $90.03 per barrel to
$50.87 per barrel, and the average annual natural gas went from $6.94 per mcf to $3.21 mcf.
Production levels can also have big swings due to the economy, governmental regulation
50
changes, and demand caused by weather changes. The temporary tax credit has allowed Weld
County to deal with the volatility of the oil and gas price and production. Even though the Board
of Weld County Commissioners could legally reduce the temporary tax credit and raise the net
mill levy above the 16.804 mills in a year with a significant drop in assessed value there is a
political reluctance to do so, because there would be a perception by many taxpayers that their
property taxes were raised.
When examining the policy of lowering the mill levy for all property taxpayers because of the
growth of assessed value from of oil and gas production one must be aware of the fact that the
oil and gas industry is already subsidizing the cost of county services to the other property class
taxpayers, such as residential, commercial, industrial, and agriculture. When it comes to county
services the oil and gas industry primarily uses the county transportation system, planning, and
building inspection services. In the case of planning and building inspection services, the
industry pays fees to cover the costs. In the 2012 budget, if one takes the amount of property
tax used for roads and bridges and attributes the total $6,987,191 to the oil and gas industry's
use, the result is all other property classes of taxpayers and citizens in the county are using
$74,654,758 in county services. Yet at the 16.804 mills times the total assessed value of all
other classes of property, excluding oil and gas assessed value, the amount of property tax paid
towards those county services by other than oil and gas companies is $49,127,584. This means
that the oil and gas industry, besides paying entirely for the road and bridge property tax
requirement in this example, is subsidizing other classes of property taxpayers by $25,527,174
in current county operational and capital costs. Plus, the oil and gas industry is paying for the
addition of $8,000,000 to the Contingency Fund. As the oil and gas production grows, this
subsidization amount will grow, and if the long-term investment strategy discussed here is
implemented the oil and gas industry will be totally paying for it, not the other property class
taxpayers in Weld County.
A better approach may be to identify a price and production level that can be agreed upon as a
reasonable average and apply an average mill levy to that resulting assessed value. The
increases and decreases in the resulting property tax levels can be smoothed by using a
fluctuation reserve where funds are added to the reserve in years where the assessed value is
greater and withdrawn from the reserve in years where the assessed value from oil and gas is
down. Such a fluctuation reserve will allow time to adjust to permanent changes, and guarantee
a stable property tax revenue stream to fund county programs.
Another approach is the creative option of developing 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 establishing a fluctuation reserve to
deal with the volatility of the peaks and valleys in energy prices and production. In analyzing this
option one needs to examine the difference between spending and investment. In our personal
lives, spending is surrendering money now in order to get some good or service in return.
Investing is surrendering money now with the hope of getting a financial return later on, and
winding up with more money in the end. Most often when local governments want to invest in a
long-term project or capital assets the local government must incur long-term debt for short term
gains. Weld County is in the fortunate position that it has no long-term debt and with the
anticipated growth in assessed value from oil and gas production will have a stable property tax
revenue stream to dedicate to a long term strategy of investment for the future benefit of Weld
County citizens without incurring debt or raising taxes. With this approach it may well be said
that just as the current and past Boards of Weld County Commissioners have left a legacy of no
long term debt, the current and future Boards of Weld County Commissioners wisely seized the
opportunity to use the additional revenues from oil and gas development in Weld County to
leave a legacy of having made wise investments in the future of Weld County.
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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 and economic prosperity
not only while the energy boom is happening, but also when it energy boom is over eventually.
On the downside employing the investment strategy will require some patience from everyone,
because some of the investment in the short term may be years away before the benefits are
evident. The other challenge will be to avoid the temptation to divert away the funds intended for
investment for short-term or politically popular purposes, especially in economic bad time. The
best strategy for short-term downturns in the future is to make long-term investments now and
consistently over time.
If the long-term investment strategy is to be adopted by the Board of Weld County
Commissioners the first item of business is to determine the level of resources available. In the
2012 budget, the property tax amount budgeted is $90,117,557. However, of the $90,117,557
there is only $74,441,949 dedicated to supporting on -going county programs and services, and
another $7,200,000 for capital investment. In looking at the 2013 projection of property tax
revenue, it is estimated that $107.85 million will be raised with the current mill levy. With
anticipated inflation of under three -percent current operating and capital costs would be
approximately $84 million in the 2013 budget leaving over $23 million for future investment. In
examining the projection for 2014-2016, the same amount for future investment would be
available, and still fund current operating and capital costs. Plus, with the conservative
estimates it is very likely funds would be available to be added to the Contingency Fund for the
purposes of the energy price and production fluctuation reserve.
TRANSPORTATION SYSTEM:
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. In the last two years
$8,000,000 was 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
prepared in May, 2011, 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. Many of the projects in the Weld County 2035 Transportation Plan are unfunded
in the budget projections for future years. This could all change with the proposed long-term
investment strategy. The additional property tax investment in the transportation system
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together with the anticipated federal mineral leasing dollars, and severance tax from energy
development 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.
TECHNOLOGY AND INNOVATION:
The technology and innovation investment plan should focus on how technology can be used 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. The technology investment plan should help identify efficiency gains that can
permit smart budget reductions and work to improve efficiency to support organizational
success. The process has the potential of reducing costs, and promoting cost avoidance. Cost
avoidance measures are effectiveness savings, which, while not actual budget reductions, are
efficiencies that permit staff to focus on other productive work. Some examples could be like
what Human Services has recently done by reorganization of entry points for clients. Public
Works, in the last few years, has employed a number of innovations in methods of delivering
road and bridge services through restructuring and the introduction of new equipment into
accomplishing required tasks. The Clerk and Recorder's Office is digitizing all the historical
records that are on microfilm for easier access and use by citizens and oil and gas companies.
Another type of effort could look at streamlining the various permit processes in the county.
The technology and innovation investment strategy may involve a combination of reengineering
workflow, introduction of new technologies, acquiring a new piece of equipment, or
reorganization. This strategy recognizes the high quality and potential of Weld County
employees. It seeks to tap their creativity, experience and resourcefulness by giving them the
opportunity and the new investment strategy resources to structure county organizations and
processes in ways similar to best practices in competitive businesses, while still being
compatible with public sector realities. The technology investment plan would provide 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 for the technology and innovation investment strategy plan. 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 2013, and applications for project funding are to be
submitted by June 15, 2012.
STAFF DEVELOPMENT:
A strategic investment in county staff development needs to continue and be enhanced. The
people an organization employs have a large part in whether the organization will ultimately be
successful. Because of this dependency on employees, it is important for an organization to
develop a plan to help its employees improve over the long-term. Creating a staff development
plan is an essential step in the overall success of the organization. A solid plan of staff
development will help each employee grow and improve his or her skills, which will also help
deliver the very best service possible to the citizens of Weld County. Staff development is
defined as an activity that has as its goals the development of skills, competencies and personal
qualities that will provide the potential for better performance and satisfaction on the job. To that
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end, the strategic investment in county staff development provides financial support for a variety
of activities. The benefits of a staff development strategy may accrue through:
• improvement of the delivery of the service which a staff member provides
• improvement in job skills and competencies
• improvement of leadership skills
• improvement of technological skills
• enhancement of employees' health and wellness
• creating an environment that provides objective and effective training and learning
opportunities to ensure and promote organizational competence
To maximize resources staff development activities should be designed to provide the greatest
effect on the county, its programs and the citizens served. Consequently, county resources
should be allocated to activities that have broad organizational impact. At the same time
recognize (a) the value of the individual's rejuvenation through individual professional
development activities, such as attendance at professional conferences; (b) that professional
development may involve activities which are beyond staff's ordinary or current job descriptions,
but are likely to be integrated into their present or future contribution to the county and (c) the
importance of professional development for all county employees, which requires that resources
be fairly allocated among departments, employee categories and types of activities.
Currently, Weld County has some staff development programs in place. The emerging leaders
program, tuition reimbursement, safety and wellness training, improvement of technological
skills, supervisory training, some technology training, and training budgets for conferences and
seminars are currently provided and funded. Some departments, such as the Sheriff Office,
have extensive professional development training programs due to the nature of their work.
Since training dollars have traditionally been limited in the county's budget, it is suggested that
Human Resources take the lead with a committee of managers and employees to develop a
more comprehensive staff development plan that would be approved by the Board of Weld
County Commissioners and funded as part of the long-term strategic investment plan.
ECONOMIC DEVELOPMENT:
The final long-term investment strategy involves economic development to help diversify the
Weld County economy long-term. In its basic form economic development is the allocation of
limited resources- land, labor, capital, and entrepreneurship in a way that has a positive impact
on the level of business activity, employment, income, and fiscal solvency of a community. It is a
process of deliberate intervention in the normal economic growth by making it easier and more
attractive. It is a concerted effort to influence the direction of private sector investment toward
opportunities that can lead to sustained economic growth. Private sector investment is the
engine for economic growth.
Weld County has multiple assets that can be leveraged to promote economic development and
influence private sector investment. The economic development efforts need to be designed to
guide the county's economic growth by fostering a stable and diverse economy, assisting in the
creation of jobs, and improving the overall living conditions in Weld County. A long-term vision
for Weld County should be to develop a vibrant and diverse economy that provides
opportunities for its citizens, communities, and businesses to prosper. Historically, in Weld
County this has best been accomplished through collaboration, unity, and a coordinated
sustained effort between the public and private sectors.
Currently, Weld County has just under $2,000,000 in an Economic Development Trust Fund.
The funds may be used to support any economic development effort of the county. This new
tool for economic development can serve as a 'war chest' for economic development efforts in
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Weld County. The fact that the funds are all county funds, the Commissioners have total
discretion in how they may be used to advance the economic development efforts in the county.
As part of the long term strategy of investment, it is recommended that the county contribute to
this fund each year for the purpose of economic development for diversification of the local
economy. As stated earlier, 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.
The economic development funds have total flexibility in their use by the Commissioners, so
they can be employed in a variety of ways to assist in attracting companies to the county. Some
of the ways the funds could be used beside the traditional means would be:
• Local match to leverage matching funds, such as federal Community Development Block
Grant, and Colorado Economic Development Commission funds
• Infrastructure improvements to accommodate a company, such as road access, water,
and sewer
• Workforce training
• Relocation costs
• Site development
• Other creative ways that will make the deal happen
CAPITAL IMPROVEMENTS PLAN:
In accordance with Section 14-3 of the Weld County Home Rule Charter, a five-year capital
improvements program is required to be prepared by the Director of Finance and
Administration and submitted to the Weld County Board of County Commissioners annually.
Such program shall include recommended projects, construction schedule, estimated cost,
anticipated revenue sources, method financing, and such other information as may be required.
Since the charter was enacted a five-year capital improvement plan has been prepared. The
plan has adequately funded county facilities with property taxes, interest revenue, facility impact
fees, and grants. The county currently has incurred no debt to fund the plan. The plan has been
done on a pay-as-you-go basis. With the projected property tax revenues future plans can also
be funded without debt and adequately provide capital facilities for the county. Besides funding
county buildings, the plan funds the communication infrastructure and a long-term maintenance
plan for all county facilities, including a replacement program for HVAC, roofs, etc. The long-
term strategic investment plan envisioned continuing to fund the five-year capital improvements
program as it has in the past and is not a new program.
SUMMARY OF STRATEGIC INVESTMENT PLAN:
The Strategic investment Plan outlined above would be funded over the next five years
matching the projected property tax revenues with the investments to be made in the plan. The
plan presented here simply demonstrates the merits of the proposed strategic investment plan
and the plan's financial feasibility. The actual recommended amounts for each investment
strategy will need to be refined by staff and the Commissioners not only initially, but each
budget year to reflect any change in circumstances or priorities. As the Commissioners proceed
with the strategic investment plan, there will be a need to develop the details of how the
additional resources will be incorporated into the Public Works budget, an updated technology
long term plan needs to be developed, a staff development plan will be needed, and
departments will need to be encouraged to identify innovative proposals to be considered for
funding. The county's public information specialist should develop a communication program for
dissemination to the citizens of Weld County explaining Weld County's strategic investment
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plan, its relationship to the future oil and gas development in the county, and the benefits which
will be derived by all Weld County citizens from the plan.
In summary the long-term strategy of investment in the county's infrastructure, technology and
innovation, staff training and development, and economic development to diversify the local
economy will 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 and economic prosperity not only while the energy boom is happening, but also
when it eventually ends.
• With this approach it may well be said that just as the current and past Boards of Weld
County Commissioners have left a legacy of no long term debt, the current and future
Boards of Weld County Commissioners wisely seized the opportunity to use the
additional revenues from oil and gas development in Weld County to leave a legacy of
having made wise investments in the future of Weld County.
The 2013 budget strategy must couple the Strategic Investment Plan for the Future of Weld
County with the proven methodologies of dealing with past budgets and looking at future
strategic approaches.
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2013
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 2013 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total
budget.
➢ Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. Local dollars will not
displace federal or state reductions.
➢ Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
➢ Early warning sessions will be held in September addressing budget issues
identified early in the process.
➢ All county departments and offices will receive a set target amount for 2012
before budget preparations begin.
➢ A target of ten percent off the 2012 budget base will be uniformly applied to
all budget units.
Fringe benefits will be left at the current level of benefit.
➢ No salary adjustments will be included in the requested budget. The Board will
determine any salary adjustments above the 2012 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 2013 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.
➢ New or expanded mandates will be absorbed within the 2013 target amount by
all budget units.
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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 2012 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 2013 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 2013 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 2013, while accomplishing a balanced budget. The 2013 budget must be
structured to attempt, within available funds, to ensure that:
• Basic services are funded at adequate levels.
• Revenue has been estimated at realistic levels.
• Reserves that afford protection for the future are funded.
• Productivity improvement programs are continued.
• Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
• TABOR Amendment limits will be adhered to in the budget.
• Legislative and regulatory changes are accommodated.
• GIS, e -government, web based applications and other technologies are
employed in cost effective manners in the county.
Population growth and development is planned for and accommodated.
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➢ New initiatives associated with the human capital management strategies are
accommodated.
➢ Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
➢ The fourth year of the 2010-2014 Strategic Plan developed for Weld County in
the prior year's budget process must be executed and incorporated into the 2013
budgets of the departments.
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2013
BUDGET CALENDAR
April 23
April 23-26
June 15
June 15
June 15
June 15
June 15
June 15
July 6
July 6 - September 17
September 18
Board reviews the 2013 budget plan.
Director of Budget discusses target budgets and 2012 budget
plan with department heads and elected officials.
Elected officials and department heads submit applications
for the technology and innovation investment program
projects to Finance.
Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
Elected officials and department heads submit phone service
requests to Phone Services.
Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
Elected officials and department heads submit requests for
information services requests to ACS.
Elected officials and department heads submit requests for
vehicles to the Controller.
Submit budget request to Director of Budget.
Finance office review.
Early warning budget work session and community agency
requests.
September 18 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 23 and 25 Budget work session hearings with Commissioners and
elected officials and department heads.
November 9 Publish notice of final budget hearing.
October 26 - December 11 Prepare final budget.
December 12 Public Hearing to adopt mill levy.
December 12 Public Hearing on Final Budget, 9:00 a.m.
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EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers
tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's
budgeting process is to produce a "user friendly" document, designed to enhance policy
makers', managers', and citizens' understanding of major issues, resource choices, and impact
of the total budget. The budget is not only a financial plan, but a policy document, operational
guide, and communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review, and adoption process, includes a demographics or community profile
section, and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services,
surveys, town meetings, citizen input, and various forms of input from citizen advisory boards.
Based upon the community assessments, policy formulation is done by analyzing community
needs, developing county -wide goals, assessing prior year program performance, reviewing
policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is
the creation of a capital improvements plan and long range plan.
Program planning at the department level follows policy formulation. All departments assess
their programs, explore alternatives, design and define existing and new programs, develop
program objectives, and relate present operations to the programs planned. The budget is then
based upon the program, performance, and periodic program review. This process allows for
the allocation of resources by program area and multi -year projections. The programs are then
evaluated on an on -going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
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The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year -around process, combining
months of planning, analysis, program and policy review, and constant monitoring. The adopted
budget asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments
and offices, and teamwork.
The following two pages show the process graphically.
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OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PROGRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
By Program
Performance
Measurement
Systems and Reports
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
PROGRAM
PLANNING
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
V
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
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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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2013 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 2012's budget presentation.
• Salaries should be budgeted at the 2012 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 2013 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 2013
budget process.
Use the following budget population data for performance measures:
YEAR POPULATION
2011 (Actual) 259,400
2012 (Estimated) 266,140
2013 (Projected) 270,600
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.
67
2013
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2013 budget.
1. All budgets must be submitted by July 6, 2012.
2. All departments are requested to submit, on or before June 15, 2012, the following items
that will be part of your 2013 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over $5,000.
B. Any additional position requests or reclassifications, as outlined in
the Budget Manual, to allow Personnel to assess the need.
C. Phone Service requests for phone changes in 2013. Unplanned
moves will only be done if absorbed in the 2013 budget.
�. 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 the technology and innovation investment
program projects to Finance.
3. Salary and fringe benefits will be budgeted at the 2012 level. Any anticipated increase
over 2012 level must be absorbed in target amount.
4. For budgetary purposes, please use the 53.5¢ per mile reimbursement rate in
developing your 2013 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
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 2013.
8. Postage costs are anticipated to be 46¢ in 2013.
68
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 2013. See Director of Budget for exact format.
12. Any 2013 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 2013 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.
69
2013
PROGRAM ISSUES
+ Implement fourth year of the new Strategic Plan approach.
+ Implement the Strategic Investment Plan for the Future of Weld County.
+ Fund innovation and technology projects identified.
+ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund.
+ Implementation recommendations from the Technology Assessment Study.
+ Complete the upgrading of the towers and county -wide communications system.
+ Implement radio replacement program in capital improvement plan.
+ Add two additional Planner II positions to accommodate new development.
+ Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs.
+ Begin Phase I of three phases of WCR 49 improvements.
+ Fund a Haul Route Program (HARP) to improve county roads impacted by the energy
industry due to new oil and gas drilling exploration.
+ Fund current and past administrative costs of the Weld County Retirement Plan.
+ Open new Regional Crime Lab.
+ Hire a Communications Director.
+ Add a SO Deputy Sheriff position for fugitive transports, and one to work fugitive
warrants.
+ Accommodate additional funding from the state Child Welfare allocation formula.
70
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
> Implementation of the Strategic Investment Plan for the Future of Weld County.
> Fund innovation and technology projects identified.
> Fund the oil and gas revenue fluctuation reserve in the Contingency Fund.
> Implementation recommendations from the Technology Assessment Study.
> Implement the fourth year of new strategic planning process.
> Paramedic Service transferred to NCMC, Inc. and Banner Health mid -2012.
> Complete the upgrade of the towers and county -wide communication system.
> Hire a Communications Director.
> Implement radio replacement program in capital improvement plan.
> Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs.
> Add two additional Planner II positions to accommodate new development.
> Fund a Haul Route Program (HARP) to improve county roads impacted by the energy
industry due to new oil and gas drilling exploration.
> Begin Phase I of three phases of WCR 49 improvements.
> Mini -bus transportation service terminated mid -2012.
> Fund current and past administrative costs of the Weld County Retirement Plan.
> Open new Regional Crime Lab.
>- Add a SO Deputy Sheriff position for fugitive transports, and one to work fugitive
warrants.
> Accommodate additional funding from the state Child Welfare allocation formula.
71
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
• 2013 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget
Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance
data for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing
board and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE:
In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments
are consistent with the policies determined and set by the Board
of County Commissioners.
72
LONG RANGE
FINANCIAL POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures
cannot exceed available resources. No debt financing of the operational budget is permitted.
Weld County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced, even if the constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners will adopt countywide strategic
goals. The recommended budget shall, to the extent possible, based upon available resources,
be consistent with the goals and objectives of the county's strategic goals. The process shall
involve identifying several critical areas which have or are expected to have an impact on the
financial condition of the county over the next five years. Once the critical issues are identified,
specific goals and objectives will be developed along with an implementation plan by impacted
departments.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance
and Administration. The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding, acquisition or construction. The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal, replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year
and long-term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long
range depletion of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and
indirect costs, where the user of the goods or services has the ability to pay. All fees will be
reviewed periodically to insure that they are still appropriate. Fees will be available for the
public and adopted by code in public meetings.
Use of One -Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will
be to fund assets or other non -recurring expenditures, or to put the one-time revenues in a
reserve fund.
73
MDebt
for major projects athernthan athe
borrowing. Any xisting debt will be retired at the earlpay
iestyw
possible time during the life of the debt unless circumstances change significantly. Weld
County's debt level per Weld County's Home Rule Charter and state law cannot exceed three
percent of the current assessed value of the county. The current debt capacity is over $192
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 because of the development of 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 and economic prosperity
not only while the energy boom is happening, but also when it eventually ends.
74
REVENUE POLICIES
AND ASSUMPTIONS
The following
budget.
revenue policies and assumptions have been used in the preparation of the 2013
Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
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 recovering local economy similar to 2012 with little recovery of
residential development. Assume interest rates averaging 1.25 percent
throughout 2013.
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.
75
SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. Although little increase in assessed value growth is
anticipated due to the lack of construction activity, the assessed value is anticipated grow
significantly due to increased energy prices and new exploration in Weld County. Oil and gas
values accounts for nearly 52 percent of the county's assessed valuation. As we plan for 2013
and beyond we are assuming that the price of oil will stay in the $80-$100 per barrel range.
Natural gas prices have dropped from over $4 per mcf to around $2 per mcf in the last 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. It is yet to be seen if
the new production in the Niobrara formation offsets the drop in natural gas prices. Oil and gas
assessed value for the 2013 budget is up $944.2 million or 39 percent. Overall assessed values
are up 20 percent.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be flat in
2013 due to lower vehicle sales in 2009-2010 years that figure into the five year sliding fee
schedule.
Building Inspection and Planning Permits: Based upon continuation of 2012 land use and
construction activity level with 2013 rates applied, with little recovery of residential construction
anticipated in 2013. 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 in 2013. The combination of all activities point to higher inspection and
permit fee revenues in 2013.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency. At the federal level the focus is on deficit reduction through
spending cuts. As efforts to pass continuing resolutions and a budget package have shown,
agreement in this area will be hard to attain. Some deficit reductions are set to occur
automatically in 2013 with the federal sequestration to ensure $1.2 trillion in deficit reductions
over the next ten years, even if the President and Congress fail to enact a bill to reduce the
deficit by the same amount. We can anticipate moderation in non -defense discretionary
spending and some spending cuts in entitlements. Spending and revenue imbalances at the
state and local levels nationally will likely be an impediment to economic growth over the
forecast horizon and will most likely result in lower intergovernmental revenues for the county.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
76
Drunken Driving Fines: Based on $30 per offender at anticipated level of 1,030 with two
percent waiver rate.
Earning on Investments: Revenue is calculated on an average earnings rate of 1.25 percent
on estimated average daily balances. Based upon Federal Reserve projections interest rates
will not change dramatically in 2013.
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 2011 Indirect Cost Plan approved by
the Department of Health and Human Services that results in federal revenue allowable from
grants.
County Clerk Fees: Calculated on the historical level of activity, and recent legislative
changes. Increased oil and gas recording activity in the county is resulting in higher projected
revenues in this area over the next 2 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 over the
next 12 to 24 months as the economy improves and individuals who have delayed purchases
will need to begin to replace older vehicles.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less
three percent reduction that Weld County has historically experienced. With the passage of
SB09-109, revenues increase 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 will result in the county's allocation going up over $3 million in 2013.
Health Grants: Based upon contracts signed July 1, 2012.
Health Fees: Based upon historical patient/client caseload with 2013 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, 2012.
State Lottery: Funded at the current level, with no anticipated legislative changes.
77
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
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 the 2013 or 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).
78
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2009
2010
2011
2012
2013
Property Taxes
$76,642,132
96,940,646
78,195,961
90,117,557
107,852,024
Other Taxes
7,475,000
8,030,000
7,613,371
8,140,000
7,870,000
Fees
7,425,300
7,412,000
9,445,288
8,317,000
8,777,000
Intergovernmental
57,304,370
47,121,030
44,888,187
41,601,491
48,509,153
Licenses/Permits
1,893,900
1,860,400
2,093,316
2,237,550
2,866,875
Charges for Services
5,153,111
5,131,355
6,899,382
5,332,890
5,515,346
Internal Services
20,507,205
21,939,772
24,439,880
23,875,547
26,219,772
Paramedic Fees
5,692,558
5,791,647
6,803,592
6,230,000
0
Miscellaneous
8,214,875
6,285,729
15,838,807
8,537,353
10,190,861
TOTAL REVENUES
$190 308 451
$ 200 512.57_4
$ 196 217 784
$ 194.38'1388
$ 217 801 031
TREND ANALYSIS
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
120
100
80
N
C
60
40
20
0
X )<
2008 2009 2010 2011 2012 2013
Property Taxes
(Intergovernmental
—Internal Service
Other Revenue
Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations,
which are growth in actual property value, plus cost -of -living. Although little increase in
assessed value growth is anticipated due to the lack of construction activity, the assessed value
is anticipated grow significantly due to increased energy prices and new exploration in Weld
County. Oil and gas values accounts for nearly 52 percent 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. Assessed
value from oil and gas is up 39 percent for 2013. With the drop in natural gas prices the
assessed value for oil and gas in 2014 and beyond could be down from the current level.
79
However the new production from the Niobrara shale formation may offset the drop starting in
2015.
Intergovernmental: State and federal revenues have declined with state deficit cutting state
funded programs. However, in 2010 revenues dropped 21.6 percent due to lower Human
Services funding levels and the relinquishment of Head Start programs. The drop in 2012 is
due to transferring the Supplemental Foods program to the Weld Food Bank, and the end of the
five year Building Healthy Marriages Grant. The 2013 revenue is up 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. As efforts to pass
continuing resolutions and a budget package have shown, agreement in this area will be hard to
attain. Some deficit reductions are set to occur automatically in 2013 with the federal
sequestration to ensure $1.2 trillion in deficit reductions over the next ten years, even if the
President and Congress fail to enact a bill to reduce the deficit by the same amount. We can
anticipate moderation in non -defense discretionary spending and some spending cuts in
entitlements
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
12
10
8
N
0 6
g 4
2
0
2009 2010 2011 2012 2013
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
where they are derived.
counties from the state. Severance tax revenues follow the price of oil and gas, since that is
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 two to three years. Fees from vehicle registration
should increase as vehicle sales are projected to continue increasing over the next 12 to 24
months as the economy improves and individuals who have delayed purchases will need to
begin to replace older vehicles.
Licenses/permits: Permit revenue has been dropping due to slow down in construction
activity. As cited in the Revenue Assumption section earlier, some recovery of residential
construction is anticipated in 2013. 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 in 2013. The combination of all activities point to higher
inspection and permit fee revenues in 2013. The trend for the next five years should be a
gradual increase only.
—4—other Taxes
—0—Fees
elk— Licenses Permits
—+—Charge For Srvs
+Paramedic Fees
'Miscellaneous
80
Charges for Services: Revenue is predictable based on contracts for service and
reimbursable projects.
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 the 2013 or 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 2013. Fines from traffic violations are down, which follows a national trend. Oil and
gas royalty payments were up substantially in 2011 and 2012, but should moderate in the
coming five years as bonus amounts drop.
81
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2014-2018 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 range from 5% to 6% after 2014
when the drop in natural gas prices could lower the assessed value from the 2013 level.
• 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 drop at the projected federal budget decrease
corresponding to the percentages set to start occurring automatically in 2013 with the
federal sequestration to ensure $1.2 trillion in deficit reductions over the next ten years.
• 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.
• Paramedic Services fees ended in 2012.
DESCRIPTION
Pro.ert Taxes
Other Taxes
Fees
Inter.overnmental
Licenses/Permits
Char.es for Services
Internal Services
Paramedic Fees
Miscellaneous
TOTAL REVENUES
2014
$101,700,000
8,100,000
9,040,000
46,100,000
2,950,000
5,680,000
27,800,000
0
10,200,000
11 570 000
2015
106,700,000
8,350,000
9,300,000
44,500,000
3,050,000
5,850,000
29,900,000
0
10,500,000
12184.15(1,120D
2016
113,800,000
8,600,000
9,600,000
43,100, 000
3,150, 000
6,030,000
32,100 000
0
10,800,000
227 180 nnn
2017
119,400,000
8,850,000
9,800,000
41,600,000
3,300,000
6,200,000
34,300,000
0
11,100, 000
SialS5Q0,O
2018
125,300,000
9,100,000
10, 200,000
40,400,000
3,500,000
6,400,000
36,300,000
0
11,500,000
$ 4 700 nnn
82
Major Revenue Projections
300
250
C
O
200
• •
150 II
100
50
0
•
2014 2015 2016 2017 2018
- Other Revenue
—*—Internal Service
f Intergovernmental
—0—Property Taxes
2014-2018 EXPENDITURE PROJECTIONS
DESCRIPTION
2014
2015
2016
2017
2018
General Government
$32,600,000
$33,050,000
$34,550,000
35,100,000
36,150,000
Public Safety
44,500,000
46,400,000
47,800,000
49,200,000
51,300,000
Public Works
43,500,000
44,850,000
46,200,000
48,600,000
49,000,000
Public Health and
Welfare
36,200,000
34,850,000
33,700,000
32,400,000
31,420,000
Human Services
7,900,000
7,650,000
7,400,000
7,200,000
6,980,000
Culture and Recreation
920,000
925,000
930,000
935,000
940,000
Internal Services
27,800,000
29,900,000
32,100,000
34,300,000
36,300,000
Capital
7,600,000
7,900,000
8,000,000
8,100,000
8,200,000
Miscellaneous
9,700,000
9,900,000
10,100,000
10,300,000
10,500,000
TOTAL EXPENES
$210 720.000
$ 215 425 000
$ 220 780 000
$ 226 135 000
$ 230 790 000
83
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.
• 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 drop at the projected federal budget decrease corresponding to the percentages set
to start occurring automatically in 2013 with the federal sequestration to ensure $1.2
trillion in deficit reductions over the next ten years.
• In election years, General Government will increase by approximately $500,000, 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.
• Paramedic Services program costs ended in 2012.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
Major Expenditure Projections
250
200
100
50
0
•
t
•
• •
2014 2015 2016 2017 2018
Miscellaneous
—Capital
—0—Internal Services
—4— Human Services
—PublicHlthand Welfare
—*-- Public Works
--E-Public Safety
—f—General Govt
84
2014-2018 FUND BALANCE PROJECTIONS
2014
2015
2016
2017
2018
Begin Fund Balance
$92,492,805
$93,342,805
$96,067,805
$102,467,805
$110,882,805
Total Revenues
$211,570,000
$ 218,150,000
$ 227,180,000
$ 234,550,000
$ 242,700,000
Total Expenses
$210,720,000
$ 215,425,000
$ 220,780,000
$ 226,135,000
$ 230,790,000
Ending Fund Balance
$93,342,805
$96,067,805
$102,467,805
$110,882,805
$122,792,805
Fund Balance Projections
800
700
600
500
c
c
2 400
300
200
100
0
■
• _
• _
2014 2015 2016 2017 2018
—End Fund Bal
—A— Expense
-a-- Revenue
-4--Beg Fund Bal
85
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
86
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. Vehicle replacement must be
recommended by the Equipment Service Manager for consideration in the budget
process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
87
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.
88
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. Starting in 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.
89
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
BUDGETARY ACCOUNTING BASIS:
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of
Accounting refers to when revenue and expenditures are recognized in the accounts and
reported in the financial statements. Basis of Accounting relates to the timing of the
measurements made, regardless of the measurement focus applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of
accounting. Under this method revenue is recorded in the year in which it becomes both
measurable and available as net current assets. "Measurable" means the amount of the
transaction can be determined and "available" means collectible within the current period or
soon enough thereafter to pay liabilities of the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the County's
operations, or of a material amount and not received at the normal time of receipt, primarily
consists of 1) state highway users tax; 2) property taxes, assessed in 2012, payable in 2013,
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.
BUDGET ADOPTION: An annual budget and Commissioners in accothedancepwthrtion ordinance is
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.
90
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111.5, C. R. S., provides that, if during the fiscal year, the governing board deems
it necessary, in view of the needs of the various offices or departments, it may transfer budgeted
and appropriated monies from one or more spending agencies in the fund to one or more
spending agencies in another fund and/or transfer budgeted appropriated monies between
spending agencies within a fund.
Section 29-1-111.6, C. R. S., provides that, if during the fiscal year, the governing body or any
spending agency received unanticipated revenue or revenues not assured at the time of the
adoption of the budget from any source other than the local government's property tax mill levy,
the governing board of the local government may authorize the expenditure of these
unanticipated or unassured funds by enacting a supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of
County Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no
later than December 15 and are payable the following year in two installments on February 28
and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and
collects its own property taxes as well as property taxes for all school districts, cities and towns
and special districts located within the county. In accordance with Section 14-7 of the Weld
County Home Rule Charter, all ad valorem tax levies for county purposes, when applied to the
total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a
greater amount of tax revenue than was levied from ad valorem taxation in the preceding year,
plus five percent (5%), except to provide for the payment of bonds and interest. The Board of
County Commissioners may submit the question of an increased levy to the County Council
and, if in the opinion of a majority of the County Council, the county is in need of additional
funds, the Council may grant an increased levy for the county in such amount as it deems
appropriate, and the county is authorized to make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem
taxation equal to a three mill levy for three years shall be prohibited unless approved by a
majority vote of the qualified electors at a general or special election per Section 14-8 of the
Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy
cannot be increased above the prior year mill levy, except by a vote of the people. In addition,
the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net
new construction, without voter approval.
91
CAPITAL IMPROVEMENT POLICY
1. Capital Improvement Plan - A plan
over a fixed period of several years
capital project and identifying the
anticipated revenues to finance those
for capital expenditures to be incurred each year
(normally on a five year cycle) setting forth each
expected fiscal year for each project and the
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 funds. Capital assets are defined by the County as
assets with an initial, individual cost of more than $5,000 and a useful life of more than
one year. All fixed assets are valued at historical cost or estimated historical cost if
actual historical cost is not available. Donated capital assets are recorded at estimated
fair market value at the date of donation.
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.
92
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.
93
INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy. A copy of the detailed investment policy can be obtained by contacting the Weld County
Treasurer at (970) 356-4000, Extension 3260. The following is a brief overview of the
investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount in excess of $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners,
Sections 11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral
is pledged to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to
the county general fund for the purpose of supplementing the county mill levy thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is
the Pension Trust Fund. Several of the County's funds
account. The cash and investments of the Pension Trust
of the other County funds.
Deposits:
available for use by all funds except
also hold investments on their own
Fund are held separately from those
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 2013.
94
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.
95
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT
General Fund:
Office of the Board
County Attorney
Public Trustee
Planning and Zoning
Clerk to the Board
Clerk and Recorder
Elections
Motor Vehicle
Treasurer
Assessor
Maintenance of Building and Grounds
County Council
District Attorney
Juvenile Diversion
Victim Witness
Adult Diversion
Finance and Administration
Accounting
Purchasing
Printing and Supply
Human Resources
Computer Services
Geographical Information System
Capital Outlay
Sheriff
Innovation and Technology Projects
Crime Control and Investigation
RESPONSIBLE OFFICIAL
Chairman, Board of County Commissioners
County Attorney
Public Trustee
Director, Planning Services
County Attorney
Clerk and Recorder
Clerk and Recorder
Clerk and Recorder
Treasurer
Assessor
Director, Buildings and Grounds
Chairman, County Council
District Attorney
District Attorney
District Attorney
District Attorney
Director, Finance and Administration
Controller
Director, Finance and Administration
Director, Finance and Administration
Director, Human Resources
Director, Budget
Director, Budget
Director, Budget
Sheriff
Director, Budget
Sheriff
96
BUDGET UNIT
RESPONSIBLE OFFICIAL
Regional Forensic Lab
Sheriff
Victim Advocates
Sheriff
Drug Task Force
Sheriff
Traffic Enforcement
Sheriff
Municipal Contracts
Sheriff
Communications - County -wide
Director, Budget
E-911 Administration
Director, Budget
Criminal Justice Information System
Director, Budget
Communications System Development
Director, Budget
Coroner
Coroner
Centennial Jail
Sheriff
North Jail
Sheriff
Community Corrections
Director, Justice Services
Building Inspection
Director, Planning Services
Office of Emergency Management
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
Missile Site
Director, Buildings and Grounds
Parks and Trails
Director, Budget
97
BUDGET UNIT
Building Rents
Non -Departmental
Community Agency Grants
Island Grove Building
RESPONSIBLE OFFICIAL
Director, Budget
Director, Budget
Asset and Resource Management
County Fair
Special Revenue Funds:
Public Works Fund
Social Services Fund
Health Fund
Human Services Fund
Conservation Trust Fund
Contingency Fund
Emergency Reserve Fund
Solid Waste Fund
Capital Fund:
Capital Expenditure Fund
Proprietary Funds:
Motor Pool Fund
Insurance Fund
Director, Budget
Director, Budget
Director, Budget
Extension Agent
Director, Public Works
Director, Human Services
Director, Public Health and Environment
Director, Human Services
Director, Budget
Director, Budget
Director, Budget
Director, Budget
Director, Budget
Controller
Phone Services Fund
Health Insurance Fund
Director, Budget
Director, Budget
Director, Budget
98
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
Clerk and Recorder
Motor Vehicle — Two Tech Clerk III $106,864
Elections — Mail Ballot Election (no dollar amount cited)
Assessor
One GIS Mapper 59,666
Human Resources:
Upgrade of HR Analyst to Benefits Manager 9,776
Planning:
Two Planner II Positions
Upgrade Planning Manger to Grade 57
Code Enforcement Program
170,526
12,057
10,000
Information Services:
Three Positions Follow-up to Technology Summit 330,996
Innovation and Technology Projects:
Sheriff Video Court Update and Expansion
Building and Grounds — Johnson Controls
Social services Teleconferencing Equipment
Social services Mobile Computing for Caseworkers
Health Data management and Display System
Unallocated
352,300
242,000
142,300
32,160
25,000
1,206,240
Printing and Supply:
Upgrade of Print Shop Technician 1,811
Sheriff:
Operations: Speakwrite 83,000
North Jail Complex: Chaplain Contract (Revenue Offset) 43,000
Centennial Jail: Deputy Position for Transports 69,471
Centennial Jail: GPS Tracking System 8,544
Centennial Jail: Deputy Position for Fugitive Warrants 69,471
Communications:
Communications Director
Radio Replacement Program (100 radios)
152,573
550,000
Justice Services:
Senior Pretrial Services Specialist (0.5 FTE) 30,645
99
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
Adult Diversion:
Confirm Program Continuation
Developmentally Disabled:
Envision
Mental Health:
North Range Behavioral Health
Retirement Transfer:
Administrative Costs
Economic Development
SBDC
Upstate Colorado Economic Development
Non -Departmental:
Tax Incentives
Tax Adjustment
Community Agencies:
Convention and Visitor Bureau
211 Information and Referral
Catholic Charities
A Woman's Place
Senior Resource Services
TOTAL GENERAL FUND
INCLUDED EXCLUDED
50,359
38,225 36,775
183,225 20,000
3,000,000
25,000
20,300
132,340
-132,340
4,144 2,256
21,775 3,225
0 35,000
0 18,000
0 5.000
$ 6,991762 g 1
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.
100
EMPLO'1'EE
SALARY sCf-tEl)t.t.Le
ANI
g6N6FIT5
2013 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 2013 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 12 percent for 2013. Health coverage
will be provided by CIGNA on a partially self -insured basis with a Preferred Provider
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement
Account (HDHP/HRA) option.
• Retirement costs will 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 2013, except for the addition
of short term disability coverage replacing the sick leave bank.
101
OTHER BENEFITS
VISION PROGRAM:
> Coverage follows health insurance program coverage for both single and family
plans
> Maximum amount paid for single $300/year or family $600/year
> No deductible
> 50% of covered expenses incurred
> Examination, lenses, and frames limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.160/$1,000/per month
LONG TERM DISABILITY (LTD): $.32/$100 compensation
SHORT TERM DISABILITY: $.20/$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all 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 leave accumulation 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 and 10.75 percent
employee contribution.)
PERA - (13.7 percent of gross salary for County contribution and 8.5 percent of gross
salary for employee contribution.)
102
POSITION AUTHORIZATION CHANGES
DUE TO 2013 BUDGET
FUND AND DEPARTMENT
DEPARTMENT NAME
1000-10100 Office of the Board
1000-11300 Motor Vehicle
1000-13100 Assessor
1000-15100
1000-15200
1000-15300
District Attorney
Juvenile Diversion
Victim Witness
1000-16100 Finance & Admin.
1000-16400 Human Resources
1000-16500 Transportation
1000-17100
1000-17100
1000-17100
Planning
Planning
Planning
1000-17600 Printing and Supply
1000-24100
1000-24100
Justice Services
Justice Services
1000-24150 Adult Diversion
1000-24410 Centennial Jail
1000-25100 Building Inspection
2000-32300
2000-32200
2000-32700
2000-32700
2100-41300
2100-42410
2100-42410
2520-41110
2520-41210
2530-41300
2360-41400
2580-41500
Bridge
Bridge
Pavement Mgt.
Pavement Mgt.
SS Administration
Child Welfare
Child Welfare
PH Administration
PH Communication
Community Health
Environmental Health
PH Preparedness
OLD
POSITION
None
None
None
0.5 White Collar Crime Inv.
0.25 Interpreter
1.0 Victim Comp Asst.
1.0 Information Specialist
1.0 HR Analyst
6.25 Bus Drivers
1.0 Code Enforcement Officer
None
Planning Mgr. (Grade 51)
Copy/Supply Tech (Grade 16)
None
1.0 Adult Diversion Specialist
None
None
None
None
1.0 PW Service Worker III
None
None
None
0.5 Clerk V- Rate Negotiator
None
8.0 FTE
9.0 FTE
42.98 FTE
23.25 FTE
2.6 FTE
NEW
POSITION
1.0 Information Specialist
2.0 Office Tech III
1.0 GIS Mapper
1.0 White Collar Crime Inv.
None
None
None
1.0 Benefits Manager
None
None
2.0 Planner II
Planning Mgr. (Grade 55)
Print Shop Tech (Grade 20)
0.5 Sr. Pretrial Svc. Specialist
None
1.0 Adult Diversion Specialist
2.0 SO Deputy II/III
1.0 Code Enforcement Officer
1.0 PW Service Worker II
1.0 PW Lead Worker
2.0 PW Service Worker II
1.0 PW Lead Worker
1.0 Fraud Investigator
1.0 Clerk V- Rate Negotiator
1.0 Svc. Utilization Fiscal Clerk
8.0 FTE
11.25 FTE
42.60 FTE
23.75 FTE
2.6 FTE
103
104
S RMMARY
OF
FL&NrS
ALL FUNDS REVENUE
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
x
a)
O
0
Other Taxes
U)
a)
a)
U -
Intergovernmental
Licenses/Permits
U
Miscellaneous
Fund Balance
Internal Services
2013 Revenue
Total $300,631,031 (2013 $260,274,409)
Fund Balance
$82,830,000
27%
Miscellaneous
$10,190,861
3%
Internal Services
$26,219,772
9%
Chg for Service
$5,515,346
2%
Licenses/Permits
$2,866,875
1%
Paramedic Fees
$0
0%
Property Tax
$107,852,024
36%
Paramedic Fees
Other Taxes
$7,870,000
Intergovernmental 3%
Fees
$48,509,153 $8,777,000
16% 3%
105
ALL FUNDS EXPENDITURES
$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000 —
$0
Gec"co
• G�
e�‘ �o o• e•
G
co
\a�
PJ
tia
cib`
O2013 ■2012
�ea�r �a�ec1 ea*\oo fie(' •c?o'e c,• `&5 ��Je ..I9 e�`oe
g%) p� `��.�' `Goa oaa� ▪ 5 B• oa ea�o
GJ�gJ (e ,JF �� ` _ ad
Ge Q
2013 EXPENDITURES
Total $220,138,226 (2012 $203,576,837)
Social Services
$27,309,100
12%
Paramedic Service
$0
0%
Internal Services
$28,979,772
13%
Contingency
$12,000,000
Public Works 6% 1 Auxiliary
$2,300,806
1%
Miscellaneous
$9,281,593
4%
Human Services
$8,189,802
4%
$419,705
0%
Capital
$7,600,000
4%
Health
$8,880,673
4%
Road & Bridge
$39,960,051
18%
Public Safety
$43,152,400
20%
Culture/Recreation
$910,203
0%
General Government
$31,154,121
14%
106
MILL LEVY
2012 TOTAL 16.804
Social Services
1.864
11%
Insurance
0.326
2
0
Public Works �
1.303
8%
Capital
1.343
8%
Contingency
1.492
9%
2013 TOTAL 16.804
Social Services
1.013
6°/0
Insurance
0.312
2`)/0
Public Works
1.402
8% Contingency
1.869
11%
Capital
1.122
7%
General
10.476
62%
General
11.086
66%
107
2013 BU[
SUMMARY OF FUND BALAI
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
GROSS TOTALS
LESS INTERFUND TRANSFERS
NET TOTAL
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
2012
BEGINNING
BALANCE
$ 12,619,072
23,564,296
3,536,791
289,369
20,041,118
1,816,986
1,341,200
685,217
11,870,405
1,571,602
$ 77,336,056
$ 77,336,056
2,806,348
1,982,967
1,074,075
1,020,140
$ 6,883,530
$ 84,219,586
2012
MILL
LEVY
10.476
1.303
1.864
1.492
2013 2013
BEGINNING MILL
BALANCE LEVY
201;
PROPEI
TAXE
$ 9,000,000 11.086 $ 71,15:
28,000,000
3,500,000
290,000
28,000,000
900,000
1,300,000
700,000
1.343 II 4,340,000
16.478
16.478
0.326
0.326
16.804
108
1.402
9,00(
1.013 6,50(
1.869 12,00C
1.122 7,200.
$ 76,030,000 16.492 $ 105,852,1
$ 76,030,000 16.492 $ 105,852,1
2,800,000
2,000,000
1,000,000
1,000,000
0.312 2,000,C
$ 6,800,000 0.312 $ 2,000,0
$ 82,830,000 16.804 $ 107,852,0:
Assessed Value $6,418,235,210
2013 2013 2013 2013 2013 TOTAL 2013
1TERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING
REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE
3,933,844 $ 17,527,877 $ - $ 101,613,745 $ 90,703,894 $ 10,909,851
13, 786, 672 14, 703, 000
19,309,580
376,000 3,500
3,251,361
7,341,696
1,276,705
579,000
730,000
4,169, 382
12,351
65,489,672 39,960,051 25,529,621
29,309,580 27,309,100 2,000,480
669,500 406,647 262,853
40,000,000 12,000,000 28,000,000
9,597,448 8,697,448 900,000
9,233,047 7,933,047 1,300,000
1,430,000 730,000 700,000
400,000 11,940,000 7,600,000 4,340,000
47,999,153 $ 35,220,082 $ 4,181,733 $ 269,282,992 $ 195,340,187 $ 73,942,805
(4,181,733) (4,181,733) (4,181,733) -
47,999,153 $ 35,220,082 $ - $ 265,101,259 $ 191,158,454 73,942,805
510,000 7,850,000
- 16,800,000
215,000
- 1,354,772
11,160,000
18,800,000
3,215,000
2,354,772
8,360,000
16,800,000
2,215,000
1,604,772
2,800,000
2,000,000
1,000,000
750,000
510,000 $ 26,219,772 $ - $ 35,529,772 $ 28,979,772 6,550,000
48,509,153 $ 61,439,854 $ - $ 300,631,031 $ 220,138,226 80,492,805
109
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health insurance
6300 Insurance
6400 Phone Service
5500 Weld Finance Corp
SUMMARY OF MAJOR REVENUES AND E2013 BUI
XPENDITI
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
2013
BEGINNING
BALANCE
2013
PROPERTY
TAXES
2013
INTERGOV'T
REVENUE
2013
OTHER
REVENUE
201
INTERF
TRANS
$ 9,000,000 $ 71,152,024 $ 3,933,844 $ 17,527,877 $
28,000,000
3,500,000
290,000
28,000,000
900,000
1,300, 000
700,000
9,000,000 13, 786, 672 14, 703, 000
6,500,000 19,309,580 -
376,000 3,500
12,000,000
4,340,000 7,200,000
3,251, 361
7,341,696
1,276,705
579,000
730,000
400,000
4,169
12,
GROSS TOTALS LESS INTERFUND TRANSFER $ 76,030,000 $ 105,852,024 $ 47,999,153 $ 35,220,082 $ 4,181,7
NET TOTAL $ 76,030,000 $ 105,852,024 $ 47,999,153 (4,181,7
$ 35,220,082 $
2,800,000
2,000,000
1,000,000
1,000,000
2,000,000
510,000
7,850,000
16,800,000
215,000
1,354,772
VET TOTAL - IS FUNDS $ 6,800,000 $ 2,000,000 $ 510,000 $ 26,219,772
ROSS TOATL - ALL FUNDS $ 82,830,000 $ 107,852,024 $ 48,509,153 $ 61,439,854 $
110
Assessed Value $6,418,235,210
2013
AVAILABLE
FINANCING
2013
PERSONNEL
2013
SERVICE/
SUPPLIES
101,613,745 $ 50,933,491 $ 39,770,403 $
65,489,672
29,309,580
669,500
40,000,000
9,597,448
9,233,047
1,430,000
11,940,000
10,636,839
20,753,000
6,555,289
4,835,655
29,323,212
6,556,100
406,647
12,000,000
2,142,159
3,097,392
730,000
2013
CAPITAL
7,600,000
2013 TOTAL
APPRO-
PRIATIONS
2013
ENDING
BALANCE
$ 90,703,894 $ 10,909,851
39,960,051
27,309,100
406,647
12,000,000
8,697,448
7,933,047
730,000
7,600,000
25,529,621
2,000,480
262,853
28,000,000
900,000
1,300,000
700,000
4,340,000
269,282,992 $ 93,714,274 $ 94,025,913 $ 7,600,000 $ 195,340,187 $ 73,942,805
(4,181,733) (4,181,733) (4,181,733)
265,101,259 $ 93,714,274 $ 89,844,180 $ 7,600,000 $ 191,158,454 $ 73,942,805
11,160, 000
18,800,000
3,215,000
2,354,772
182,778
8,360,000 -
16,800,000 -
2,215,000 -
1,171,994 250,000
35,529,772 $ 182,778 $ 28,546,994 $
8,360,000
16,800,000
2,215,000
1,604,772
250,000 $ 28,979,772 $
300,631,031 $ 93,897,052 $ 118,391,174 $ 7,850,000 $ 220,138,226 $
2,800,000
2,000,000
1,000,000
750,000
6,550,000
80,492,805
111
SUMMARY OF MAJOR REVENUES AN2012 ESTIM
D EXPENDIT
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
NET TOTAL $ 77,336,056 $ 88,367,557 $ 41,601,491 $ 47,221,968 $
2012
BEGINNING
BALANCE
2012
PROPERTY
TAXES
2012
INTERGOV'T
REVENUE
2012
OTHER
REVENUE
201
INTERF
TRANS
$ 12,619,072 $ 56,184,966 $ 4,232,366 $ 18,566,373 $
23,564,296
3,536,791
289,369
20,041,118
1,816,986
1,341,200
685,217
6,987,191 10, 350, 000 19, 668, 761
9,995,400 16,944,713 -
-
382,500 5,131
8,000,000
11,870,405 7,200,000
1,571,602
3,110,829
6,581,083
1,111,920
540,000
699,783
400,000
6,230,000
3,048
12
GROSS TOTALS LESS INTERFUND TRANSFERS $ 77,336,056 $ 88,367,557 $ 41,601,491 $ 47,221,968 $ 3,060,!
-
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health insurance
6300 Insurance
6400 Phone Service
6500 Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOATL - ALL FUNDS
2,806,348
1,982,967
1,074,075
1,020,140
1,750,000
7,732,111
14,474,588
220,000
1,448,848
$ 6,883,530 $ 1,750,000 $ - $ 23,875,547 $
$ 84,219,586 $ 90,117,557 $ 41,601,491 $ 71,097,515 $
(3,060,;
112
Assessed Value $5,362,863,410
2012
AVAILABLE
FINANCING
91,602,777
60,570,248
30,476,904
677,000
28,041,118
9,087,968
8,474,634
1,385,000
19,470,405
7,801,602
2012
PERSONNEL
$ 48,368,700 $
257,587,656 $
(3,060,584)
254,527,072 $
10,538,459
16,457,555
3,044,075
2,468,988
9,988,804
18,900,000
6,257,556
4,170,819
4,436,476
92,122,355 $
92,122,355 $
162,572
2012
SERVICE/
SUPPLIES
32,776,877 $
22,581,444
8,076,904
387,000
41,118
1,930,412
3,003,815
685,000
3,175,126
72,657,696 $
(3,060,584)
69,597,112 $
7,738,459
14,457,555
2,044,075
1,056,416
2012
CAPITAL
2012 TOTAL
APPRO-
PRIATIONS
2012
ENDING
BALANCE
1,457,200 $ 82,602,777 $ 9,000,000
15,130,405
190,000
32,570,248 28,000,000
26,976,904 3,500,000
387,000 290,000
41,118 28,000,000
8,187,968 900,000
7,174,634 1,300,000
685,000 700,000
15,130,405 4,340,000
7,801,602
16,777,605 $ 181,557,656 $
(3,060,584)
16,777,605 $ 178,497,072 $
7,738,459
14,457,555
2,044,075
250,000 1,468,988
32,509,077 $ 162,572 $ 25,296,505 $ 250,000 $ 25,709,077 $
287,036,149 $ 92,284,927 $ 94,893,617 $ 17,027,605 $ 204,206,149 $
76,030,000
76,030,000
2,800,000
2,000,000
1,000,000
1,000,000
6,800,000
82,830,000
113
2011 ACT(
SUMMARY OF MAJOR REVENUES AND EXPENDITUF
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2400
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Emergency Reserve
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
2011
BEGINNING
BALANCE
$ 2,961,097
18,120,125
2,399,293
272,533
26,946,929
6,000,000
2,019,395
1,330,409
541,267
2011
PROPERTY
TAXES
2011
INTERGOV'T
REVENUE
2011
OTHER
REVENUE
$ 52,998,921 $ 5,147,836 $ 28,850,380
6,972,283
9,145,885
994,189
6,362,879 6,585,968
783,670
GROSS TOTALS $ 67,737,597
LESS INTERFUND TRANSFER
NET TOTAL $ 67,737,597
INTERNAL SERVICE FUNDS:
6000
6200
6300
6400
6500
Motor Pool Operating
Health insurance
Insurance
Phone Service
Weld Finance Corp
1,828,947
2,744,488
1,268,647
1,112,671
2011
INTERFU
TRANSF
$
10,157,306 9,462,652 7,100,0
19,093,901
376,030
2,838,565
7,056,613
3,513
1,704,166
822,309
836,567
3,007,91
12,3!
210,577 5,500,0C
217,936 6,803,592
$ 76,697,246 $ 44,888,187 $ 48,693,756
$ 76,697,246 $ 44,888,187 $ 48,693,756
1,498, 715
9,540,961
13,232,867
269,804
1,396,248
$ 15,620,261
15,620,261
$
NET TOTAL - IS FUNDS $ 6,954,753
GROSS TOATL - ALL FUNDS $ 74,692,350 $ 78,195,961 $ 44,888,187 $ 73 439 880$
$ ,133,6366 $
114
Assessed Value $4,663,870,462
2011 2011 2011 2011 2011 TOTAL 2011
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
> 89,958,234 $ 46,765,854 $ 30,516,312 $ 56,996 $ 77,339,162 $ 12,619,072
51,812,366
30,639,079
652,076
27,941,118
6,000,000
9,570,035
9,221,682
1,377,834
18,659,424
9,494,854
18,001,000
5,798,975
4,569,710
18,706,058
9,101,288
362,707
46,930
6,000,000
1,935,770
3,310,772
692,617
47,158
18,304
28,248,070
27,102,288
362,707
7,900,000
6,000,000
7,753,049
7,880,482
692,617
23,564,296
3,536,791
289,369
20,041,118
1,816,986
1,341,200
685,217
6,789,019 6,789,019 11,870,405
7,805,198 4,270,590 1,276,883 686,123 6,233,596 1,571,602
253,637,046 $ 88,900,983 $ 71,949,337 $ 7,597,600 $ 176,300,990 $ 77,336,056
15,620,260 15,620,260 15,620,260 -
6 238,016,786 $ 88,900,983 $ 56,329,077 $ 7,597,600 $ 160,680,730 $ 77,336,056
11,369,908
15,977,355
3,037,166
2,508,919
161,492
8,553,822 9,738 8,563,560 2,806,348
13,994,388 - 13,994,388 1,982,967
1,963,091 - 1,963,091 1,074,075
991,373 335,914 1,488,779 1,020,140
6 32,893,348 $ 161,492 $ 25,502,674 $ 345,652 $ 26,009,818 $ 6,883,530
6 270,910,134 $ 89,062,475 $ 81,831,751 $ 7,943,252 $ 186,690,548 $ 84,219,586
115
GOVERNMENT FUNDS
2011-2013
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
ACTUAL
2011
84,310,617
2,093,316
44,670,251
15,838,807
9,445,288
6,899,382
$ 163,257,661
30,964,059
40,657,128
30,834,148
32,175,392
7,880,482
1,127,873
3,012,567
7,795,485
$
$ 154,447,134
8,810,527
$ 66,953,927
PROJECTED
2012
96,507,557
2,237,550
41,601,491
8,537,353
8,317,000
5,332,890
$ 162,533,841
29,603,298
41,627,280
34,542,345
35,068,360
7,344,889
885,876
1,119,296
12,076,951
$ -
$ 162,268,295
265,546
$ 75,764,454
BUDGET
2013
113,722,024
2,866,875
47,999,153
10,190,861
8,777,000
5,515,346
$ 189,071,259
31,154,121
43,152,400
42,260,857
36,189,773
8,189,802
910,203
9,701,298
7,600,000
$ 12, 000, 000
$ 191,158,454
(2,087,195)
$ 76,030,000
$ 75,764,454 $ 76,030,000 $ 73,942,805
12,000,000
$ 75,764,454 $ 76,030,000 $ 85,942,805
116
PROPRIETARY FUNDS
2011-2013
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
ACTUAL
2011
$ 1,498,715 $
217,936
6,803,592
24,439,880
PROJECTED
2012
1,750,000 $
6,230,000
23,875,547
BUDGET
2013
2,000,000
510,000
26,219,772
Total Estimated Financial Sources $ 32,960,123 $ 31,855,547 $ 28,729,772
EXPENDITURES
Paramedic Service
Motor Pool
Health Insurance
Insurance
Phone Service
Weld Finance Corp
$ 6,233,596 $
8,563,560
13,994,388
1,963,091
1,488,779
7,801,602 $
7,738,459
14,457,555
2,044,075
1,468,988
8,360,000
16,800,000
2,215,000
1,604,772
Total Use of Resources $ 32,243,414 $ 33,510,679 $ 28,979,772
Net Increase (Decrease) in Fund Balance (1,655,132) (250,000)
Fund balance at Beginning of the Year 8,455,132 6,800,000
Fund Balance at End of Year - without
Unspent Contingencies/Reserves 8,455,132 6,800,000 6,550,000
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves $ 8,455,132 $ 6,800,000 $ 6,550,000
716,709
7,738,423
117
WELD COUNTY
TOTAL TAXABLE PROPERTY
2012 ASSESSED VALUES
Total Taxable Property
Class 2011 Final Assd Value 2012 Assd Value
Chanqe $ Change
Vacant $ 82,601,960 $ 77,121,290
Residential $ 1,110,455,180 $ (5,480,670) -7%
$
Commercial $ 1,126,180,660 $ 15,725,480 1%
Industrial $ 700,148,970 $ 742,391,710 $ 42,242,740 6%
343,525,350 $ 404,068,460
Agricultural $ 117,189,830 $ 60,543,110 18%
Natural Rsc $ 120,061,360 $ 2,871,530 2%
$ 12,839,310 $ 12,302,820 $
Oil & Gas $ 2,439,298,540 (536,490) -4%
State Assd $ 3,383,487,090 $ 944,188,550 39%
$ 615,803,700 $ 650,106,300 $ 34,302,600 6%
Total Value: $ 5,421,862,840 $ 6,515,719,690
Less TIF Value $ (58,999,430$ 1,093,856,850
Net Total: ) $ (97,484,480)
$ 5,362,863,410 $ 6,418,235,210 $ 1,055,371,800
20%
20%
Class 2011 Assd Val 2012 Assd Val
Total Real $ 4,452,267,100 $ 5,331,521,360 Chanqe $ Change
Total Personal $ 969,595,740 $ 879,254,260 20%
$ 1,184,198,330 $ 214,602,590 22%
Percent of Value
Real
Personal
2011
82.12%
17.88%
Value Changes 2011-2012
4000
3500
3000
2500
2000
1500
1000
500
0
,arc 6, 4 o,s4
\'S peasa���a pier 5�a�0P�
•2010 •20111
2012
81.83%
18.17%
Weld Assd Value By Type
2012
Total
Personal
18%
Chanqe
-0.29%
0.29%
118
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
$ 820,750 $ 278,995 $ 1,099,745
0 $ 4,433 4,433
(2,720,435) $ 656,675 (2,063,760)
1,061,315 $ 101,144 1,162,459
(1,715,373) $ (1,715,373)
2,404,679 $ 455,422 2,860,101
46,919 $ 8,615 55,534
4,678,221 $ 510,959 5,189,180
1,478,883 $ 1,884,847 3,363,730
754,335 $ 180,780 935,115
312,254 $ 80,915 393,169
$ 7,121,548 $ 4,162,786 $ 11,284,333
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL
CENTENNIAL JAIL
CONTRACT JAIL SPACE
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
$ 17,147,188 $ 2,748,984 $ 19,896,172
2,602,599 $ 108,435 2,711,034
0 $ 0
0 $ 270,624 270,624
6,500,000 $ 1,276,241 7,776,241
12,351 $ 576,243 588,594
3,661,473 $ 809,229 4,470,702
$ 29,923,611 $ 5,789,755 $ 35,713,365
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
$ 1,216,652 $ 51 $ 1,216,703
172,689 $ 117,392 290,081
6,918,638 $ 102,302 7,020,940
(146,305) $ - (146,305)
2,059,883 $ 2,059,883
550,000 $ - 550,000
181,818 $ 44,067 225,885
105,957 $ 1,349 107,306
779,147 $ 17,005 796,152
$ 11,838,479 $ 282,165 $ 12,120,644
119
NET PROGRAM COST
LOCAL DISCRETION
TRANSPORTATION
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERAN'S OFFICE
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM ASSISTANCE
JUVENILE DIVERSION
VICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
A KID'S PLACE
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
PRE-TRIAL SERVICES
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
ALLOCATED
NET COST SUPPORT TOTAL
$0 $
2,000,000 $
882,568 $
202,341 $
722,625 $
342,535 $
74,770 $
0 $
183,225 $
75,936 $
58,945 $
38,225
12,500
347,011
27,980
53,219
10,000
135,000
6,780
131,699 $
64,250 $
29,000 $
87,075 $
495,446 $
50,359 $
3,000,000 $
3,044,909 $
113,226
618,789
4,630
17,952
160,788
5,602
14,965
1,734
4,469
23,911
16,793
25,281
21,233
33,434
$ 113,226
$ 2,000,000
1,501, 357
206,971
740,577
503,323
80,372
14,965
183,225
77,670
63,414
38,225
12,500
370,922
44,773
53,219
35,281
135,000
6,780
152,932
64,250
29,000
87,075
528,880
3,000,000
$12,076,398 $ 1,062,807 $ 10,043,936
$ 9,000,000 $ 1,392,999 $ 10,392,999
2,300,806 $ 42,831 2,343,637
$ 11,300.806 $ 1,435,831 $ 12,736,637
$
7,200,000 $
$ 7.200,000 $
$ 781,292
5,824,219
584,005
670,086
159,850
659,537
0
2,000,000
512,500
0
4,016,597
64,944
$ 15,273,030 $
7,200,000
- $ 7,200,000
$ (781,292) $
(5,824,219)
(584,005)
(670,086)
(159,850)
(659,537)
0
(2,000,000)
(512, 500)
0
(4,016,597)
64,944
15,273,030) $
0
0
0
0
0
0
0
0
0
0
0
120
SEVEN YEAR TREND
Beginning Fund Balance
0
0
0
0
90,000,000
80,000,000
70,000,000
60.000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
2007
4
N
CO
/ /
/
0
0
0
O
0
0
0
vi
`Cr
Co
rn
/
r
co"
/
N
N
O
O
N
V
41.
/
2'008
.012
2013
121
SEVEN YEAR TREND
County Expenditures
$60
$50
$40
$20
$10
SO
13 Gen Gov
❑ Public Safety
URoads & Bridges
UHealth/Human Srv/Soc Sry
51
2007 2008 2009 11
2010 2011
41
201
2013
44.3
122
WELD COUNTY HOME RULE GOVERNMENT
County Citizens
I f ,
Assessor
(Elected Office)
County Council
(5 Elected
Members)
Board of County
Commissioners
(5 Elected
Members)
County
Attorney
lerk to the
Board
Department of
Finance and
Administration
Director
and
Commissioner
Coordinator
Airport
Accounting
Budget
Communications
Contract Administration
Coroner
Finance Division
GIS and Mapping
Human Resources
Information Services
Justice Services
Office of Emergency
Mngmt.
Phone Services
Printing and Supply
Purchasing
Risk Management
Solid Waste Fund
Special Projects
Treasurer's Office
L
Department of
Health
Commissioner
Coordinator
Immal
Director of Public
Health and
Environemnt
Health Administration
Environmental Health
Nursing
Board of Public Health
Hospital Board
Extension Service
Director
Fair Board
Extension Service
Director
Fair Board
Sheriff
(Elected Office)
Corrections, Law Enforcement,
Animal Control, Forensic Lab, Task
Force, Code Enforcement
Clerk and
Recorder
(Elected Office)
Recording
Motor Vehicle
Elections
Department of
Public Works
Commissioner
Coordinator
Director of Public
Works
Engineering
Road and Bridge
Director of Buildings
and Grounds
Parks
Veterans Services
Department of
Planning Services
Director
and
Commissioner
Coordinator
Planning and Zoning
Building lnspecion
Board of Adjustment
Planning Commission
Uniform Building Code
Utility Board
l
Department of
Human Services
Director
and
Comissioner
Coordinator
Human Services
Human Services Board
Social Services
123
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
DEPARTMENT
LAST
ACTUAL
YEAR
2011
CURRENT
YEAR 2012
REQUEST
BUDGET
2013
RECOMMEND
BUDGET
2013
CURRENT TO
FINAL
CHANGE
GENERAL FUND:
Office of the Board
6.000
6.000
7.000
7.000
+1.000
County Attorney
5.000
5.000
5.000
5.000
Planning and Zoning
9.250
10.250
11.250
11.250
+1.000
Clerk to the Board
5.000
5.000
5.000
5.000
Accounting
6.000
6.000
6.000
6.000
Finance and Administration
3.000
3.750
2.750
2.750
-1.000
Clerk and Recorder
43.000
43.000
45.000
45.000
+2.000
Elections
5.000
5.000
5.000
5.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
33.500
32.500
32.500
32.500
Human Resources
5.500
6.000
6.000
6.000
Buildings and Grounds
28.000
28.000
28.000
28.000
Victim Witness
11.750
11.625
10.625
10.625
-1.000
Juvenile Diversion
1.250
1.250
1.000
1.000
-0.250
Office of Emerg. Mgmt.
1.000
3.000
3.000
3.000
Purchasing
2.000
2.000
2.000
2.000
District Attorney
54.125
55.125
55.625
55.625
+0.500
Coroner
5.500
6.500
6.500
6.500
Centennial Jail
32.000
36.000
38.000
38.000
+2.000
North Jail
197.000
197.000
197.000
197.000
Sheriff
19.000
20.000
20.000
20.000
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
Sheriff Contract Services
9.500
9.500
9.500
9.500
124
DEPARTMENT
LAST
ACTUAL
YEAR
2011
CURRENT
YEAR 2012
REQUEST
BUDGET
2013
RECOMMEND
BUDGET
2013
CURRENT TO
FINAL
CHANGE
Building Inspection
10.250
10.2500
11.250
11.2500
+1.000
Police Services
67.750
63.750
63.750
63.750
Traffic Enforcement
11.000
10.000
10.000
10.000
Community Corrections
1.000
1.000
1.000
1.000
Noxious Weeds
2.000
2.000
2.000
2.000
Transportation
10.000
6.250
0
0
-6.250
Justice Services
6.000
7.000
6.500
6.500
-0.500
Adult Services
0.000
0.000
1.000
1.000
+1.000
Veteran's Office
1.000
1.000
1.000
1.000
Missile Site
1.000
1.000
1.000
1.000
General Engineering
20.000
20.000
20.000
20.000
Printing and Supply
3.000
3.000
3.000
3.000
Fair
0.300
0.500
0.500
0.500
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
645.755
648.330
647.830
647.830
-0.500
'UBLIC WORKS:
Maintenance Support
9.000
9.000
9.000
9.000
Administration
7.000
7.000
7.000
7.000
Motor Graders
46.000
46.000
46.000
46.000
Trucking
33.000
33.000
33.000
33.000
Bridge Construction
27.000
27.000
28.000
28.000
+1.000
Pavement Management
10.000
10.000
13.000
13.000
+3.000
Mining
5.000
5.000
5.000
5.000
TOTAL PUBLIC WORKS
137.000
137.000
141.000
141.000
4.000
125
DEPARTMENT
LAST
ACTUAL
YEAR
2011
CURRENT
YEAR 2012
REQUEST
BUDGET
2013
RECOMMEND
BUDGET
2013
CURRENT TO
FINAL
CHANGE
HEALTH FUND:
Administration
8.000
8.000
8.000
8.000
Health Communication
10.000
9.000
11.250
11.250
+2.250
Environmental Services
23.250
23.250
23.750
23.750
+0.500
Health Preparedness
2.500
2.600
2.600
2.600
Public Health Services
42.680
42.980
42.600
42.600
-0.380
TOTAL HEALTH FUND
86.430
85.830
88.200
88.200
+2.370
SOCIAL SERVICES
309.000
309.000
301.500
301.500
-7.500
PHONE SERVICES
2.000
2.000
2.000
2.000
PARAMEDIC SERVICES
50.000
50.000
0.000
0.000
-50.000
GRAND TOTAL
1,230.185
1,232.16
1,180.53
1,180.53
-51.630
126
G� eNeiR,AL,
FIA.N1
GENERAL FUND
Revenue Changes
$80,000,000
$70,000,000
$60,000,000
$50,000,000 -
$40,000,000 —
$30,000,000
$20,000,000 —
$10,000,000
$0
❑ 2012
e 2013
f1
0' c�`' `a� �" `e5 �m42 oJh P.
�+ �c°J oF�� QmScc ��i` e`�J �ac� �a.a
Ogre �eQ O,6` I �0t5 g/0� `•�c" Jai)
v.- •%, 2t �•
C.
2013 Revenue
Total $101,613,745 (2012 $81,983,705)
Property Tax
$71,152,024
70%
Fund Balance
$9,000,000
9%
Miscellaneous
$3,030,195
3%
Other Taxes
$60,000
0%
Fee Accounts
$8,677,000
9%
Intergovernmental
$3,933,844
4%
Licenses/Permits
$1,880,500
2%
Charges for Services
$3,576,682
3%
Fines/Forfeitures
$303,500
0%
127
GENERAL FUND
EXPENDITURE CHANGES
$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000 -
$0
Public Safety General Gov.
Health &
Welfare
Human Serv.
Misc.
Auxilary
■ 2012
02013
Public Works Culture/Rec.
2013 Expenditures
Total $90,703,894 (2012 $78,508,097)
General Gov.
$31,154,121
34%
Public Safety
$43,152,400
48%
Health & Welfare
$3,844,698
4%
Human Serv.
$269,106
0%
Misc.
$9,059,502
10%
Auxilary
$419,705
0%
Public Works
$2,300,806
Culture/Rec. 3%
$503,556
1%
128
SEVEN YEAR TREND
General Government
$25
$10
$5
$0
2007
2008
2009
2010
2011
2012
2013
129
SEVEN YEAR TREND
Public Safety
2007
2008
2009
2010
2011
2012 2013
130
SEVEN YEAR TREND
Health & Welfare
$60
$50
$40
$20
$10
$0
2007
20 03 r l!
2011
2012 2013
GENERAL FUND SUMMARY
The General Fund is funded at the level of $90,703,894 up $12,195,797. Without including
adjustments for health insurance costs, short term disability insurance, cost of living, and salary
step increases, the budget for general government functions is up $1,550,823. 2013 will be an
off-year election year requiring only one General Election with lower turnout. The net result is a
drop in net county costs of $862,772. The budget is funded as if it is a m ail election. If the
election is a voting center election the costs would go up substantially. The Motor Vehicle office
of the Clerk and Recorder is requesting the addition of two Office Tech III positions ($106,864).
One position is for the Southwest branch office and one f or the Greeley office due to the
increase activity in vehicle registrations. The Assessor's budget is up $33,000 since 2013 is a
reappraisal year and Notices of Value have to be mailed to all property owners. The Planning
Department is up $175,715 with the two mid -year additions of two Planner II positions ($170,526)
due to more development activity. Also, included is a request to upgrade the Planning Manager
position ($12,057). A Code Enforcement Officer was internally transferred to the Building
Department as a Building Technician position reducing personnel costs by $48,134.Transportation
decreased by $454,507 due to the elimination of the program in February, 2012. Once the
State assumed the Medicaid broker function other ridership dropped to a point that the program
could no longer bej ustified. Information Services has increased $563,892 with $127,677
attributed to the 3.5 percent inflationary factor in the ACS contract. In addition, there is
$330,996 included in the budget for three new ACS positions. The positions are a Business
Process Analyst, Mobile Computing Manager, and a Technology Trainer. The recommendation
for the three positions came from the Technology Summit held on May 24, 2012. In addition the
county started in July the Technology Tools Analysis Project. The project focused on optimizing
resources, both human and technology, by analyzing how the Weld County workforce
completes their job duties with the technologies that are available to them. This project will
present findings and recommendations for improvements in the area of technology for Weld
County. The costs of implementing the recommendations are funded in the new Innovation and
Technology Projects budget. $2,000,000 has been included in the budget for the Innovation
and Technology Projects, which are part of the Strategic Investment Plan for the Future of Weld
County.
Public safety functions are up $1,525,120 in the budget. The Sheriff increased costs in the
recommended budget by $171,371, or less than one -percent. The Sheriff added over $70,000
for funds for training in 2013 due to turn over the department has experienced and the need to
bring new "master trainers" up to speed. In hindsight of the Brownlee incident, which resulted
in an officer's death, the department has realized the need to bring in higher quality training to a
group of individuals that can turn around and train the entire agency. The entire agency is also
hoping to make an investment in getting supervisory level employees trained to be more adept
at human resource issues. The increase to the training budget is expected to only be for this
year to accommodate the master trainer courses and to get the agency's supervisors better
trained on employment law issues. $83,000 has been included in the budget for Speakwrite,
which is a voice to document transcription service that allows deputies to dictate their reports
and then obtain a high quality transcription via email. The result should be i ncreased
productivity by spending less time typing reports and more time in crime suppression.
In the North Jail budget significant costs have been deferred another year by continuing to hold
the total secure jail bed capacity at 630 beds. Inmate census trends indicate the 630 bed
capacity should be adequate in 2013; however, approximately $1,500,000 in deferred jail cost is
not a permanent cost savings, since additional staff and capacity will be needed i n the future.
Medical costs for inmates have been increased by $78,940. Two additional officers ($138,942)
have been r equested in the 2013 budget, an of ficer to meet current fugitive transport
obligations and another to work fugitive warrants. The budget also includes $8,544 for the
132
purchase and i nstallation of a G PS tracking system for inmate transportation vehicles to
increase officer and community safety in the event of an accident, vehicle breakdown or escape
attempt. The Community Corrections budget is down $136,762 with all costs being offset by
state revenues. Justice Services has requested a 0.5 FTE Senior Pretrial Specialist position
($30,645) to create greater capacity to serve more pretrial clients, which should produce cost
savings in holding down jail bed utilization. Communication's costs are up $324, 187 and the
Criminal Justice Information System is up $229,626 primarily due to the salary adjustments for
the dispatch and records positions paid through the IGA with the City of Greeley, and computer
support. In addition $550,000 is included for 100 m obile radios as part of the capital
replacement plan developed in 2012 that calls for the replacement of radios every ten years.
Other changes include Engineering, which is up $328, 709 due to consultant contracts and
higher engineering costs for projects. T he General Fund's subsidy to the Public Health
Department is up $204,163 due to health insurance costs and anticipated salary increases.
Asset and R esource Management is a new budget consolidating the funding of costs
associated with the management of county property assets and leases. The budget includes
$340,628 for management of water rights and real estate owned by the county. $371,281 is
funded for the leases of county assets, and asset depreciation of $2,333,000. 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 $1,000,000. The county
stopped paying the fees in the 1980's, so the $3,000,000 in the recommended budget is to not
only pay the current fees, but 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. An increase of
$2,492,093 is included for other General Fund departments' health insurance costs, short term
disability insurance, and anticipated salary increases of 2.5 percent in 2013.
The available resources to the General Fund are $101,613,745 compared to $87,983,705 in
2012, up $13,630,040. Property taxes are budgeted at $71,152,024, up $14,967,058. Revenue
from interest earnings are down $300,000 at $1,100,000 for 2013, as interest are projected to
remain low. Oil and gas royalty revenues are no longer budgeted in this fund. Planning and
Building Inspection fees are up $450,000 primarily due to all the new oil and gas activity in the
County and some upturn in development. Intergovernmental revenues are down $298,522
primarily due to lower Community Correction grants of $136,762, and transportation CDOT
grants are down $172,700 with the elimination of the minibus program. Charges for Services
are down $20,738 primarily from Sheriff Office fees and charges. Fines from traffic are down
$176,610, which is following a nationwide trend. The Treasurer's fees are anticipated to be up
$130,000. Revenue from Clerk and Recorder fees are up $450, 000 as vehicle sales have
recovered. All other revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $9, 000,000 for 2013. An estimated ending
fund balance of $10,909,851 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. I t 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 2013 and future years.
133
GENERAL FUND
SUMMARY OF REVENUES
2013
Fund Orq Acct
Account Title
2012
Budget
2013
Request
2013
Recommend
201;
Fine
1000 90100 4112
1000 90100 4150
1000 90100 4215
1000 17100 4221
1000 25100 4222
1000 25100 4224
1000 25100 4226
1000 90100 4318
1000 15100 4336
1000 21210 4336
1000 24410 4336
1000 15200 4340
1000 15300 4340
1120 15300 4340
1130 15300 4340
114006 15300 4340
1000 16500 4340
1000 21300 4340
1000 24200 4340
116011 24220 4340
116012 24220 4340
116511 24220 4340
116512 24220 4340
1000 26200 4340
1000 96400 4340
1000 90100 4352
1000 90100 4353
1000 21200 4354
1000 21300 4354
1000 24410 4354
1000 90100 4357
1000 10200 4410
1000 10400 4410
1000 11200 4410
1000 15100 4410
1000 16500 4410
1000 17350 4410
1000 17600 4410
1000 21100 4410
1000 21200 4410
1000 21220 4410
1000 22100 4410
1000 22400 4410
1000 24100 4410
1000 24410 4410
1000 24420 4410
1000 26100 4410
1000 50100 4410
1000 90100 4410
1000 90100 4420
1000 13100 4430
1000 15100 4430
1000 17100 4430
1000 17600 4430
TAXES
CURRENT PROPERTY TAXES
TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
LICENSES, LIQUOR/DANCE
PERMITS
BUILDING
ELECTRICAL
PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
PAYMENT IN LIEU OF TAXES
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
THORNTON
BRIGHTON URBAN RENEWAL AUTHORITY
CITIES AND TOWNS
CITIES AND TOWNS
CITIES AND TOWNS
SOUTH FIRESTONE URA
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
PARKING
SALE OF SUPPLIES
SALE OF SUPPLIES
SALE OF SUPPLIES
SALE OF SUPPLIES
TOTAL CHARGE FOR SERVICES
56,184,966
0
71,152,024
60,000
71,152,024
60,000
56,184,966 71,212,024 71,212,024
5,000
225,000
800,000
150,000
250,000
5,500
375,000
1,000,000
200,000
300,000
1,880,500
5,500
375,000
1,000,000
200,000
300,000
1,880,500
1,430,000
3,000
104,000
15,000
16,000
63,140
140,000
35,418
123,000
16,180
172,700
68,768
101,008
2,459,923
0
65,289
0
60,000
2,400
29,890
439,671
31,040
8,200
275,000
2,739
4,232,366
3,000
104,000
10,000
16,000
65,030
163,000
35,418
125,755
16,180
0
87,877
95,749
0
2,318,709
0
75,000
60,000
2,400
49,076
439,671
31,040
8,200
225,000
2,739
3,933,844
3,000
104,000
10,000
16,000
65,030
163,000
35,418
125,755
16,180
0
87,877
95,749
0
2,318,709
0
75,000
60,000
2,400
49,076
439,671
31,040
8,200
225,000
2,739
3,933,844
3,000
11,694
160,000
35,000
31,500
40,000
300,000
345,287
106,358
920,553
103,435
60,543
25,000
330,200
964,350
6,000
2,000
12,000
25,000
500
80,000
1,000
34,000
0
6,324
70,000
35,000
0
50,000
243,500
295,007
0
956,653
448,998
0
25,000
327,200
960,400
6,000
2,600
6,000
23,500
500
85,000
1,000
34,000
0
6,324
70,000
35,000
0
50,000
243,500
295,007
0
956,653
448,998
0
25,000
327,200
960,400
6,000
2,600
6,000
23,500
500
85,000
1,000
34,000
3,597,420 3,576,682 3,576,682
134
GENERAL FUND
SUMMARY OF REVENUES
2013
I Org Acct Account Title
2012 2013 2013
Budget Request Recommend
2013
Final
FINES AND FORFIETURES
0 21210 4510 FINES
0 90100 4510 FINES
TOTAL FINES AND FORFIETURES
MISCELLANEOUS
0 90100 4610 EARNINGS ON INVESTMENTS
0 22100 4624 RENTS FROM BUILDINGS
0 90100 4624 RENTS FROM BUILDINGS
0 22100 4630 INDIRECT COST
0 90100 4640 OIL AND GAS
0 90100 4650 OVERHEAD
0 21200 4670 REFUND OF EXPENDITURE
0 21260 4670 REFUND OF EXPENDITURE
0 23200 4680 OTHER
0 96200 4680 OTHER
TOTAL MISCELLANEOUS
FEES
0 12100 4720 ADVERTISING FEES
0 10300 4730 OTHER FEES
0 11100 4730 OTHER FEES
0 12100 4730 OTHER FEES
0 13100 4730 OTHER FEES
0 15100 4730 OTHER FEES
D 24410 4730 OTHER FEES
D 90100 4740 FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
449,110 272,500 272,500 0
30,000 31,000 31,000 0
479,110 303,500 303,500 0
1,400,000 1,100,000 1,100,000 0
49,362 39,140 39,140 0
454,534 478,306 478,306 0
111,852 117,654 117,654 0
1,500,000 0 0 0
900,000 900,000 900,000 0
45,000 10,000 10,000 0
131,595 134,595 134,595 0
500 500 500 0
250,000 250,000 250,000 0
4,842,843 3,030,195 3,030,195 0
50,000 50,000 50,000 0
250,000 125,000 125,000 0
5,250,000 5,700,000 5,700,000 0
2,400,000 2,530,000 2,530,000 0
30,000 40,000 40,000 0
2,000 2,000 2,000 0
175,000 170,000 170,000 0
60,000 60,000 60,000 0
8,217,000 8,677,000 8,677,000 0
78,983,705 92,613,745 92,613,745 0
135
GENERAL FUND
SUMMARY OF EXPENDITURES
2013
Fund Orq
Expenditure Function
2012
Budget
2013
Request
2013 2013
Recommend Final
1000 10100
1000 10200
1000 10400
1000 11100
1000 11200
1000 11300
1000 12100
1000 13100
1000 14100
1000 15100
1000 15200
1000 15300
1120 15300
1130 15300
146006 15300
1000 16100
1000 16200
1000 16300
1000 16400
1000 16500
1000 17100
1000 17200
1000 17300
1000 17350
1000 17375
1000 17600
1000 21100
1000 21200
1000 21210
1000 21220
1000 21230
1000 21260
1000 21300
1000 21410
1000 22100
1000 22200
1000 22400
1000 23200
1000 24100
1000 24150
1000 24200
116011 24220
116012 24220
116511 24220
116512 24220
1000 24410
1000 24420
1000 24440
1000 25100
1000 26100
1000 26200
GENERAL GOVERNMENT
OFFICE OF THE BOARD
COUNTY ATTORNEY
CLERK TO THE BOARD
COUNTY CLERK
ELECTIONS AND REGISTRATION
MOTOR VEHICLE
TREASURER'S OFFICE
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
JUVENILE DIVERSION
VICTIM WITNESS
VICTIM WITNESS
VICTIM WITNESS
VICTIM WITNESS
FINANCE
ACCOUNTING
PURCHASING
PERSONNEL
TRANSPORTATION
PLANNING OFFICE
BUILDINGS AND GROUNDS
INFORMATION SERVICES
GEOGRAPHICAL INFORMATION SYSTEM
INOVATION AND TECHNOLOGY PROJECTS
PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
SHERIFF ADMINISTRATION
SHERIFF'S OPERATIONS
TRAFFIC CONTROL
MUNICIPAL CONTRACT SERVICES
ORDINANCE 88 ENFORCEMENT
REGIONAL LAB
VICTIM ADVOCATES
DRUG TASK FORCE
COMMUNICATIONS SERVICE
COMMUNICATIONS SYSTEM DEVELOPMENT
CRIMIAL JUSTICE SYSTEM
COUNTY CORONER
JUSTICE SERVICES
ADULT DIVERSION
COMMUNITY CORRECTIONS
THE RESTITUTION CENTER
THE RESTITUTION CENTER
THE RESTITUTION CENTER
THE RESTITUTION CENTER
NORTH JAIL COMPLEX
CENTENNIAL JAIL
CONTRACT JAIL SPACE
BUILDING INSPECTION
WEED AND PEST
OFFICE OF EMERGENCY MANAGEMENT
TOTAL PUBLIC SAFETY
782,727
784,292
302,208
933,096
1,994,087
1,921,501
843,817
2,412,179
46,919
4,893,934
95,650
524,427
35,418
123,000
16,180
628,521
662,086
159,850
636,761
454,507
1,467,149
5,824,219
3,452,705
209,121
0
398,944
29,603,298
1,825,512
6,946,989
1,103,606
809,146
253,821
314,784
158,196
176,205
2,323,488
0
955,902
733,835
539,160
0
101,008
2,459,923
0
65,289
0
17,807,082
3,252,116
0
1,031,210
503,625
266,383
41,627,280
820,750
781,292
318,578
949,200
1,131,315
2,030,365
864,627
2,445,179
46,919
4,904,221
93,010
510,011
35,418
125,755
16,180
584,005
670,086
159,850
659,537
0
1,642,864
5,824,219
4,016,597
181,699
2,000,000
342,444
820,750
781,292
318,578
949,200
1,131,315
2,030,365
864,627
2,445,179
46,919
4,904,221
93,010
510,011
35,418
125,755
16,180
584,005
670,086
159,850
659,537
1,642,864
5,824,219
4,016,597
181,699
2,000,000
342,444
00
31,154,121 31,154,121
1,773,890 1,773,890
6,959,678 6,959,678
1,061,647 1,061,647
810,348 810,348
202,341 202,341
307,284 307,284
149,296 149,296
105,957 105,957
2,665,675 2,665,675
550,000 550,000
1,216,652 1,216,652
754,835 754,835
520,446 520,446
50,359
95,749
0
2,318,709
0
75,000
50,359
95,749
0
2,318,709
0
75,000
17,885,388 17,885, 388
3,562,999 3,562,999
000
1,115,704 1,115,704
728,625 728,625
241,818 241,818
43,152,400 43,152,400
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
136
GENERAL FUND
SUMMARY OF EXPENDITURES
2013
Orq Expenditure Function
2012
Budget
2013
Request
2013 2013
Recommend Final
PUBLIC WORKS
31100 ENGINEERING
CULTURE AND RECURATION
50100 MISSILE PARK
50200 PARKS AND TRAILS
TOTAL CULTURE AND RECURATION
HEALTH AND WELFARE
56110 SENIOR PROGRAMS
56120 WASTE WATER
56130 DEVELOPMENTALLY DISABLED
56140 MENTAL HEALTH
56150 A KID'S PLACE
56160 COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
60200 ECONOMIC ASSISTANCE
MISCELLANEOUS
90100 NON DEPARTMENTAL
90150 COMMUNITY AGENCIES GRANTS
96100 EXTENSION
96200 FAIR
96400 VETERANS
96500 ISLAND GROVE BUILDINGS
96600 ASSET AND RESOURCE MANAGEMENT
99999 SALARY CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
1,972,097 2,300,806 2,300,806
78,536
29,000
78,536 78,536
29,000 29,000
107,536 107,536 107,536
12,500
10,000
38,225
183,225
6,780
3,469,661
3,720,391 6,981,329 6,924,554
12,500 12,500
10,000 10,000
75,000 38,225
203,225 183,225
6,780 6,780
6,673,824 6,673,824
89,700 135,000 135,000
512,500
64,250
342,535
308,945
77,170
82,395
0
0
512,500 512,500
132,731 64,250
342,535 342,535
308,945 308,945
77,170 77,170
87,075 87,075
3,044,909 3,044,909
2,492,093 2,492,093
1,387,795 6,997,958 6,929,477
78.508.097 90,829,150 90,703,894
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
•
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major
department is overseen by one Commissioner, with each Commissioner serving as an assistant
in another area, on a rotating basis each year. Statutory duties also include sitting as the Board
of Equalization to hear appeals on tax assessments; sitting as the County Board of Social
Services; and filling, by appointment, all vacancies in county offices except the Board of
Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
Supplies
Purchased Services
$ 687,482
7,529
100,397
$ 668,477
1,100
113,150
$ 705,900
Fixed Charges
Capital
Gross County Cost
Revenue
Net County Cost
0
0
$ 795,408
0
$ 795,408
0
0
$ 782,727
0
$ 782,727
1,700
113,150
0
0
$ 820,750
0
$ 820,750
$ 705,900
Budgeted Positions
6
6
7
1,700
113,150
0
0
$ 820,750
0
$ 820,750
7
SUMMARY OF CHANGES: Personal Services increase is attributed to transferring the
Information Specialist position from Finance and Administration to the Board of County
Commissioners' budget, and the elimination of the overlapping salary costs for the transition of
the Administrative Coordinator position for six months in 2012. Net change in salary and benefit
cost is $37,423. Office supplies increased $600 based upon the allocation of costs from the
shared supply room inventory. No other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
138
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)
0.231 0.225
$3.07 $2.94
0.259
$3.03
Goal ESI: Enable County departments and its service partners to deliver quality customer service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES1-1: Clearly -defined
performance
expectations and
standards
Citizen satisfaction feedback for
service delivery departments
High
High
High
ES 1-2: 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
ESTIMATED
PROJECTED
ES2-l: Easily
accessible information
regarding County
services and programs
(priority outcome)
Community satisfaction with
information availability
Customers awareness of services
provided by Weld County government
High
High
High
High
High
High
ES2-2: Positive image
of County government
Percent of residents with a positive
image of Weld County government
90%
90%
90%
139
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
RECOMMEND
NEXT FY
Personnel Services
$ 548,284
$ 675,199
$675,199
Supplies
2,197
2,000
2,000
$675,199
Purchased Services
159,010
107,093
104,093
Fixed Charges
0
0
0
2,000
104,093
Capital
0
0
0
Gross County Cost
$ 709,491
$ 784,292
$781,292
Revenue
3,000
0
0
0
$781,292
Net County Cost
Budgeted Positions
$ 709,491
5
$ 781,292
5
$781,292
5'
0
$781,292
5i
SUMMARY OF CHANGES: Purchased services have been r educed $3,000 due t o the
reduction in costs for Westlaw services. Chargeback from Clerk to the Board for clerical support
is $6,324. Revenue from Social Services has also been reduced by $3,000. No net county cost
change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION:
140
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# of new requests for legal assistance 450 475 500
# of new mental health cases 60 70 70
# of new code violations 120 120 120
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support) $2.74
Number of agenda requests/D&N/mental
cases per FTE
0.154
185
0.188 0.185
$2.93 $2.89
175
175
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials
and department
ESTIMATED
heads.
PROJECTED
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ES3-1: Efficient
and effective legal
representation of
Weld County
Client satisfaction of elected officials and
department heads
99%
99%
99%
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
•
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the County as
prescribed in Section 38-37-101, C.R.S., et. seq., 1973. Salaries and operating costs are
funded by public trustee fees outside of County budget.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
0
$ 0
Supplies
0
0
0
Purchased Services
0
0
0
Fixed Charges
0
0
0
Capital
0
0
0
Gross County Cost
$ 0
$ 0
0
0
0
0
0
$ 0
Revenue
478,524
250,000
125,000
Net County Cost
Budgeted Positions
$ - 478,524
n/a
$ - 250,000
n/a
$ -
125,000
n/a
125,000
$ - 125,000
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 $125,000, will be transferred to the General
Fund in 2013. The amount is down due to the drop in foreclosure 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 offfices to a biannual audit and requires that comply with state 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.
142
PUBLIC TRUSTEE
BUDGET 2013
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
FICA Contribution
SUTA Taxes
Retirement Plans
Medical Insurance
Misc./Other
Total Personnel
Operating Expenses:
Accounting/Auditing/Legal Services
Building/Office Rental/Storage
Dues and Meetings
Equipment Maintenance/Rental
IT Support
Office Supplies
Postage
Telephone/Utilities
Travel/Mileage
Total Operating
Capital Outlay:
Computer Hardware
Office Equipment/Miscellaneous
Total Capital Outlay
Total Expenses
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND
$ 70,000
500,000
3.000
$ 573,000
$ 72,500
162,000
17,000
600
8,000
58,000
1,500
$ 319,600
$ 24,000
28,000
5,000
13,000
5,000
11,000
17,000
15,000
4.000
$ 122,000
3,500
$ 2,000
$ 5,500
$ 447,100
$ 125,900
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners, retains all records of the Board, and processes liquor licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
Supplies
$ 259,320
23,929
$ 290,802
15,000
$ 290,802
26,000
$ 290,802
Purchased Services
26,728
8,100
8,100
26,000
Fixed Charges
-11,046
- 11,694
- 6,324
Capital
0
0
0
8,100
- 6,324
Gross County Cost
$ 298,931
$ 302,208
$ 318,578
Revenue
1,806
11,694
6,324
0
$ 318,578
Net County Cost
Budgeted Positions
$ 297,125
5
$ 290,514
5j
$ 312,254
5
J
6,324
$ 312,254
51
SUMMARY OF CHANGES: The only increase in expenditures is $11,000 for software for the
Minutes system. Other line -items are unchanged. The chargeback for backup clerical support
for the County Attorney is $6,324. Revenue for the chargeback to Phone Services is $6,324.
Both are down due to less time required for the two backup functions.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
144
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 230 230 230
Number of documents optically scanned 5,000 5,000 5,000
Number of BOE hearings scheduled 440 50 450
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per meeting/hearing
0.198
$1.15
$1,291.84
0.193
$1.09
$1,263.10
0.185
$1.15
$1,357.61
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%
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 680,661
$ 700,515
$ 700,515
Supplies
189,401
104,821
118,795
$ 700,515
Purchased Services
80,844
112,760
114,890
Fixed Charges
Capital
11,066
0
15,000
0
15,000
0
118,795
114,890
15,000
Gross County Cost
$ 961,972
$ 933,096
$ 949,200
Revenue
5,552,432
5,250,000
5,700,000
0
$ 949,200
Net County Cost
Budgeted Positions
$ - 4,590,460
8 FTE Recording
3 FTE Admin.
$ - 4,316,904
8 FTE Recording
3 FTE Admin.
$-
4,750,800
8 FTE Recording
3 FTE Admin.
5,700,000
$ - 4,750,800
8 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES: Software license costs are up $13, 974. Repair and Maintenance
for the new Lason/HOV service is up $2,130. All other expenditures are the same. Revenues
are up $450,000 due to the volume of recording documents and license fees from vehicles.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
146
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded
Number of copies produced
Number of marriage licenses issued
Efficiency Measures
FTE's per 10,000/capita — Recording
Per capita contribution
Number of documents recorded per FTE
73,129 82,193 90,412
1,073,238 714,670 786,137
1,743 1,428 1,571
0.455
$3.71
9,141
0.301
$3.51
10,274
0.295
$3.51
1,301
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
147
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 g eneral
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues
certificates of registration for proof of age and citizenship for international travel, services
municipal clerks, school districts, special districts, and conducts special elections each
November in the off year.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 308,532
$ 695,649
$ 444,319
Supplies
Purchased Services
152,634
104,825
813,272
464,287
316,133
359,189
$ 444,319
Fixed Charges
Capital
7,519
0
20,879
0
11,674
0
316,133
359,189
11,674
Gross County Cost
Revenue
$ 573,510
73,434
$ 1,994,087
160,000
$ 1,131,315
70,000
0
$ 1,131,315
Net County Cost
Budgeted Positions
$ 500,076
5
$ 1,834,087
6
$ 1,061,315
5
70,000
$ 1,061,315
5
1
SUMMARY OF CHANGES: 2013 will be an off-year election year requiring only one General
Election with lower turnout. The net result is a drop in net county costs of $772,772. The budget
is funded as if it is a mail election. If the election is a voting center election the costs would go
up substantially.
Revenue is $70,000 due to the fees charged other entities for the consolidated election.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with
Clerk and Recorder's proposal to use a mail election for 2013.
BOARD ACTION:
148
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 261,257 308,358 339,194
Revenue generated from elections $73,434 $160,000 $70,000
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Transactions per FTE
0.193
$1.93
52,251
0.188
$6.89
61,671
0.185
$3.92
67,839
Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Vote Center
voting, Mail -In Ballots, Early voting or Provisional voting. Register all voters that have a desire to vote and
allow them to cast a ballot at the time of the election. Provide a Vote Center that is organized, safe and free
of influence. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the election office and all duties charged to the office.
DESIRED
PRELIMINARY PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES6-1:
Opportunities for
every eligible
registered voter to
conveniently cast a
vote
100% of vote centers are ADA compliant
100%
100%
100%
ES6-2: Votes
100% accuracy between votes cast and votes
counted and
reported accurately
and in a timely
manner
reported
99.9%
99.9%
99.9%
ES6-3: Integrity of
voter records
maintained
100% accuracy between votes cast and votes
reported
100%
100%
100%
ES6-4: Educated
voters
Measured by the percent of voter turn -out
90%
90%
90%
ES6-3: Voter
Press Releases
8
8
8
Outreach
Direct Mailings
8
8
8
Website announcements
4
4
4
149
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 I icense plates issued in Weld County, and provides law
enforcement agencies with vehicle registration information.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,715,379
$ 1,750,260
$ 1,857,124
Supplies
12,286
15,720
17,720
$ 1,857,124
Purchased Services
152,938
155,521
155,521
Fixed Charges
0
0
0
17,720
155,521
Capital
0
0
0
Gross County Cost
$ 1,880,603
$ 1,921,501
$ 2,030,365
Revenue
0
0
0
0
0
$ 2,030,365
Net County Cost
Budgeted Positions
$ 1,880,603
32 Full-time
4 Part-time
$ 1,921,501
32 Full-time
3 Part-time
$ 2,030,365
34 Full-time
3 Part-time
0
$ 2,030,365
34 Full-time
3 Part-time
SUMMARY OF CHANGES: The department is requesting the addition of two Office Tech Ill
positions ($106,864). One position is for the Southwest branch office and one for the Greeley
office. The only other changes are a $1,000 increase in phone services and $1,000 for printing.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the requested
budget including the two additional positions. The added workload in both offices justifies the
request for the two positions. Revenues are up $450,000 for Clerk and Recorder fees, much of
which is from motor vehicle transactions. From 2009 to 2011 actual vehicle registration went
from 478,202 to 541,678 or a 13.3% increase, and the trend continues.
BOARD ACTION:
150
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 541,678 570,000 592,925
FORT LUPTON BRANCH OFFICE: Number 198 120 132
of marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of 293 242 267
marriage licenses issued
Efficiency Measures
FTE'S per 10,000/capita — DMV 1.24 1.20
Per capita cost $7.25 $7.22
Number of titles/registrations issued per FTE 16,927 17,812
1.26
$7.50
17,439
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
Posting of educational signs
4
4
15
4
4
15
4
4
15
151
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TREASURER
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the
county, and invests reserve funds as allowed by statute and appr oved by the Board of
Commissioners.
RESOURCES
Personnel Services
Supplies
Purchased Services
ACTUAL
LAST FY
$ 549,227
98,143
98,602
BUDGETED
CURRENT FY
$ 577,750
36,700
229,367
REQUESTED
NEXT FY
$ 583,430
37,700
243,497
RECOMMEND
NEXT FY
$ 583,430
Fixed Charges
0
0
0
37,700
243,497
Capital
Gross County Cost
Revenue
Net County Cost
0
$ 745,972
2,493,650
$ - 1,747,678
0
$ 843,817
2,450,000
$ - 1,606,183
0
$ 864,627
2,580,000
$-
1, 715,373
0
0
$ 864,627
2,580,000
$ - 1,715,373
Budgeted Positions
10
10
10
10
SUMMARY OF the office's three CHANGES: peak periods with temporrary help so that $ the 8 0 to the
office does not fall behind, and
this approach avoids hiring another full or part time position. Software costs are up $1, 000.
Purchased Services are up $14,130 primarily for bank services, and armored car services.
Revenues are up $130,000 from Treasurer fees.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
152
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $346M $383M $383M
Miscellaneous Revenue Collected $72M $72M $72M
Investments $107M $110M $113M
Efficiency Measures
FTE's per 10,000/capita
Per capita expenditure
.385
$2.88
.376
$3.25
.370
$3.20
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
$4.12
17,400
$4.84
17,400
$4.97
17,400
ES8-2: Investments
that are safe, liquid
and deliver the best
yield possible — in
that order
Return on investments
1.26%
1.20%
1.00%
153
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 I ists all real and
personal property in Weld County; maintains accurate public records, including ownership
history, parcel values and parcel maps; completes appraisals of all real and personal property
using statutory mandates and mass appraisal techniques; completes statutory reports and
certifications for Weld County taxing authorities for use in the property tax system; and
completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,079,763
$ 2,199,383
$ 2,199,383
Supplies
155,116
55,296
55,296
$ 2,199,383
Purchased Services
148,525
157,500
190,500
Fixed Charges
0
0
0
55,296
190,500
Capital
0
0
0
Gross County Cost
$ 2,383,404
$ 2,412,179
$ 2,445,179
Revenue
Net County Cost
42,081
$ 2,341,323
30,500
$ 2,381,679
40,500
$ 2,404,679
Budgeted Positions
33.5
32.5
32.5
0
0
$ 2,445,179
40,500
$ 2,404,679
32.5
SUMMARY OF CHANGES: Due to 2013 being a reappraisal year Notices of Value (NOV)
must be sent to all property owners, so postage is up $30,000. Training has been increased
$3,000 to focus on oil and gas assessment education. No other expenditure changes.
Revenues from fees are up $10,000.
FINANCE/ADMINISTRATION RECOMMENDATION: The Assessor made a late request for a
GIS Mapper position ($59,666) due to increased workload caused by parcel creation and
analysis. Funds are not included in the recommended amount of this budget for the position,
due to the late request. The Board approved the position to be filled in late August. Therefore,
the cost of the position will be included in the final budget.
BOARD ACTION:
154
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal 203,928 210,000 210,000
property and SA)
Telephone Calls Answered 30,000 30,000 30,000
Number of administrative updates to 140,000 135,000 135,000
database
Number of walk-ins requesting assistance 3,000 2,500 3,000
Number of Property Inspections 8,000 8,000 8,000
Sales Verification 8,000 8,000 8,000
Efficiency Measures
FTE's per 10,000/capita 1.29 1.26 1.20
Per capita cost (county support) $9.08 $8.71 $8.88
Cost per parcel $11.55 $11.05 $11.45
Parcels Per FTE 6,087 6,461 6,461
Effectiveness Measures (desired results)
Deed Processing Time (days) 5 5 5
Requests for Information per FTE 867 1,000 1,015
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to 100% 100% 100%
Market value
155
ASSESSOR
(CONTINUED)
1000-13100
Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County taxing
authorities.
DESIRED
OUTCOMES
ES9-1: Effective
County property
valuation
ES9-2: User
friendly e -
government
sharing for
assessment and
property data
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ADJUST
ESTIMATED
PROJECTED
Complete submission of the tax warrant
by the January 10'h statutory date
Compliance with all statutory deadlines
and requirements
Successful report on the annual study
audit for Assessors
Percent of users satisfied with
electronic/technology access to services
and information
100%
100%
100%
Percent of operations, services and
programs available through website
access
100%
100%
100%
156
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five
member, unsalaried County Council chosen in non-partisan elections. Major responsibilities of
the Council are setting salaries of all elected officials, filling vacancies in the Board of County
Commissioners, reviewing county government and making periodic reports to the citizens, and
authorizing an increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 7,344
$ 17,953
$ 17,953
$ 17,953
Supplies
760
300
300
300
Purchased Services
3,282
28,666
28,666
28,666
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 11,386
$ 46,919
$ 46,919
$ 46,919
Revenue
0
0
0
0
Net County Cost
$ 11,386
$ 46,919
$ 46,919
$ 46,919
Budgeted Positions
1 PT
1 PT
1 PT
1 PT
SUMMARY OF CHANGES: No Changes
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
157
SEVEN YEAR TREND
District Attorney
4.9
4.8
4.7
4.6
O
J
J
54.4
4.3
4.2
4.1
3.9
2007 2008 2009 2010 2011 2012 2013
158
SEVEN YEAR TREND
District Attorney Local Cost
4.8
4.7
4.6
4.5
4.4
0 4.3
4.2
4.1
3.9
3.8
2007
2008
2009
2010
2011
2012
2013
159
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or
investigation and complaint of law enforcement agencies; answers all criminal complaints of the
people; handles such civil matters as juvenile actions and non-support actions; serves as
attorney for all county officers, except the County Commissioners; handles consumer fraud and
welfare fraud complaints.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,259,746
$ 4,556,034
$ 4,595,121
Supplies
96,025
73,000
70,000
$ 4,595,121
Purchased Services
208,580
264,900
239,100
Fixed Charges
9,694
0
0
70,000
239,100
Gross County Cost
$ 4,574,045
$ 4,893,934
$ 4,904,221
Revenue
237,122
221,000
226,000
0
$ 4,904,221
Net County Cost
Budgeted Positions
$ 4,336,923
54.125
$ 4,672,934
55.125
$ 4,678,221
55.625
226,000
$ 4,678,221
55.6251
SUMMARY OF CHANGES: Personal Services are up due to funding for a full year the white
collar crime investigator approved mid -year in the 2012 budget ($39,087). This position was
approved at a g rade 40. The office hired an I nvestigator at a G rade 31. W ith the salary
savings from under -filling this position, a 20 hour a week part time investigator was hired. The
DA is requesting that this remain the same for 2013 with funding for the complete year. Office
supplies have been cut $3,000, postage $4,000, and repair and maintenance $25,000. The
reductions are offset in part by a $500 increase in books, and $2,700 in vehicle expenses for a
net reduction in services and supplies of $28,800. The office has requested a new vehicle for
the white collar crime investigator in the Motor Pool budget that is not recommended in that
budget.
Revenues are up $5, 000 from sale of supplies (copies of DA records). Total revenue is
$226,000 with $104,000 from reimbursement of the DA's salary, $35,000 from charges for
service and $85,000 from sale of supplies (copies of DA records).
FINANCE/ADMINISTRATION RECOMMENDATION: The District Attorney's request for a new
vehicle for the White Collar Crime Investigator is not included in the recommended budget. Due
to limited use and the nature of the investigations payment of mileage appears to be more
justified based upon practices common in other departments. Policy issue for the Board.
The DA has requested a pay increase for the Assistant DA. Any adjustment will be made with
the final salary adjustments. Policy Issue for the Board. All other items are recommended.
160
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
BOARD ACTION:
Goal PSDA1: Systematic reduction of gang violence in our community.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA1-1:
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%
1005
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
161
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA3: Reduction of recidivism of charged offenders.
DESIRED
OUTCOMES
PSDA3-1:
Reduction of
juvenile offenders
before and after
adjudication
[deleted]
PSDA3-2:
Increased
sentences for
habitual offenders
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Reduction in recidivism by juvenile
offenders through intervention by the
Juvenile Diversion Program.
The District Attorney's Office will identify
and prosecute 10-12 habitual criminal
cases annually
95%
successful
completion of
Juvenile
Diversion
95%
97%
10
10-12
10-12
Goal PSDA4: Increase communication with the public and other customers of the District Attorney's Office.
DESIRED
OUTCOMES
PSDA4-1:
Increased
community
awareness of
information
resources
PSDA4-2:
Reduction of
complaints
regarding lack of
timely
communication
Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Increased level of community satisfaction
with information sharing and accessibility
of information
n/a
Ongoing
Ongoing
Elimination complaints regarding
communication
n/a
DESIRED
OUTCOMES
PSDA5-1:
Elimination of
"paper files" in
lieu of electronic
files
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
All new files will be in electronic form by
the end of 2010
ACTUAL
Ongoing
Ongoing
Ongoing —
files are stored
electronically,
but an
adequate case
management
system is
being sought
ESTIMATED
Ongoing
PROJECTED
Ongoing
162
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and r ecommends charges in juvenile cases to
reduce the juvenile caseloads for the Courts and Probation. Counseling component provides
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 83,410
$ 94,400
$ 89,510
$ 89,510
Supplies
480
500
500
500
Purchased Services
1,011
750
3,000
3,000
Gross County Cost
$ 84,901
$ 95,650
$ 93,010
$ 93,010
Revenue
59,263
63,140
65,030
65,030
Net County Cost
$ 25,638
$ 32,510
$ 27,980
$ 27,980
Budgeted Positions
1.25
1.25
1
1
SUMMARY OF CHANGES:
The interpreter position has been vacant and not filled for several months, so the 0.25 FTE
position was eliminated ($4,890). The professional services line item has been budgeted at
$2,250 in the event that a contract interpreter is needed to be utilized.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with
using contract interpreter as needed versus filling a position which is rarely needed.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of Budget Unit 1000-15100.
163
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
RECOMMEND
NEXT FY
Personnel Services
$ 645,280
$ 675,620
$ 651,100
Supplies
1,369
3,500
1,500
$ 651,100
Purchased Services
21,060
19,905
34,764
Fixed Charges
726,220
0
0
1,500
34,764
0
Capital
0
0
0
0
Gross County Cost
$ 1,393,929
$ 699,025
$ 687,364
Revenue
1,060,489
314,598
340,353
$ 687,364
Net County Cost
$ 333,440
$ 384,427
$ 347,011
340,353
$ 347,011
Budgeted Positions
11.75
11.625
10.625
10.625
SUMMARY OF CHANGES: Due to reductions in grant funding March 30, 2012, a Victim
Witness Assistant position was eliminated. Office supplies were reduced $2,000. Postage is up
$1,584 for mailings to victims. Printing is down $2,665. Phones are up $3,155 based upon
usage. Travel is up $12,785, but the increase is paid for by VALE Scholarships for COVA and
COMPNALE Conferences.
Revenue for the program comes from the following grants: VALE ($125,755); VOCA ($35,418);
and VAWA ($16,180). Administrative funds from VALE ($92,000), and COMP ($61,000). VALE
Scholarships for COVA and COMPNALE Conferences ($10,000).Total revenue is $340,353 up
$25,755. The VALE administration grant increased $13,000, and the project grant increased
$2,755. The VALE Scholarship grant of $10,000 is new. Net county costs are down $37,416.
The overage in VALE and COMP administrative funds was depleted in 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of Budget Unit 1000-15100.
164
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
RECOMMEND
NEXT FY
Personnel Services
$ 474,100
$ 619,811
$ 575,295
$ 575,295
Supplies
450
250
250
250
Purchased Services
8,391
8,460
8,460
8,460
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 482,941
$ 628,521
$ 584,005
$ 584,005
Revenue
0
0
0
0
Net County Cost
$ 482,941
$ 628,521
$ 584,005
$ 584,005
Budgeted Positions
3
3.75
2.75
2.75
SUMMARY OF CHANGES: Only change is the transfer of the Information Specialist position to
the Board of County Commissioners' budget (1000-10100). All other items remain the same.
Criminal justice planner position is still funded in this budget ($60,093) even though the position
is vacant.
FINANCE/ADMINISTRATION RECOMMENDATION: Based upon the decision to have the
Information Specialist position report to the Chair of the Board of County Commissioners the
position was transferred to the Board's budget to align the budget with the organizational
structure.
BOARD ACTION:
165
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures
Budgeted fund balance vs. actual variance
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
4.1%
4.4%
0.106
$1.86
3.0%
3.0%
0.141
$2.36
3.0%
3.0%
0.113
$2.16
Goal ES10: Ensure the financial viability of the County through sound financial management practices.
DESIRED
OUTCOMES
ES10-1: Sound
asset management
and financial
investment
strategies
ES10-2: Plan
necessary
resources to meet
current and future
operating and
capital needs
(priority outcome)
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Number of audit exceptions
Return on investments
Percent of cash reserves
0
2.75%
25.0%
Goal ES11: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
ES1l-1:
Alignment of
services provided
with community's
needs and desires
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
0
2.25%
33%
0
2.25%
33%
ACTUAL
ESTIMATED
PROJECTED
Percent of strategic plan outcomes with
appropriate performance indicators
Community satisfaction with value of
County services for tax dollars paid
100%
93%
100%
95%
100%
95%
166
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general
accounting functions, and must maintain and produce accurate records for departments' use to
allow proper budgetary control. Maintains records for grants in the County, and assists in the
annual audit by an independent auditor. Issues County warrants and provides budgetary
control by processing supplemental appropriations, etcetera.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 493,073
$ 520,086
$ 520,086
$ 520,086
Supplies
91,654
110,000
118,000
118,000
Purchased Services
23,277
32,000
32,000
32,000
Fixed Charges
429
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 608,433
$ 662,086
$ 670,086
$ 670,086
Revenue
0
0
0
0
Net County Cost
$ 608,433
$ 662,086
$ 670,086
$ 670,086
Budgeted Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES: The only change is an increase in computer software to cover the
costs of PeopleSoft maintenance.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increase is for a
contractual software license is fixed priced.
BOARD ACTION:
167
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 15,606
Average number of employees paid 1,395
Number of employees trained on General 200
Ledger
Total County federal funds $29.0
Efficiency Measures
FTE's per 10,000/capita .231
Per capita cost (county support) $2.35
Account Payable warrants per week per 300
NP FTE
Employees paid monthly per Payroll FTE
1,395
16,000
1,400
200
$28.0
.225
$2.48
310
1,400
16,000
1,400
200
$27.0
.222
2.48
310
1,400
Coal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
ES12-I:
Compliance with
financial laws and
generally accepted
accounting
principles, etc.
ES12-2: Cohesive,
standardized
County -wide
financial systems
and processes
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
Government Financial Officers
Association awards
Complete submission of CAFR to
required agencies by July 1"
Annual external audit has no major
issues
ACTUAL
Achieved
Achieved
Achieved
ESTIMATED
Achieved
Achieved
Achieved
PROJECTED
Planned
Planned
Planned
168
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 144,508
$ 152,406
$ 152,406
$ 152,406
Supplies
411
500
500
500
Purchased Services
11,182
6,944
6,944
6,944
Gross County Cost
$ 156,101
$ 159,850
$ 159,850
$ 159,850
Revenue
0
0
0
0
Net County Cost
$ 156,101
$ 159,850
$ 159,850
$ 159,850
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: No change. Line items have been reallocated to reflect historical
expenditure patterns.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed
Dollar value of purchase cards
Number of purchase cards issued
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
$20 million
$2.3 million
81
170
540
0.077
$0.602
$289.08
$25 million
$2.5 million
81
180
600
0.075
$0.601
$266.42
$25 million
$2.5 million
81
180
600
0.074
$.591
$268.42
169
PURCHASING
(CONTINUED)
1000-16300
Goal ES13: Ensure
inclusion
DESIRED
OUTCOMES
the timely acquisition of "best value" goods and services while maintaining integrity and
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
95% of internal users satisfied with
overall service
ES13-l:
Streamlined and
responsive
procurement
process
ES13-2: Full and
open competition
ES13-3: "Best -
value" goods and
services (price,
quality, terms and
conditions)
95% of internal users satisfied with
timeliness
ACTUAL
ESTIMATED
PROJECTED
98% of
internal users
satisfied with
overall service
95 % of
internal users
satisfied with
overall quality
98% of
internal users
satisfied with
overall service
98% of
internal users
satisfied with
overall quality
98% of internal
users satisfied
with overall
service
98% of internal
users satisfied
with overall
quality
Approximately $30 million value or
percent of cost savings from prior
contacts and/or results of market
research and/or change in the economy
Approximately $30 million value or
percent of cost savings from prior
contacts and/or results of market
research, and/or change in economy.
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
170
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. T his 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 t erminations. T raining of staff
including supervisors, managers and line employees play an important role in this department,
especially with the ongoing need for our Emerging Leaders. This training enables better
succession planning for department needs because of the focus on I eadership qualities and
managing tips given.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 460,636
$ 481,054
$ 490,830
$ 490,830
Supplies
71,920
158,000
171,000
171,000
Purchased Services
43,349
40,900
40,900
40,900
Fixed Charges
- 62,363
- 43,193
-43,193
-43,193
Capital
0
0
0
0
Gross County Cost
$ 513,542
$ 636,761
$ 659,537
$ 659,537
Revenue
40
0
0
0
Net County Cost
$ 513,502
$ 636,761
$ 659,537
$ 659,537
Budgeted Positions
5.5
6
6
6
SUMMARY OF CHANGES:
The department is requesting reclassification of a HR Analyst (Benefits) position to Grade 43
with a new title of Benefits Manager ($9,776). Overtime will be reduced based on the Benefits
Manager position being exempt from FLSA overtime requirements. This will offset the cost of
the reclassification. Supplies are up $13,000 due to anticipate increases in Oracle PeopleSoft
and NEOgov software. No other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the budget
including the reclassification of the HR Analyst position to Benefit Manager. The skill sets of this
position have increased dramatically since the position was created. Weld County's benefit plans
have become extremely complex to include three distinctly different retirement plans, more
comprehensively difficult health plans, including the new HRA, as well as the changes that will need
to be adopted and implemented with the new healthcare reform legislation. An organization the size
of Weld County typically has a Benefits Manager position, like the one proposed.
171
HUMAN RESOURCES
(CONTINUED)
1000-16400
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Authorized County positions (FTE'S)
Occupied FTE'S
Employees
Term inated/Resigned/Retired
Employees Hired
Turnover Rate
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Personnel served per FTE
ACTUAL ESTIMATED PROJECTED
1,320
1,300
145
131
11%
0.212
$1.98
264
1,322
1,300
150
100
1,300
1,245
110
110
10% 8.5%
0.225
$2.39
220
0.222
$2.44
208
Goal ES14: Attract, develop and retain an effective diverse and dedicated team of employees.
DESIRED
OUTCOMES
ES I4-1:
Provide
departments
with best
qualified
personnel
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
Continue working with our
Departments in recruiting
and hiring efforts to
provide the best qualified
individuals for their open
positions.
ACTUAL
Hiring
Managers see
ALL
applicants.
ESTIMATED
Hiring
Managers see
only top 10-12
applicants.
PROJECTED
Hiring process streamlined -
Managers spend less time
with applications and only
see top candidates for their
positions. Freeing up their
time for other duties.
172
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PeopleSoft
ePerformance
system
becomes
greater value
for our
Managers and
employees
ES14-4:
Achievement
of performance
targets
Enhance PeopleSoft use for
our employees &
Managers. Create better
evaluations and data for all
to see. Enable Managers to
use ePerformance as a
successful management
tool.
Performance evaluations
for all staff done timely
Overall rating of employee
performance increased each
year
Managers put
basic info in
ePerformance
to look at
PAST
performance
Approx.-80%
full time
employees
completed.
Not currently
tracked
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.
Anticipate 90% completion once enhancements
are complete.
Average 3.0-3.5average, with the average
actual performance improving year to year,
causing average performance to actually be
improved each year (meaning an employee who is
an average employee currently and does not train
or improve them may be below average the
following year because the bar is always raised.
ES14-3:
Workforce
skills to
support County
priorities
(leadership,
customer
service, fiscal
problem-
solving, etc)
County Skills
Training
Develop training programs
for 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. Some of
the offerings include:
Customer Service Training,
Computer support (Excel
or other programs needed),
Development
in process
Currently in development Supervisor/Manager
training
Customer Service 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 reduce the health risks affecting the
individuals thereby affecting our claims for both
Health Insurance as well as Workers Comp by
.75% annually. (Approximately
$103,000/annually)
173
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 482,079
$ 325,518
$ 0
$ 0
Supplies
6,994
3,000
0
0
Purchased Services
234,082
45,800
0
0
Fixed Charges
133,138
80,189
0
0
Capital
0
0
0
0
Gross County Cost
$ 856,293
$ 454,507
$ 0
$ 0
Revenue
487,678
204,200
0
0
Net County Cost
Budgeted Positions
$ 368,615
10
$ 250,307
6.25
$ 0
n/a
$ 0
n/a I
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 2013 budget.
FINANCE/ADMINISTRATION RECOMMENDATION: N/A
BOARD ACTION: N/A
174
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 r ecommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan, zoning, and the issuance of land use
entitlements. Provides information, guidance, and assistance to Weld County citizens and
.urisdictions with land use decisions and community development activities.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 727,890
$ 811,823
$ 946,272
$ 946,272
Supplies
132,187
23,500
23,500
23,500
Purchased Services
700,749
733,925
801,552
801,552
Contra Account
- 98,082
-102,099
-128,460
-128,460
Gross County Cost
$ 1,462,744
$ 1,467,149
$ 1,642,864
$ 1,642,864
Revenue
327,559
226,000
376,000
376,000
Net County Cost
$ 1,135,185
$ 1,241,149
$ 1,266,864
$ 1,266,864
Budgeted Positions
9.25f
10.25
11.25
11.25
SUMMARY OF CHANGES: Personnel Services are up $134,449 due to two mid -year additions of
two Planner II positions ($170,526). Also, included is a request to upgrade the Planning Manager
position from a grade 51 to a grade 57 at a cost of $12,057. A Code Enforcement Officer was
internally transferred to the Building Department as a B uilding Technician position reducing
personnel costs by $48,134.
Purchased Services has increased by $67,627. The increase is primarily due to increased cost
allocation ($40,349) of Public Works staff involved in review of land use applications, and a $10,000
request for a voucher program to mitigate code enforcement violations. The Contra Account
deduction has increased $26,361 due to increased personnel costs of the Director, Office Manager,
and Building Tech. There is no change to the request for supplies. Revenue is expected to
increase $150,000 from last year's budget due to continued increase in land use activity. Net County
Cost has increased by $25,715.
FINANCE/ADMINISTRATION RECOMMENDATION: The budget has two items that are included
in the recommended budget, but are policy issues for the Board
1. The upgrade of the Planning Manager from Grade 51 to 57 (12.5%) is recommended due to
the structure of the department with the director overseeing three functions ($12,057).
2. The voucher program to mitigate code enforcement violations is a policy issue ($10,000).
All other items are recommended as requested.
175
PLANNING AND ZONING
(CONTINUED)
1000-17100
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 293 350 360
Number of administrative land use cases 218 275 300
Long Range Planning Work Outputs
Special Projects 1
1 2
Pre -Application Meetings 182 260 260
Code Revisions 3 4 4
Comp Plan Amendments 1 0 1
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 128 140 150
Case Clean Up (RE, SE, USR, Subdivisions) 0 154 50
Town/County Staff Outreach Meetings 9 12
12
Compliance Planning Work Outputs
Number of site visits 421 450 450
Number of violations issued 91 100
100
Number of violations to County Attorney 37 50
50
Average number of County Court hearings 26 30
40
(Vouchers) 0 0
40
Efficiency Measures
FTE's per 10,000/capita .357 .385
.416
Per capita cost (county support) $4.38 $4.66
$4.68
176
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LUI: Increase effectiveness by maintaining regular communication with the public, outside agencies,
Court departments, County Planning Commission, and the Board of County Commissioners - - providing
information about land use issues and responding to requests for research. Obtain laptops for Planning
Commissioners to increase productivity, streamline process and reduce reproduction costs.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU1-1: 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.
100%
0%
100%
75%
100%
100%
0%
100%
100%
Implement EDR (Electronic Document
Review)
LU1-2: Prepare a
survey to gain
feedback from
customers on the
land use process
A survey will be sent out to all customers
that completed an entitlement process
with the County, e.g. RE, SE, SPR, USR,
Subdivision, etc. The purpose of the
survey is to gain feedback about level of
service and to provide suggestions.
50%
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
10
12
12
excellent
knowledge of
current regional
issues
municipal staff and conduct 2020 Forum
as precursor to Comp Plan Amendment
1
1
1
LU1-4: 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%
177
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU2: Plan for
economical infrastr
DESIRED
OUTCOMES
LU2-1: Updated
Regional
Urbanization Area
Plans
the long-term development of the County to ensure efficiency of services, to promote
ucture investments and to promote positive connections to community among citizens.
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU2-2: Provide
staff to support the
HWY 85 Coalition
Completion of any Comprehensive Plan
amendments related to RUA's
1
0
0
Staff attendance at HWY 85 Coalition
meetings.
Progress towards a HWY 85 Regional
Plan
12
25%
12
75%
12
75%
Goal LU3: Develo
the County at large
p and maintain fundamental land use tools for use by the Planning Services Department,
and Weld County citizens.
DESIRED
OUTCOMES
LU3-1: Useful
population and
development
information
LU3-2: An up-to-
date Urban
Development Node
Map
LU3-3: Fair,
equitable and
adequate
development impact
fees
LU3-4: Zoning and
subdivision
regulations that are
improved in
effectiveness and
clarity
LU3-5: Accella.
Create planning
module to
streamline
development
process
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
Population and Development Report
posted on the county website with data
not older than six months at any given
time. Update Department Website
Maintenance of Urban Development Map
Department's review of a fee analysis.
Revised fee schedule, if relevant
Two sets of Code changes based on need
and Commissioner direction.
Attendance by at least two staff members
at a land use regulations web seminar or
conference
Attendance by at least two staff members
at annual Accella conference to maintain
knowledge of functionality in effort to
continue to improve efficiency and
usability of software.
ACTUAL
100%
1
100%
100%
100%
100%
ESTIMATED
100%
1
100%
100%
100%
100%
PROJECTED
100%
NA
100%
100%
100%
100%
178
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU4: Provide consistent, quality, well planned rural and urban planning and development, and
transportation development services.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU4-1: Increased
infill development,
located where
public infrastructure
is available
Support new non -agrarian development
to occur within intergovernmental
agreement area and urban growth
boundaries
n/a
n/a
n/a
LU4-2: Continue to
develop and evolve
land use process
which minimizes
burdensome
restrictions
Revision of WCC in response to research
and applicant feedback concerning Weld
County's process versus land use
processes in other jurisdictions
100%
100%
100%
179
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Buildings and G rounds 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, Crime Lab, and Weld
Business Park Administrative Buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,728,033
$ 1,795,119
$ 1,795,119
Supplies
1,182, 770
1,152,500
1,252,500
$ 1,795,119
Purchased Services
3,254,089
3,105,600
2,995,600
Fixed Charges
18,301
11,000
21,000
1,252,500
2,995,600
Contra Account
- 219,983
- 240,000
- 240,000
Gross County Cost
$ 5,963,210
$ 5,824,219
$ 5,824,219
Revenue
0
0
0
21,000
- 240,000
$ 5,824,219
0
Net County Cost
$ 5,963,216
$ 5,824,219
$ 5,824,219
$ 5,824,219
Budgeted Positions
28
28
28
28 1
SUMMARY OF CHANGES: No increase in the overall budget. With the drop in natural gas
prices the savings on utilities offset the increases and budg et adjustments in the other
accounts. Line items have been adjusted to reflect historical trends.
In 2013, the department will maintain approximately 1,133,236 square feet of building space at
an average cost of $5.14 per square foot, which is very good by industry standards. Most
entities are in the $7.50 to $10.00 per square foot range.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
180
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained
Number of preventative maintenance work orders
(PMs)
Number of tracked repair work orders
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per square foot
1,078, 739
1,133,236 1,133, 236
525 535 535
7,200
1.08
$22.99
$5.53
7,300 7,300
1.05
$21.88
$5.14
1.03
$21.52
$5.14
Goal ES15: Plan, construct, and maintain well -designed County facilities in time to meet the needs of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES15-1: Safe,
convenient and
accessible facilities
planned and built
ready to meet
needs
Percent of projects completed within
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%
181
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
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
RECOMMEND
NEXT FY
Supplies
$ 561,408
$ 0
$ 0
$ 0
Purchased Services
3,456,096
3,644,705
4,106,597
Fixed Charges
0
0
0
4,106,597
0
Contra Account
- 1,308,317
- 1,592,000
- 1,490,000
Capital
483,161
1,400,000
1,400, 000
- 1,490,000
Gross County Cost
$ 3,192,348
$ 3,452,705
$ 4,016,597
Revenue
0
0
0
1,400,000
$ 4,016,597
0
Net County Cost
$ 3,192,348
$ 3,452,705
$ 4,016,597
$ 4,016,597
r Budgeted Positions
0
0
0
08
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 of $127,677 for 2013, for a
total of $3,775,601. There is $1,400,000 in the 2010-2014 Information Services Capital Plan
budgeted for software and har dware that will be al located to 2013 projects by the IT
Governance Board as a recommendation to the Commissioners. Chargeback to reimbursable
departments total $1,490,000, which is down due the Paramedic Service being transferred to
Banner Health. I n addition, there is $330,996 included in the budget for three new ACS
positions. The positions are a Business Process Analyst, Mobile Computing Manager, and a
Technology Trainer. The net county cost will be $4, 016,597, which is up $563,892 from the
current year's budget.
The recommendation for the three positions came from the Technology Summit held on
May 24, 2012. In addition the county started in July a 14 -week Technology Tools Analysis
Project. The project is focused on opt imizing resources, both human and t echnology, by
analyzing how the Weld County workforce completes their job duties with the technologies that
are available to them. This project will present findings and recommendations for improvements
in the area of technology for Weld County. The costs of implementing the recommendation is
funded in the new Innovation and Technology Projects budget (budget unit 1000-17375).
182
INFORMATION SERVICES
(CONTINUED)
1000-17300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Once the
Technology Tools Analysis Project is completed in October this budget may need t o be
amended. There is an addition $2,000,000 in the Innovation and Technology Projects budget
(budget unit 1000-17375) to address the findings from the study and fund other innovation and
technology projects for 2013, if needed.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal Computer systems
supported
Number of Personal Computer systems
installed/replaced 400 350 300
Number of staff trained 220 220 350
Number of applications supported 235 235 235
Number of applications upgraded 130 125 125
Efficiency Measures
FTE'S per 10,000/capita 0.8867 0.9018 0.9978
Per capita cost (county support) $12.31 $12.97 $14.84
1,700
1,550 1,500
183
INFORMATION SERVICES
(CONTINUED)
1000-17300
Goal ES16: Capitalise on technolo •
access and exchange.
gY ....Amin uve 3 e vice, increase efficiency and provide greater information
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 16-1:
Expansion of e -
government
delivery
Increase in "hits" on the website
Less phone calls to offices
Less traffic in offices
10,000,000
10,500,000
11,000,000
ES 16-2: County
processes
improved through
information
technology
Imaged and electronically stored
documents are more secure and safe
from loss through fire and other disasters
Savings from use of less paper and
printer supplies
Savings in staff time when data is readily
and easily available
Increased efficiency of staff
Approximately
5,000,000
All of the
estimated were
completed
except
Accella. It
will be done in
2013. We will
also do back
scanning for
the Recorders
remaining
microfilm
does.
Approximately
5,500,000
Property Portal
completed in
2012
Online filing
of declarations
Approximately
6,000,000
Property Portal
Being further
enhanced
Online filing of
declarations
ES16-3: Easy
meeting setup and
electronic
presentations
Facilitate display of presentations in all
County meeting rooms
Eliminate time spent adjusting
presentations and electronic equipment
Have reported
to governance
will continue
to track.
Will track and
report
quarterly
Will track and
report
uarterl
q y
ES 16-5:
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
On schedule
will continue
to track,
Will track and
report
quarterly
Will track and
report
quarterly
Y
184
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the
technical support for the development and maintenance of the Weld County geographical
information system that serves the entire county and some outside entities via a contract with
the ACS Corporation, a Xerox company.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
58,861
79,240
89,354
89,354
Purchased Services
16,429
112,031
61,845
61,845
Fixed Charges
0
17,850
18,000
18,000
Capital
0
0
12,500
12,500
Gross County Cost
$ 75,290
$ 209,121
$ 181,699
$ 181,699
Revenue
56,780
40,000
50,000
50,000
Net County Cost
$ 18,510
$ 169,121
$ 131,699
$ 131,699
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: The net county cost is down $37,422 primarily due to only having
to pay $50,000 for aerial imagery in 2013 to complete the DRCOG project. Other changes
include supplies being up $1,914, postage down $456, phones up $240, travel and training up
$180, and computer equipment for hardware upgrades is up $12,500.
Revenue is up $10,000 at $50,000 due to sales of GIS data and maps.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
185
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 123,500 124,100 125,000
# Parcels Updated 575 600 600
# Available Coverage (Layers) in GIS 3,100 3,200 3,200
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000
0.000
Per capita costs (County support) $0.07 $0.64
$0.49
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a di vision of
Information Services, see goals for Budget Unit 1000-17300.
186
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
RECOMMEND
NEXT FY
Personnel Services
$
0
$
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
2,000,000
2,000,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
$ 2,000,000
$ 2,000,000
Revenue
0
0
0
0
Net County Cost
$
0
$
$ 2,000,000
$ 2,000,000
Budgeted Positions
r
0
0
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 2013. The project submitted for 2013 include:
• Sheriff: Video Court Update and Expansion - $352,300
• Building and G rounds: Johnson Control and S etPoint System for 10 Buildings -
$242,000
• Social Services: Teleconferencing Equipment - $142,300
• Social Services: Mobile Computing for Caseworkers - $32,160
• Health: Data Management and Display System - $25,000
187
INNOVATION AND TECHNOLOGY PROJECTS
(CONTINUED)
1000-17375
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that $2,000,000 be
funded in the 2013 budget for projects. No final recommendations are being made regarding
any of the above projects, pending completion of the 14 -week Technology Tools Analysis
Project in October. The project is focused on opt imizing resources, both human and
technological, by analyzing how the Weld County workforce completes their job duties with the
technologies that are available to them. This project will present findings and recommendations
for improvements in the area of technology for Weld County. The costs of implementing the
findings and recommendations are recommended to be funded out of this new Innovation and
Technology Projects budget for 2013. Once the Technology Tools Analysis Project is
completed, staff will present recommendations for 2013 technology and innovation projects,
and any other technology enhancements identified in the project to the Board for their
consideration.
BOARD ACTION:
188
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to
the County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 169,169
$ 168,764
$ 168,764
$ 168,764
Supplies
81,829
117,980
87,500
87,500
Purchased Services
73,290
112,200
86,180
86,180
Fixed Charges
252
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 324,540
$ 398,944
$ 342,444
$ 342,444
Revenue
257,297
334,000
277,500
277,500
Net County Cost
$ 67,243
$ 64,944
$ 64,944
$ 64,944
Budgeted Positions
3
3
3
3
SUMMARY OF CHANGES: Due to direct purchases and di rect charges for postage by
departments the revenues have been reduced by $56,500. Supplies, service, and cost of goods
sold have been reduced by a like amount for no change in net county costs.
The department is requesting the Copy/Supply/Mail Technician (Grade 16) be reclassified as a
Print Shop Technician (Grade 20). The overall responsibilities of this position have changed to
be more print and layout oriented. The skills needed far surpass those of a copy and mail clerk.
The incumbent is now responsible for the layout and design of documents from all departments;
assisting with the design and overall professional look of each document that comes to the Print
Shop. She communicates with department contacts on the design needs, scopes out the work
for the departments and works to create thoroughly professional documents. She is
responsible for the finished product that goes to our customers/clients and does this timely and
efficiently. The cost of the reclassification ($1,811) is included in the final 2013 budget salary
adjustments.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the
reclassification of the Print Shop Technician position ($1,811)
BOARD ACTION:
189
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,550 2,750
Mail Pieces 700,000 700,000
Supply Orders 1,250 1,250
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
0.116
$0.257
0.113
$0.244
2,850
700,000
1,250
0.111
$0.240
Goal ES17: Deliver
departments.
timely, high quality and cost-effective printing and supply services to County
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 17-1: User
friendly printing
services to meet
expanding user
needs
98% of users satisfied with quality and
timeliness of services
98%
99%
99%
190
SEVEN YEAR TREND
Sheriffs Office Local Costs
$35
$30
$25
$20
cn
O
J
J_
E
$15
$10
$5
$0
2007
2008
2009
2010
2011
2012
2013
191
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 25,325,888
$ 25,944,558
$ 26,083,500
Supplies
744,669
820,576
810,312
$ 26,083,500
Purchased Services
5,492,869
5,870,803
5,928,892
Fixed Charges
46,921
-45,680
-53,876
810,312
5,928,892
Capital
36,530
57,200
50,000
-53,876
Gross County Cost
$ 31,646,877
$ 32,647,457
$ 32,818,828
Revenue
3,904,168
3,881,461
3,504,472
50,000
$ 32,818,828
Net County Cost
$ 27,742,709
$ 28,765,996
$ 29,314,356
Budget Positions
344.25
344.25
346.25
3,504,472
$ 29,314,356
346.25
SUMMARY OF CHANGES: See individual budget units
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION:
192
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
STRATEGIC AREA: PUBLIC SAFETY
PUBLIC SAFETY BUREAU
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
(1) Monitor and react to the total number
PS PSB 1-1:
of Part A & B crimes in unincorporated
(1) 2293
(1) 1951
(1) 1862
Proactively work
Weld County.
to reduce crime
(2) Monitor and react appropriately to the
number of Part A Crimes
(2) 1844
(2) 1577
(2) 1469
(3) Monitor and react appropriately to the
number of Part B crimes
(3) 449
(3) 374
(3) 393
(1) Criminal incidents divided by evidence
PS PSB 1-2:
submissions to the crime lab
(1)13%
(1)13%
(1) 16%
Identify crime
(2) Criminal filings divided by evidence
trends and
effectiveness of
submissions to the crime lab
(3) DNA Confirmation/Hits divided by all
(2) 29%
(2)28%
(2) 35%
forensic science to
reduce crime
submissions to the Weld County DNA
analyst (will begin tracking in 2013)
(3)
(3)
(3)
PS PSB 1-3:
Bring justice to
(1) Percentage of criminal filings in
relation to Part A & B crimes. (total
crime/criminal filings)
(1) 45%
(1) 46%
(1) 47%
victims
(2) Total traffic accidents reported
(2) 605
(2) 690
(2)787
(3) Total traffic citations issued for
unincorporated Weld County.
(3)4879
(3)3132
(3)3545
(4) Total traffic warnings for
unincorporated Weld County.
(4) 4585
(3) 4332
(4)4461
(5) Total alcohol related crashes reported
divided by the number of alcohol related
(4) 41/272
(4) 44/312
(5)46/328
summons and arrests for unincorporated
15%
14%
14%
Weld County
(1) Maximize the rate of property
Recovered
Recovered
Recovered
PS PSB 1-4:
recovery by monitoring the reported value
$3,213,684
$3,024,244
$2,893,195
Recover victim
of recovered property in relation to the
Stolen
Stolen
Stolen
property
reported value of stolen property.
$15,411,134
$15,955,181
$15,227,343
Rate
Rate
Rate
21%
18%
19%
PS PSB 1-5:
Service of civil
(1) Total civil process served
(2) Total civil process served by public
(1) 8120
(1)7209
(1)6400
process
safety deputies divided by the total civil
process served by agency.
(2) 36%
(2) 33%
(2)31%
193
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
PS PSB 2-1:
Inform victims of
restorative
services available
to them in the
community
(1) Advocate contacts divided by criminal
incidents for unincorporated Weld County.
(2) Documented VRA info distributed
divided by criminal incidents. (will begin
tracking in 2013)
(1) 48%
(2)
( ]) 68 %o
(2)
(1) 54%
(2)
PS PSB 2-2:
Appropriate
dissemination of
public safety
information
(1) Number of required violent sexual
offender notifications.
(2) Number of registered sex offenders for
unincorporated Weld County and the
jurisdictions serviced by the Weld County
Sheriff's Office for sex offender
registration.
(3) Number of reverse 911 calls (to
include percentage of calls where
successful contact was made)
(4) Number of press releases (to include
Amber alerts)
(1) 0
(2) 170
(3) Unk
(4) Unk
(1) 0
(2) 170
(3) 1
83% contact
(4)64
(1) 0
(2) 170
(3)1
(4) 80
PS PSB 2-3
Establish and
maintain law
enforcement
partnerships with
the community
(1) Total number of people graduating
from citizen's academy per year.
(2) Monitoring of total number of
community events and public
demonstrations. (events/hours dedicated)
(1) 18
(2) 247/1277
(1) 20
(2) 308/1412
(1) 25
(2) 308/1412
194
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 wholesome environment
that returns people to the community better, or no worse, than they arrived.
Goal PS OSB 1: Lawfully hold prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OSB 1-1:
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 .67
500
3.75
.500
3.75
500
PS OSB 1-2:
Food service
(1) The number of documented inmate
illnesses attributed to food service
operations are
hygienic, sanitary
and provide a
nutritional diet
operations in the past 12 months divided
by the average daily jail population in the
past 12 months
0.0
0.0
0.0
(2) The number of inmate grievances
about food service decided in favor of the
inmate in the past 12 months divided by
the average daily jail population in the
past 12 months
.080
.050
.050
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
91%
90%
96%
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
,015
.010
.012
PS OSB 1-4:
Inmates have
access to a
continuum of
health care
consistent with that
available in the
(1) The number of inmates with positive
initial tests for TB, Hepatitis A, B, or C,
HIV or MRSA in the past 12 months
divided by the average daily jail
population in the past 12 months
(2) The number of inmate deaths due to
suicide or homicide in the past 12 months
.11
.075
.085
community
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
16.3
17.0
17.0
195
PS OSB 1-5:
Inmates have
opportunities to
improve
themselves while
confined
(I) The number of inmates completing
preparation for GED 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 passing the
GED examination while confined in jail
the last 12 months divided by the number
of inmates sentenced to jail 6 months or
more in the past 12 months
12.0%
5.0%
12.0%
5.0%
12.0%
5.0%
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
PS OSB 2-1:
Secure county jail
beds are used
efficiently and
effectively
PS OSB 2-2:
Jail alternative
programs
effectively
supervise clients
in the community
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
(1) The average daily population of work
release and electronic home detention
programs in the past 12 months divided by
the average daily population of all
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 ofjail bed days used for
pre-trial detention by the county/district
courts in the past 12 months divided by the
total number ofjail bed days in the past 12
months
(4) The number ofjail bed days used for
jail sentences by the county/district courts
in the past 12 months divided by the total
number ofjail bed days in the past 12
months
(5) The number ofjail bed days used by
other than the county/district courts in the
past 12 months divided by the total number
ofjail bed days in the past 12 months
(1) The number of clients successfully
completing the work release program in the
past 12 months divided by the number of
clients admitted to the work release
program in the past 12 months
(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
33.6%
38.8%
59.7%
39.6%
0.6%
81.0%
97.0%
33.3%
36.5%
63.9%
35.8%
0.2%
84.0%
98.0%
33.3%
37.0%
63.9%
35.8%
0.2%
84.0%
98.0%
196
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 ov erall 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
RECOMMEND
NEXT FY
Personnel Services
$ 1,339,075
$ 1,539,155
$ 1,539,155
$ 1,539,155
Supplies
138,096
164,134
108,646
108,646
Purchased Services
80,978
116,223
126,089
126,089
Fixed Charges
79
6,000
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,558,228
$ 1,825,512
$ 1,773,890
$ 1,773,890
Revenue
299,033
345,287
295,007
295,007
Net County Cost
$ 1,259,195
$ 1,480,225
$ 1,478,883
$ 1,478,883
Budget Positions
19
20
20
20
SUMMARY OF CHANGES: The reduction in Supplies reflects a shift of firearms training cost
($44,374) to the Operations budget unit 1000-21200 for improved purchasing economy of scale
and overall program control. In addition computer software was reduced by $5,000, uniforms
($6,714), office supplies ($1,125), and small items of equipment ($500). Other operating
supplies are up $2,225. The Purchased Services increase primarily results from approximately
$12,000 of additional cost to implement an employee random drug and alcohol testing program.
The reduction in revenue of $50,280 results from a more accurate revenue projection reflecting
the trends of contracting volume in civil process received for service and applications for
concealed weapon permits.
An additional vehicle is requested in the Motor Pool budget for the civil process serving
function.
197
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with the
need for an employee random drug and alcohol testing program.
There is one additional vehicle being requested for Civil unit primarily to support evictions but
also to help displace the high mileage over the broader fleet of civil cars. For example, when a
car goes down for service or repairs, the scramble is on to find another vehicle someone is not
immediately using so the process server can get on the road. Previously cars were shared
between the Transport unit and this unit. However, with the reorganization the two functions
operate from two different locations and sharing of vehicles is no longer possible. In August the
Board allowed the temporary retention of a used vehicle pending the final budget decision on
the car. Although there are only 3 FTE's for civil process servers there are six part time
individuals doing the function and need the additional vehicle to accommodate evictions and
vehicle down time. Recommend approval of vehicle.
BOARD ACTION:
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
8,120 7,630 7,401
829 1097 937
.73 .75 .74
$4.85 $5.56 $5.47
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
198
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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 c onducts criminal
investigations. A ctivities 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
RECOMMEND
NEXT FY
Personnel Services
$ 5,875,808
$ 5,702,933
$ 5,702,933
$ 5,702,933
Supplies
157,222
211,019
275,000
275,000
Purchased Services
985,250
998,037
946,745
946,745
Fixed Charges
20,358
0
0
0
Capital
10,000
35,000
35,000
35,000
Gross County Cost
$ 7,048,638
$ 6,946,989
$ 6,959,678
$ 6,959,678
Revenue
133.092
182,398
41,040
41,040
Net County Cost
$ 6,915,546
$ 6,764,591
$ 6,918,638
$ 6,918,638
Budgeted Positions
67.75
63.75
63.75
63.75
SUMMARY OF CHANGES: Restructur ng within the Sheriff's Office transferred the Fugitive
Transport Division under the Centennial Jail Budget in 2012. Only personnel costs were
transferred in the 2012 budget and not service and supply amounts. A decrease in this budget
of $166,670 is attributed to the transfer in 2013. All firearms supplies were moved to this budget
in the amount of $95,000, which is an increase of $88,970 in this budget.
Training is up $36,378 due to turn over the department has experienced and the need to bring
new "master trainers" up to speed. In hindsight of the Brownlee incident, the department has
realized the need to bring in higher quality training to a group of individuals that can turn around
and train the entire agency. The entire agency is also hoping to make an investment in getting
supervisory level employees trained through MSEC to be more adept at human resource
issues, FMLA law, and several other areas that are needed. The increase to the training budget
is expected to only be for this year to accommodate the master trainer courses and to get the
agency's supervisors a better trained on employment law issues.
199
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
SUMMARY OF CHANGES (CONTINUED): $83,000 has been i ncluded in the budget for
Speakwrite, which is a voice to document transcription service that allows deputies to dictate
their reports and then obtain a high quality transcription via email. The transcription can then be
copied to the records management system (RMS). Implementation of Speakwrite would allow
deputies to mitigate the costs associated with typing reports and focus on other law
enforcement activities. The result should be increased productivity by spending less time typing
reports and m ore time in crime suppression. It is estimated that an hour per report will be
saved. With 55 officers using the system it could result in over ten thousands man hours per
year being available towards law enforcement activities. The cost is $126 per month per officer
using the system.
Revenues that had been credited to the Public Safety Bureau in the past are now being more
accurately reflected in the Administration Bureau and Offender Supervision Bureau where the
cost of generating said revenues occurs (extradition fees, concealed weapon permit fees, civil
service fees, etc). As a result revenues are down $141,358 in this budget unit.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the
training program costs and Speakwrite. The cost allocation formula from City of Greeley
Records will need to be re-evaluated if the Sheriff proceeds with Speakwrite.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Part A Offenses 1,462 1,403 1,469
Part B Offenses* 1,242 1,085 393
Adult Arrest 1,535 1,478 1,406
Juvenile Arrest 105 92 118
Dispatched Calls for Service 50,402 50,280 59,579
Efficiency Measures
FTE's per 10,000/capita 2.61 2.40 2.36
Per capita net cost $26.66 $25.42 $25.57
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
200
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 c ounty roads, and publ is
education on traffic safety.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,046,237
$ 854,839
$ 854,839
$ 854,839
Supplies
36,793
63,455
35,500
35,500
Purchased Services
108,611
185,312
171,308
171,308
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,191,641
$ 1,103,606
$ 1,061,647
$ 1,061,647
Revenue
401,739
464,110
282,500
282,500
Net County Cost
$ 789,902
$ 639,496
$ 779,147
$ 779,147
Budget Positions
11
10
10
10
SUMMARY OF CHANGES: Reduced expenditures are small items of equipment ($28,113),
training ($7,413), postage ($1,000), printing ($966), and professional services ($5,215).
Expenditures include office supplies ($158) and maintenance of equipment ($500). Total
expenditures are down $41,959.
The past revenues projected from traffic fines have not materialized as predicted. Traffic
arrests and contacts are following a downward nationwide trend and are being projected at a
much lower rate than was estimated for 2012. Revenues have been reduced $181,610.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
201
TRAFFIC CONTROL
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
MTC Tickets Issued
State Tickets Issued
Accident Reports Investigated
Alcohol Related Driving Arrests
Certified VIN Inspections
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
4,500 4,500 3,500
2,100 2,100 1,600
615 615 605
280 280 275
175 175 150
.424
.376 .370
$3.05 $2.40 $2.99
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: Contract Services - - 1000-21220
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School, and Aims Community College.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 654,993
$ 698,714
$ 698,714
$ 698,714
Supplies
581
5,298
6,500
6,500
Purchased Services
116,146
105,134
105,134
105,134
Fixed Charges
0
0
Capital
0
0
Gross County Cost
$ 771,720
$ 809,146
$ 810,348
$ 810,348
Revenue
880,265
920,553
956,653
956,653
Net County Cost
$ - 108,545
$ -111,407
$ -146,305
$ -146,305
Budgeted Positions
9.5
9.5
9.5
9.5
SUMMARY OF CHANGES: Office supp ies are up $297, and small items of equipment are up
$905 for a total increase of $1,202. Contract rates are proposed to go up by two dollars per
hour to offset increased personnel costs. This will result in revenues going up $36,100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Board will
need to review the rates. Communications and Records costs should also be included in the
rate adjustment.
BOARD ACTION:
203
CONTRACT SERVICES
(CONTINUED)
1000-21220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched calls 5,598 5,738 4,775
Number of Case Reports
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1,142 1,171 954
0.366
$ - 0.42
0.357 0.351
$-0.42 $-0.54
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
204
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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. A nimal 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
RECOMMEND
NEXT FY
Personnel Services
$ 154,639
$ 160,493
$ 160,493
$ 160,493
Supplies
4,400
4,200
4,200
4,200
Purchased Services
129,206
174,128
122,648
122,648
Fixed Charges
- 85,000
- 85,000
-85,000
-85,000
Capital
0
0
0
0
Gross County Cost
$ 203,245
$ 253,821
$ 202,341
$ 202,341
Revenue
1,241
0
0
0
Net County Cost
$ 202,004
$ 253,821
$ 202,341
$ 202,341
Budgeted Positions
3
3
3
3
SUMMARY OF CHANGES:
The decrease in the budget comes primarily from a reduction in the utilization of the Weld
County Humane Society in conjunction with a "per animal" costing structure that was adopted in
the last fiscal year ($50,000). Travel and meeting costs were reduced $1,500. All other costs
remain the same as the previous year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
205
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls
Animals Transported to Shelter
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Miles Driven per Call for Service
4,656 4,772 5,426
763 782 564
0.116 0.113
$0.78 $0.95
25.56 26.19
0.111
$0.75
35.13
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
206
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract
basis. The laboratory provides forensic analysis of evidence in forensic computer analysis,
latent prints, shoe and tires, controlled substances and fire debris. It also has a DNA position
assigned to the Denver CBI facility performing DNA analyses for Weld County in that lab. The
laboratory meets the stringent requirements necessary for accreditation by the American
Society of Crime Lab Directors.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 120,966
$ 193,460
$ 193,460
$ 193,460
Supplies
32,530
24,200
17,000
17,000
Purchased Services
44,381
52,000
50,700
50,700
Fixed Charges
783
31,124
31,124
31,124
Capital
0
14,000
15,000
15,000
Gross County Cost
$ 198,660
$ 314,784
$ 307,284
$ 307,284
Revenue
104,138
131,595
134,595
134,595
Net County Cost
$ 94,522
$ 183,189
$ 172,689
$ 172,689
Budget Positions
2
2
2
2
SUMMARY OF CHANGES:
The functionality of the regional crime lab is anticipated to go through some changes for the
upcoming budget year with the construction of a stand-alone facility. Due to the necessity of
initially equipping the new facility and upg rading some work standards, a s light increase is
expected for small items of equipment ($3,000). Additionally, the revenues expected for the lab
are slightly increased as the City of Greeley pays half of the expenses associated with the lab
director's position ($3,000). Computer software is down $10,000. Purchased Services are down
$1,300 primarily in vehicle expenses. Capital is up $1,000 for computer equipment. Net county
costs are down $10,500.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The building
maintenance costs of the new crime lab are not included in this budget, since they will be
accounted for in a special fund per the MOU with the participating jurisdictions. The first two
years the building maintenance costs will be paid for by a federal grant.
BOARD ACTION:
207
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases/items completed — drugs and arson 140/290 850/1,500 307/493
computer forensics, latent prints, shoe and
tire tracks, DNA
Court Testimony
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Effectiveness Measures
/desired results)
Quality Audit
Proficiency Testing (Test Run/Errors)
3-5 30 24
appearances
.077 0.75 .073
$0.364 $0.688 $0.64
1 6 6
2/0 5/0 5/0
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: Victim Advocate Services - - 1000-21300
DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim
Assistance (VALENOCA) funding.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 106,229
$ 117,977
$ 117,977
$ 117,977
Supplies
9,105
6,400
2,500
2,500
Purchased Services
17,177
33,819
28,819
28,819
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 132,511
$ 158,196
$ 149,296
$ 149,296
Revenue
88,189
76,968
96,077
96,077
Net County Cost
$ 44,322
$ 81,228
$ 53,219
$ 53,219
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES:
Several new grant opportunities are being explored for 2013 which have a high probability of
attainment. Grant revenues have been increased $19,109. Small items of equipment are down
$2,900, and other operational supplies are down $1,000. Net county costs are down $28,009.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
209
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,092 1,326
Victims served per 10,000/capita 42.10 49.82
Efficiency Measures
FTE's per 10,000/capita 0.077 0.075
Per capita cost (county support) $0.17 $0.31
1,084
40.01
0.074
$0.20
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: 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. T ask 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
RECOMMEND
NEXT FY
Personnel Services
$ 86,311
$ 105,957
$ 105,957
$ 105,957
Supplies
0
0
0
0
Purchased Services
0
70,248
0
0
Fixed Charges
105,372
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 191,683
$ 176,205
$ 105,957
$ 105,957
Revenue
0
0
Net County Cost
$ 191,683
$ 176,205
$ 105,957
$ 105,957
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: The Multi- urisdictional Drug Task Force is no anticipating any
significant work practice or personnel changes for the upcoming budget year. Changes reflect
accounting for equitable share distribution of forfeitures that are not regularly available year-to-
year. Therefore, the $70,248 in Purchased Services will be reimbursed by the Weld County
Drug Task Force Control Board from forfeiture funds.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
211
MUL TI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 150 150 115
Drug Arrests 150 150 90
Search Warrants Executed 23 25 20
Cocaine Seizures (Kilos) 6 6 1.5
Methamphetamine Seizures (Pounds) 8 8 4
Marijuana Seizures (Pounds) 100 100 20
Meth Lab Seized 3 3 0
Efficiency Measures
FTE's per 10,000/capita 0.039 0.038 0.036
Per capita cost (county support) $0.74 $0.66 $0.39
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: 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 s afely keep all adult prisoners lawfully committed and hold them in a clean,
wholesome, safe, and well -maintained jail. Professional jail support services such as medical
care, food preparation, and facility programming are provided to meet these mandates.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 13,644,062
$ 13,920,419
$ 13,920,419
$ 13,920,419
Supplies
310,920
301,238
303,209
303,209
Purchased Services
3,533,877
3,575,029
3,661,760
3,661,760
Fixed Charges
3,948
2,196
0
0
Capital
26,530
8,200
0
0
Gross County Cost
$ 17,519,337
$ 17,807,082
$ 17,885,388
$ 17,885,388
Revenue
1,081,699
796,200
738,200
738,200
Net County Cost
$ 16,437,638
$ 17,010,882
$ 17,147,188
$ 17,147,188
Budgeted Positions
197.0
197.0
197.0
197.0
SUMMARY OF CHANGES: There is no change in personnel services costs. The small
increase of $1,971 in supplies is due to an increase in costs for inmate supplies. The increase
in purchased services of $86,731 reflects an increase in contracted inmate medical services
($78,940), training ($29,650) with offsetting reductions in other professional services ($24,906),
and vehicle expenses ($5,000). No capital items requested.
The projected decrease of $58,000 in the revenue relates to decreased use of the jail by
municipal courts and a $43,000 reduction to fund a contract for Chaplain services. Because
public money cannot be used to fund religious activity, the proposal was submitted as an offset
to an inmate revenue stream from commissary or inmate telephones. These revenues are how
other large jails are funding it. The revenue reduction to fund the contract position translates
into a reduction of overall jail revenue, so there is still a net budget impact of $43,000 for the
function. For risk management purposes it essential that religious programming in the jail be
consistent with the provisions of federal and s tate statues, i.e. R eligious Land U se and
Institutionalized persons Act of 2000 (RLUIPA) and the 1st and 14th amendments of the
U.S. Constitution.
213
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
SUMMARY OF CHANGES (CONTINUED): Currently, staff of the Inmate Services Division is
attempting to meet the religious requirements of the incarcerated offenders. This is becoming
an ever increasing burden in a very litigious field. The Chaplain will be designated to assist
individuals incarcerated in the Weld County Jail with their spiritual needs. The Chaplain will
assure equal status and protection for all religions. The Chaplain will plan, direct and supervise
all aspects of the religious programs, including both lay and c lergy volunteers from faiths
represented in the inmate population under the direction of the Inmate Services Director.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Inmate population
trends and utilization of jail alternative programs make this budget's funding level realistic for
2013. Because of potential litigation for risk management purposes the use of $43,000 from the
revenue stream from commissary or inmate telephones for a contract for Chaplain services is
recommended.
BOARD ACTION:
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Secure Jail Population Daily 573 575 608
Avg. Work Release Clients Daily 193 200 200
Avg. Electronic Home Monitoring Daily 60 65 70
Total Offenders Under Supervision Daily 826 840 878
All Offenders Processed Into Facilities 14,249 14,750 15,000
Number of Offenders Transported to 18,532 18,750
Court Appearances 19,750
New Correctional Officers Entering
Basic Training 28 30 30
Efficiency Measures
Offender Supervision FTE's per
10,000 Capita 8.99 8.76 8.68
Per capita net cost $71.84 $72.51 $72.98
Avg. Medical Cost Per Inmate Daily $12.58 $12.54 $12.21
Avg. Food Cost Per Inmate Daily $3.74 $3.65 $3.33
Secure Facility Occupancy Rate 93% 93% 99%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals on page prior to North Jail Complex (1000-24410) Summary.
214
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Centennial Jail - - 1000-24420
DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to
assist the District Attorney and the Courts of record in the county. 94 CV 419, Div I, 19th
Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County
Courthouse. This budget unit supports the resources to comply with all of these requirements.
Section 18-1.3-106, C.R.S., allows for the operation of jail alternative programs to be used by
the court in sentencing, and Section 16-4-105, C.R.S., provides for the operation of a pre-trial
supervision program. Jail alternative programs operate within this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,297,568
$ 2,650,611
$ 2,789,553
$ 2,789,553
Supplies
55,022
40,632
57,757
57,757
Purchased Services
477,243
560,873
715,689
715,689
Fixed Charges
1,381
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,831,214
$ 3,252,116
$ 3,562,999
$ 3,562,999
Revenue
914,772
964,350
960,400
960,400
Net County Cost
$ 1,916,442
$ 2,287,766
$ 2,602,599
$ 2,602,599
Budgeted Positions
32.0
36.0
38.0
38.0
SUMMARY OF CHANGES: Restructur ng within the Sheriff's Office transferred the Fugitive
Transport Division under the Centennial Jail Budget in 2012. Two additional officers ($138,942)
have been requested in the 2013 budget to meet current obligations. An increase in supplies
and purchased services of $163,397 reflect the transfer of this division. A decrease in the
Sheriff's Operations budget of $166,670 is anticipated due to the transfer. The budget also
includes $8,544 for the purchase and installation of a GPS tracking system for inmate
transportation vehicles to increase officer and community safety in the event of an accident,
vehicle breakdown or escape attempt. Additional vehicles in the Motor Pool are being
requested. Revenues are down slightly by $3,950.
215
CENTENNIAL JAIL
(CONTINUED)
1000-24420
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the
additional two positions, and the GPS system for officer and inmate safety.
One position ($69,471) is requested to supplement transportation primarily because previous
transport security practices were not safe. The reorganization found there was a past practice
of sending one deputy in a vehicle loaded with multiple prisoners or overreliance upon Posse
and Reserve volunteers to provide security. That may have been less costly but is not sound
risk management. No additional vehicle has been requested for this position.
The other position ($69,471) is requested to expand the previous part-time fugitive
apprehension effort to full time because of the need is shown by recent activity. While the
fugitive effort is currently attached to transportation for purposes of supervision, it is not being
requested for transportation. A U.S. Marshal's grant program that reimbursed overtime
expanded the local effort and achieved the results of approximately 150 additional arrests in the
first five months of 2012. These are significant cases. Based upon these results, the request
for dedicated resources is being made. One additional vehicle is requested (Centennial Jail
24420) to support this position. The car is not needed if the program expansion is not funded.
The additional position is an expansion of service level for public safety, thus, a policy issue for
the Board.
BOARD ACTION:
PERFORMANCE MEASURES: Included in North Jail Complex (1000-24410) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals on page prior to North Jail Complex (1000-24410) Summary.
216
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on -site jail capacity. This indication, however, is based upon
reasonable forecasts about the future and does not account for unforeseen impacts on j ail
utilization during 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with
assessment that contract jail space will not be needed in 2013.
BOARD ACTION:
PERFORMANCE MEASURES: See North Jail budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals.
217
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
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 152,573
$ 152,573
Supplies
52,887
0
0
0
Purchased Services
2,032,095
2,323,488
2,513,102
2,513,102
Fixed Charges
17,168
0
0
0
Gross County Cost
$ 2,102,150
$ 2,323,488
$ 2,665,675
$ 2,665,675
Revenue
199,746
264,649
605,792
605,792
Net County Cost
$ 1,902,404
$ 2,058,839
$ 2,059,883
$ 2,059,883
Budgeted Positions
0
0
- - -
0
0
SUMMARY OF CHANGES: On May 3,1993, Weld County entered into a contract with the City
of Greeley to operate and m aintain the Weld County Regional Communications Center
(WCRCC), criminal records management, and Criminal Justice Information Center. On July 7,
2010, the contract was updated to continue the arrangement.
The new contract changed the method of allocating the cost for the WCRCC among the users.
The total costs of the WCRCC facility will be determined by adding all the costs incurred by the
City, County, and the E911 Authority to support the WCRCC. Cost per incident will then be
determined by taking the total costs of the WCRCC less E911 Authority contribution, E911
costs paid, and any other grant amounts to determine the total to be allocated. The percentage
of dispatchers assigned to law incidents and the percentage of dispatchers assigned to fire
incidents shall be determined based upon dispatcher console assignments. The percentage of
law incidents and fire incidents shall be applied to the total amount to be allocated to determine
the total costs for fire and law incidents. Incidents by agency shall be determined based upon
computer aided dispatch records of actual calls for two years in arrears, i.e., 2013 budget will
use 2011 actual call and incident data. The percentage of law incident per agency shall be
applied to the total allocated costs for law incidents to determine the cost per agency. The
same will be done for fire agencies. The costs determined through this process for the Greeley
Police Department and the Greeley Fire Department (formerly Union Colony Fire Authority)
shall be added together to determine the City's contribution. The remaining amount shall be the
County's total costs.
218
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (continued):
The County shall identify the amount to be charged to other agencies and bill and collect the
amounts each year. The County, with the consent of the Communications Advisory Board, may
develop a different formula for charging other agencies. The method determined to charge
other agencies shall not impact the above formula for sharing of costs between the City of
Greeley and the County. For 2013, other agencies will be charged $106,189. 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 $342,809
for 2013.
Weld County's share, per the contract formula for 2013, is $467,858 for county functions, plus
the other agencies' share of $2,045,244 for a total of $2,513,102. I n addition, the County
recovers $117,654 for indirect costs per the formula. For 2013, other agencies will be charged
$106,189 per a f ormula adopted by the Communications Advisory Board. B anner will
reimburse $342,809 for ambulance dispatching. The county will earn $39,140 from tower rental
leases. The net costs for Weld County in 2013 will be $2,059,883.
FINANCE/ADMINISTRATION RECOMMENDATION: Funding of a C ommunications Director
position ($152,573) is included in the 2013 budget due to the proposed organizational change
in the management of the WCRCC shifting from the City of Greeley Police Department to being
place under the Board of County Communication and Greeley becoming a users, like all other
agencies in the county.
The Communications budget costs include an average salary adjustment of 3% and health
insurance adjustment of 15%. In addition the tower and radio maintenance costs include the
new Motorola contact costs.
The 2013 Final Budget for this budget unit may require additional resources in order to be
prepared to accommodate the transition of the WCRCC management in 2014 from City of
Greeley to Weld County.
Recommend approval.
BOARD ACTION:
219
COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls 100,230 100,000 100,000
Non -911 Calls 239,383 250,000 260,000
CAD Incidents for Law and Fire/Ambulance 339,613 350,000 360,000
EMD Calls 16,369 17,500 18,500
Criminal Justice Records, Total Case #'s 29,350 30,000 30,500
issued
ARS Documents Transcribed 48,454 50,000 51,000
Warrants Processing Activity 20,450 21,000 21,500
Citations Processed 60,878 61,000 61,500
Phone Calls into Records 74,000 75,000 76,000
Efficiency Measures
FTE's per 10,000 per Capita
Per Capita Cost - Operating Budget
EMD Call per FTE
CAD Incident per FTE
ARS Document transcribed per FTE
2.12
$7.33
303
6,289
2,062
2.07
$7.74
324
6,481
2,128
2.00
$7.57
330
6,667
2,170
Goal PSI: To answer
100% of 911 calls within 15 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS1-01: Improved
customer service in
the most critical
component of
emergency
dispatch services
Percentage of calls answered within 15
seconds
99%
99%
99%
220
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
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
550,000
550,000
Gross County Cost
$
0
$
0
$ 550,000
$ 550,000
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 550,000
$ 550,000
r Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: It was deeded 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 W eld 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. Beginning in 2013, Weld County
will fund $900,000 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.
$550,000 has been funded in this budget for 2013 for the purchase of 100 replacement radios
at $5,500 each. The 100 radios are part of the capital replacement plan developed in 2012 that
replaces radio every ten years.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
221
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer -aided dispatch, criminal records
management, jail records management, and prosecution system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Supplies
$ 0
$ 0
$ 0
$ 0
Purchased Services
876,393
987,026
1,216,652
1,216,652
Gross County Cost
$ 876,393
$ 987,026
$ 1,216,652
$ 1,216,652
Revenue
34,598
60,543
0
0
Net County Cost
$ 841,795
$ 926,483
$ 1,216,652
$ 1,216,652
Budgeted Positions j 0
0
0
01
SUMMARY OF CHANGES: On May 3, 1993, Weld County entered into a contract with the City
of Greeley to operate and m aintain the criminal records management system and C riminal
Justice Information Center. O n July 7, 2010, the contract was updated to continue the
arrangement. The new contract changed the method of allocating the cost for the WCRCC
among the users.
Records management and information services costs shall be allocated based upon resources
used by each agency being served. A cost allocation system formula and methodology agreed
to by the City of Greeley Finance Director and t he 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. The City of Greeley shall determine if any other agencies using the
records management system shall be charged and the amount charged. Weld County's share
for 2013 w ill be $408, 430 for records and $808, 222 for information services, for a total of
$1,216,652. This amount is up $229,626. The Records budget costs include an average salary
adjustment of 3% and health insurance adjustment of 15%, plus an additional $13,000 for
overtime due to the new computer system transition. Information services portion is up due to
the added costs from ACS contract, depreciation, and the first year of maintenance for the
Spillman system. No revenue will be recovered from municipalities using the Criminal Justice
Information System by Weld County, rather Greeley shall bill them. Net county costs are up
$290,169.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. If the Speakwrite
crime report system is approved for the Sheriff in the 2013 budg et the cost allocation for
Records needs to be examined, since Records will no longer be transcribing any Sheriff Office
crime reports.
BOARD ACTION:
222
CRIMINAL JUSTICE INFORMATION
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ARS documents transcribed 46,306 50,000 50,000
Efficiency Measures
Per capita cost (county support) $3.25 $3.58 $4.50
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
223
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER
BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County.
Autopsies are performed in all cases of suspicious death, or at the discretion of the Coroner's
or District Attorney's Office. State laboratories are available in Denver; however, Weld County's
Coroner employs the registered pathologists and laboratory facilities of McKee Medical Center.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 416,807
$ 469,035
$ 469,035
$ 469,035
Supplies
12,727
19,200
19,200
19,200
Purchased Services
257,334
245,600
266,600
266,600
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 686,868
$ 733,835
$ 754,835
$ 754,835
Revenue
302
500
500
500
Net County Cost $ 686,566 $ 733,335
$ 754,335
$ 754,335
Budgeted Positions J 5.51 6.5
6.5
6.5
SUMMARY OF CHANGES: The budge shows an increase in vehicle costs of $6,000 due to
fuels costs and utilization. Medical and professional services are up $15,000 to add a contract
for pharmaceutical waste, autopsies, and supply items. Total increase is $21,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon
historical expenditure patterns the increases are justified.
BOARD ACTION:
224
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
2010
Work Outputs
Number of cases
Number of investigations
Number of full autopsies
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per autopsy/inspection
ACTUAL ESTIMATED PROJECTED
1,050 1,150 1,150
450 420 435
160 160 162
0.246
$2.65
$904
0.244
$2.76
$925
0.240
$2.79
$925
Goal PS2: To provide the highest quality medico -legal investigation in an efficient and compassionate
manner.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS2-1: 100% of
investigative staff
members to be
certified in death
investigation through
the State of Colorado
and The American
Board of Medico -
legal Death
Investigators or other
national certifying
agency.
Percent of investigators with valid
Colorado and valid national certification
40%
80%
80%
PS2-2: Achieve and
maintain departmental
accreditation through
the National
Association of
Medical Examiners
(The NAME)
A completed self -assessment and action
plan
Percentage indices of necessary changes
Conference of accreditation from The
NAME
25%
50%
50%
225
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 of fer 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 396,538
$ 487,583
$ 468,869
$ 468,869
Supplies
7,304
15,000
15,000
15,000
Purchased Services
31,336
36,577
36,577
36,577
Gross County Cost
$ 435,178
$ 539,160
$ 520,446
$ 520,446
Revenue
20,428
25,000
25,000
25,000
Net County Cost
$ 414,750
$ 514,160
$ 495,446
$ 495,446
Budgeted Positions
6
7
6.5
6.5
SUMMARY OF CHANGES: Workload and defendant caseload for Pretrial Services program
continues to increase (tripled since its transfer from the Sheriff's Office). The Courts and
Judicial Officers continue to support the work of Pretrial Services.
The Adult Diversion Services Specialist position ($49,359) was transferred from the Justice
Services budget to budget unit 1000-24150. A 0.5 FTE Senior Pretrial Services Specialist
position has been added ($30,645). This position will create greater capacity for the Division to
serve more defendants under pretrial release supervision and produce cost savings to Weld
County with lesser jail bed utilization and improved efficiencies to local criminal justice systems.
Overall, a reduced net county cost of $18,714.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Adult
Diversion position supervised by the District Attorney was moved mid -year to budget unit 1000-
24150. The addition 0.5 FTE Senior Pretrial Services Specialist is recommended based upon
caseload growth. The utilization of pretrial services by the courts has a direct impact on the
reduction in the number of inmates in the jail, which results in tremendous savings on jail
operating and construction costs.
BOARD ACTION:
226
PRETRIAL SERVICES
1000-24100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
2,100
2,400 2,600
.231 .263 .240
$1.60
$1.93
$1.83
Goal PS -3: Provide safe, constructive and less expensive alternatives to use of jail and prisons; promote an
accountable, coordinated justice system that focuses on present and future needs of Weld County.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS3-3: Pretrial
Cost avoidance/savings by helping
2,100
2,400
2,600
Services. Reduce
manage overcrowding and high expense
Defendant
Defendant
Defendant
cost of pretrial
incarceration.
of operating the jail;
interviews
interviews
interviews
Pretrial release &
700
800
870
supervision services
Defendants
Defendants on
Defendants on
assure court
appearances and
reduce new crime
commission by
defendants released
on bond
Potential cost avoidance
on
supervision
$3,000.000
supervision
$3,500.000
supervision
$3,800,000
Low failure to appear rate for court
4% Failure
4% Failure to
4% Failure to
appearances and re -arrest of defendants
under pretrial services supervision.
to Appear
Appear
Appear
5%
5%
5%
Commission
Commission of
Commission of
of new crime
new crime
new crime
227
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
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
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 49,359
$ 49,359
Supplies
0
0
500
500
Purchased Services
0
0
500
500
Gross County Cost
$
0
$
0
$ 50,359
$ 50,359
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 50,359
$ 50,359
Budgeted Positions
0
0
1
1
SUMMARY OF CHANGES: This function was first budgeted in 2012 under Justice Services,
since the position is supervised by the District Attorney. In mid -2012 the function and budget
was moved to this budget unit from Justice Services (budget unit 1000-24100). The position
cost of $49,359 and $1,000 for services and supplies are budgeted for 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: At the time of the budget work sessions
the Board needs to evaluate whether this program is working and achieving the benefits
anticipated when it was created last year. Program has had a slow start-up. Policy issue.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of Budget Unit 1000-15100.
228
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
RECOMMEND
NEXT FY
Personnel Services
$ 51,545
$ 52,549
$ 52,549
$ 52,549
Supplies
933
900
1,000
1,000
Purchased Services
2,414,614
2,543,691
2,404,829
2,404,829
Fixed Charges
25,364
29,080
31,080
31,080
Capital
0
0
0
0
Gross County Cost
$ 2,492,456
$ 2,626,220
$ 2,489,458
$ 2,489,458
Revenue
2,492,456
2,626,220
2,489,458
2,489,458
Net County Cost
$ 0
$ 0
$ 0
1
$ 0
Budgeted Positions
1
I 1
r— 1
SUMMARY OF CHANGES: Average daly residential and non-residential offender populations
at community corrections facility remain steady. State allocation for SFY 2012/2013 reduced
slightly: $1,308,637 for Residential Diversion services, $909,157 for Residential
Transition/Condition of Parole services, $100,915 for Non -Residential services, $75,000 for
Correctional Treatment Support Services and $95,749 for Corrections Board administration and
activities. There is stable funding to support Intensive Supervision Program (ISP) of certain
Inmates/Parolees under the local supervision of the Department of Corrections (DOC). Two
(2%) percent of funds remains with Weld County ("above and bey and revenue"). Budget
includes ongoing sub -contract and lease agreement with vendor at the Community Corrections
Facility. Revenue from the lease at the community corrections facility of $271,500/year is listed
under Budget Unit 1000-90100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. All costs are paid
by State funds; no costs to the County.
229
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200 & 24220
BOARD ACTION:
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
222 236 236
222 236 236
0.039 0.038 0.037
Goal PS -3: Provide
accountable, coordinated
safe, constructive and less expensive alternatives to use of jail and prisons; promote an
justice system that focuses on present and future needs of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
S3-1: Community
Corrections -
Provide safe,
community based
correctional
placement for
eligible adult
offenders ordered
by the Courts
and/or Department
of Corrections.
Ensure offenders
are given
opportunities &
access to resources;
treatment and
employment
services, while
living in staff-
secure correctional
setting
Cost savings by providing a less costly
alternative jail and prison
incarceration for adult convicted
offenders;
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.
All offenders participate in some form
of educational and/or vocational
programming.
Receive, manage, and process all
community corrections funds from the
State;
Cost avoidance/savings ratio of
Community Corrections Programs to
County.
155 residential
(ADP)
67 non
residential
2%
300
$2,492,456
$3,000,000
169 residential
(ADP)
67 non
residential
2%
300
$2,626,220
$3,500,000
169 residential
(ADP)
67 non
residential
2%
300
$2,489,454
$3,500,000
230
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
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 727,243
$ 785,886
$ 834,019
$ 834,019
Supplies
65,033
61,000
76,400
76,400
Purchased Services
58,479
76,225
76,825
76,825
Fixed Charges
105,731
108,099
128,460
128,460
Capital
7,995
0
0
0
Gross County Cost
$ 964,481
$ 1,031,210
$ 1,115,704
$ 1,115,704
Revenue
1,516, 728
1,200,000
1,500,000
1,500,000
Net County Cost
$ - 552,247
$ -168,790
$ -384,296
$ -384,296
Budgeted Positions
10.25
10.25
11.25
11.25
SUMMARY OF CHANGES: Personnel Services are up $48,134 due to eliminating a Code
Enforcement Officer position in the Planning budget and creating the position of a Building
Technician into this department. Supplies have been increased $15,400 due to added
maintenance costs for Accella (additional modules were purchased). F ixed Charges used to
allocate costs of the Planning Director and staff shared between Planning and Building are up
$20,361.
Revenues are expected to increase $300,000 from last year's budget due to continued requests for
building permits and increased valuation in projects. Permits related to oil and gas activity remain
high. Net county costs for the department are down $215,506, primarily due to increased revenues.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with the
transfer of the position from the Planning budget to Building Inspections budget. Change has
not net increased costs to the county and better accommodates the two organizational
structures.
BOARD ACTION:
231
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
19,056
15.5
4.25
18,600
15.5
4.5
18,600
15.5
4.5
Number of inspections per inspector daily 17 17 17
Number of Bldg Compliance violations 127 144 144
Number of Bldg Complaints 84 80 80
Number Compliance cases closed 199 200 200
Number of miles driven by inspectors 126,645 130,105 130,105
Number of inspectors performing
Combination Residential Inspections 2.5 2.5 2.5
Plans Examiner/Inspector-On-Call Work Outputs)
Number of Plans Examiners
# of major plan reviews
# of minor plan reviews
Technical Support Work Outputs
# of building permits processed (if this is
changed to issued permits, these numbers
would change)
Efficiency Measures
FTE's per 10,000/capita
Per capita gross cost
1 1.5 1.5
253 285 285
1,111 1,400 1,400
2,316 2,700 2,700
0.395 0.385 .42
$ -2.12
$ -0.63 $ -1.42
232
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU5: Ensure safe construction throughout unincorporated Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU5-1: Conduct
safe and quality
plan reviews and
inspections
following
adopted codes
Attendance of each Plans
Examiner/Building Inspector/Building
Official/Tech at 2 ICC classes (7 staff)
Maintenance of appropriate certifications
12
100%
14
100%
14
100%
Goal LU-6: Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors,
and builders through education.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU6-1: To ensure
current and updated
information is
available to the
public on handouts
and website
Revise handouts and update website
quarterly
100%
100%
100%
Ensure routine
communication
with builders and
contractors
Host/attend two Building Trades
Advisory meetings per year
2
2
2
Ensure inspectors
have more handouts
in the field for a
non -technical
audience
Plans examiner present to the Building
Official any changes to code quarterly
4
4
4
Consistent
inspections
conducted in the
field
Provide "team training" in the field to
ensure consistency by inspectors
2
3
3
233
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU7: Maintain
quality, professional and timely site inspections.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ESTIMATED
PROJECTED
ACTUAL
LU7-1: Maintain a
record of permit
expirations and
inspections to
ensure permits are
current.
Provide 24 hour
turnaround time for
inspections.
Ensure timeliness
of entering
inspections and
appropriate follow-
up.
Provide plan
review turnaround
within current
policy time frame.
Return customers
call and questions
within 24 hours.
Maintain quality
customer service
with existing staff
levels
Percentage of complete records
Percentage of 24 hour turnaround
inspections(measured by complaints)
Maintain proficiency in Accella to ensure
information is updated and available
Review plans in a timely manner current
with policy time frame — measurable by com
plaints
Measurable by number of complaints
annually
Measurable by annual complaints
100%
99.5
90%
99%
98%
90%
100%
99.5
90%
100%
100%
90%
100%
99.5
90%
100%
100%
100%
234
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 263,551
$ 285,150
$ 285,150
$ 285,150
Supplies
47,591
69,425
69,425
69,425
Purchased Services
84,013
149,050
374,050
374,050
Fixed Charges
10,319
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 405,474
$ 503,625
$ 728,625
$ 728,625
Revenue
8,070
6,000
6,000
6,000
Net County Cost
$ 397,404
$ 497,625
$ 722,625
$ 722,625
Budgeted Positions
2 FTE
4 PT
2 FTE
4 PT
2 FTE
4 PT
2 FTE
4 PT
SUMMARY OF CHANGES: Purchased Services increased $225,000 for tree trimming which
was transferred from the Bridge Div budget (2000-32300).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
BOARD ACTION:
235
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
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
100%
95%
.07
$2.78
100% 100%
95% 95%
.07
$2.71
.07
$2.67
Goal TPW9: Implement
control) on County
public education
and monitor Colorado Weed Management Act (Noxious weed
property and assist land owners with compliance with the law through
and assistance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW9-1: Weed
operations will meet
established codes,
policies, and
procedures.
100% accuracy 100% of the time
100%
100%
100%
TPW9-3: Roads
spot treated for
noxious weeds
95% accuracy 100% of the time
90%
90%
90%
236
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: C.R.S. 24-32-2107 requires each county to maintain a
Disaster Agency which has jurisdiction over and s erves 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. Beginning in 2012 the department started
reporting directly to the Board of County Commissioners instead of the Sheriff.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 104,312
$ 199,633
$ 199,633
$ 199,633
Supplies
3,080
7,900
7,900
7,900
Purchased Services
52,566
58,850
34,285
34,285
Fixed Charges
0
0
Capital
0
0
Gross County Cost
$ 159,958
$ 266,383
$ 241,818
$ 241,818
Revenue
66,172
60,000
60,000
60,000
Net County Cost
$ 93,786
$ 206,383
$ 181,818
$ 181,818
Budgeted Positions
1
3
3
3
SUMMARY OF CHANGES: The OEM budget for 2013 inc udes a reduction of the line item for
phones of $29,650. In past years for grant reimbursement purposes the cell phones for the
Sheriff's Office Commanders and some special units were paid out of the OEM budget. This
grant revenue strategy for the reimbursement of phones is no longer applicable. Therefore, the
funding for the cell phones has been moved to the Sheriff's Office budget. This is not a cost
savings just a movement of funds from one budget to another.
In addition the budget includes an increase in travel and training of $2,000, so the OEM Director
can attend the International Association of Emergency Management Conference. There is an
increase of $3,085 for fuel and maintenance costs for the county vehicle. These change results
in a reduction of $24,565 in the OEM budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The restructuring
approved by the Board in the 2012 budget appears to be working well.
BOARD ACTION:
237
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 6 6 12
Number of people participating in drills 500 500 500
Number of inspections and/or reports 12 12 18
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
.039
$0.36
.113
$0.78
.108
$0.67
Goal OEM: Reduce the risk and mitigate the impact to communities and citizens due to all hazard incidents.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
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.
50%
I 00%
100%
238
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
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.
75%
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
jurisdiction on Table top exercises and
DOC exercises. (See EMPG Exercise
Plan from OEM)
50%
100%
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
50%
100%
100%
Incident and
Emergency
Communication
provides emergency
communication to end
users for active
incidents and
emergencies.
Provide information on current incident
or emergencies using media sources;
texts, web, EAS etc. Provide
information to First Responders and
Citizens with the most current
information utilizing PIO's
75%
100%
100%
239
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 s ubdivision construction; performs laboratory tests to
determine soil properties, construction and materials quality; all phases of highway engineering,
bridge engineering, design and construction inspection.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,779,712
$ 1,937,365
$ 1,957,365
$ 1,957,365
Supplies
68,903
81,900
114,958
114,958
Purchased Services
647,551
554,920
870,920
870,920
Fixed Charges
0
0
0
0
Contra
- 587,444
-602,088
-642,437
-642,437
Gross County Cost
$ 1,908,722
$ 1,972,097
$ 2,300,806
$ 2,300,806
Revenue
0
0
0
0
Net County Cost
$ 1,908,722
$ 1,972,097
$ 2,300,806
$ 2,300,806
Budgeted Positions
20
20
20_
20
SUMMARY OF CHANGES: Personnel Services increased $7,000 due to anticipated overtime
costs, and $13,000 for one additional intern to inspect projects in 2013. Supplies increased a
total of $33,058 based on: Small Items of Equipment increased $10,400 in part to fund the
replacement of the nuclear density gauge and t he replacement of three PDA devices;
Computer Software and Attachments decreased $2,500 as no new software will be needed for
2013; Road Construction Supplies increased $25,658 to fund water rights annual assessment
fees which were previously funded from the Mining budget (2000-32600); Other Operating
Supplies decreased $500 for anticipated costs.
Purchased Services increased $466,000 based on: O ther Purchased Services increased
$9,000 to fund the Big Dry Creek Watershed fees and stormwater permit fees for 2013;
Engineering and Architectural increased $25,000 for general surveying and appraisal fees and
outside engineering services; Other Professional Services decreased $5,000 based on
anticipated costs; Vehicle Expense decreased $18,700 based on anticipated costs for 2013;
Repair and Maintenance Equipment increased $1,200 due to anticipated repair costs and
calibrations for the nuclear gauge; Training increased $4,500 to fund additional training for
Engineering staff; Strategic Roads increased $450,000 to fund three new projects in 2013.The
projects include the design of WCR 47 and State Highway 392 ($250,000), and design of WCR
47/66 ($50,000). Contra increased $40,349 for the Engineering charge back to the Planning
Department.
240
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional
intern is justified with the number of projects to be inspected in 2013. The other costs are
justified to support the planned projects In the Five Year Capital Improvements Plan.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 17
Number of construction projects completed 14
Number of plats reviewed 456
7
7
450
13
10
450
Goal TPW8: Provide engineering services including design, development, inspections, and all phases of
highway engineering, bridge engineering and construction ins ection and testing.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
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%
241
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
RECOMMEND
NEXT FY
Personnel Services
$ 47,809
$ 48,511
$ 48,511
$ 48,511
Supplies
2,873
4,025
4,025
4,025
Purchased Services
14,009
26,000
26,000
26,000
Fixed Charges
145
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 64,836
$ 78,536
$ 78,536
$ 78,536
Revenue
2,697
2,000
2,600
2,600
Net County Cost
$ 62,139
$ 76,536
$ 75,936
$ 75,936
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: No change in the expenditures for this budget. Revenues from
park fees are up $600 to $2,600.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
242
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)
600 625 700
0.039
$0.240
0.038 0.037
$0.288 $0.281
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
243
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
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
$ 29,000
$ 29,000
$ 29,000
$ 29,000
Budgeted Positions
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 t rail 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 2013.
BOARD ACTION:
244
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley -
Weld County Airport.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
7,894
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 7,894
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$ 7,894
$
0
$
0
$
0
P
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: For the second 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 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
245
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 eighteen senior
centers throughout the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
10,360
12,500
12,500
12,500
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 10,360
$ 12,500
$ 12,500
$ 12,500
Revenue
0
0
0
0
Net County Cost
$ 10,360
$ 12,500
$ 12,500
$ 12,500
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $12,500 is the same as 2012. The
funds will be equally divided among the eighteen (18) 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:
246
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
9,216
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 9,216
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
$ 9,216
$ 10,000
$ 10,000
$ 10,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget is the same as 2012, 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:
247
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the developmentally
disabled citizens of the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
38,225
38,225
75,000
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 38,225
$ 38,225
$ 75,000
$ 38,225
Revenue
0
0
0
0
Net County Cost
$ 38,225
$ 38,225
$ 75,000
$ 38,225
Positions
IBudgeted
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Envision has requested $75,000 to partially fund the
administrative functions related to the delivery of services excluded in the current State funding
mechanism. Significant budget changes at the federal and state levels have resulted in less
income. The change to a fee for service model has taken away Envision's flexibility to set local
individual rates and t o direct funds to clients according to their needs. The changes have
caused Envision to struggle financially the last four 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 2013 funding
level is $38,225, which is the same level as 2012, 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.
248
DEVELOPMENTALL YDISABLED
(CONTINUED)
1000-50130
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): In Envision's request, it
states that Colorado Revised Statute (C.R.S.) 27-10.5-104, which established the Community
Centered Board system in Colorado, contains the intent that state funding should be
supplemented by local funds. Finance disputes that claim in light of the 2008 amendment to
Section 27-10.5-104(7)(a), C.R.S. Prior to 2008, the statute stated that there should be five
percent local funding. With the 2008 amendment to Section 27-10.5-104(7)(a), C.R.S., the
local funding reference was removed and only references state and federal funding, except for
certain required local school district funds specified in the statute. With the 2008 amendment
there is no requirement for local funding from the county, not even the $38,225 recommended.
Envision has the option of asking the voters of Weld County for a dedicated mill levy, up to one
mill. The ballot issue seeking a mill levy failed a few years ago.
BOARD ACTION:
249
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
108,225
183,225
203,225
183,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 108,225
$ 183,225
$ 203,225
$ 183,225
Revenue
0
0
0
0
Net County Cost
$ 108,225
$ 183,225
$ 203,225
$ 183,225
Budgeted Positions
I
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The request from North Range Behavioral Health (NRBH) is for
$108,225, the same as the current year. $75,000 is included for the Drug Court program to
match a grant in Probation to treat clients with substance abuse problems. In addition NRBH is
requesting an additional $20,000 for the Suicide Education and S upport Services (SESS).
SESS' primary mission is to address the suicide rate in Weld County.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the NRBH
base amount of $108,225, and the $75,000 for Drug Court.
The $20,000 for SESS is not in the recommended budget. This would be a new program for the
county to fund. 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. Funding of this program is a policy issue for the Board to decide, since
it is a new program. A request in the past was not funded by the county.
BOARD ACTION:
250
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place - - 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to
young victims of child abuse and non -offending family members.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$0
$ 0
Supplies
0
0
0
0
Purchased Services
9,530
9,530
9,530
9,530
Fixed Charges
0
0
0
0
Contra Account
- 2,750
- 2,750
- 2,750
- 2,750
Gross County Cost
$ 6,780
$ 6,780
$6,780
$ 6,780
Revenue
0
0
0
0
Net County Cost
$ 6,780
$ 6,780
$6,780
$ 6,780
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The base contract of $9,530 is the same as 2012. Program is
used by the Sheriff's Office, District Attorney, and S ocial Services. Social Services will
reimburse the General Fund $2,750.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
251
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
3,000,000
3,000,000
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$ 3,000,000
$ 3,000,000
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 3,000,000
$ 3,000,000
Budgeted Positions
-
n/a
L
n/a
n/a
n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Retirement Fund for the
administrative costs of the program. 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 $1,000,000. The county stopped paying the fees in the 1980's, so the
$3,000,000 is to not only pay the current fees, but 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.
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
12,351
12,351
12,351
12,351
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budgeted Positions
I
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the
Area Agency on Aging Administration match.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Human Services Fund
253
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
2,602,068
3,457,310
3,661,473
3,661,473
Capital
0
0
0
0
Gross County Cost
$ 2,602,068
$ 3,457,310
$ 3,661,473
$ 3,661,473
Revenue
0
0
0
0
Net County Cost
$ 2,602,068
$ 3,457,310
$ 3,661,473
$ 3,661,473
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Health Fund.
254
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
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
255,903
89,700
135,000
135,000
Gross County Cost
$ 255,903
$ 89,700
$ 135,000
$ 135,000
Revenue
62,209
0
0
0
Net County Cost
$ 193,694
$ 89,700
$ 135,000
$ 135,000
Budgeted Positions r n/a
n/a
I n/a
n/a
SUMMARY OF CHANGES: Upstate Colorado Economic Development requested $100,000,
which is up $20,300 from the 2012 level of $79,700. Colorado Small Business Development
Center (SBDC) requested $35,000. The original 2012 budget for SBDC was $10,000, and then
mid -2012 the Board added another $25,000 for a total of $35,000.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that SBDC be
funded at the same 2012 adjusted level of $35,000 for 2013.
It is recommended that Upstate Colorado be funded 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 is the primary tool for promoting
economic development in Weld Colorado. The added r esources will allow for the proper
marketing of Weld County and all the opportunities that exist for business to be successful in
Weld County. In the next year it is suggested that representatives from Upstate Colorado and
Weld County engage in discussions regarding possible mechanisms that could bring greater
stability to funding levels for Upstate Colorado. This recommendation is consistent with the
Strategic Investment Plan for the Future of Weld County.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
255
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$ 0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$ 0
$
0
$
0
Budgeted Positions
j
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the County's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
256
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-
257
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 12,671
$ 0
$ 0
$ 0
Supplies
199,247
85,500
85,500
85,500
Purchased Services
313,554
328,000
328,000
328,000
Fixed Charges
384,397
99,000
99,000
99,000
Gross County Cost
$ 909,869
$ 512,500
$ 512,500
$ 512,500
Revenue
64,156,051
61,046,800
74,310,816
74,310,816
Net County Cost
$-63,246,182
$ - 60,534,300
$ - 73,798,316
$ - 73,798,316
SUMMARY OF CHANGES: On the expense side, this budget's total is unchanged from 2012.
Line item amounts have been adjusted to reflect recent expenditure patterns.
Revenues are up $ 13,264,016 over the current year. P roperty taxes are budgeted at
$71,152,024, up $14,967,058. Interest earnings are projected to be down $300,000 with rates
projected to remain low in 2013. Tobacco tax revenues are up $60,000 since the state is once
again sharing back a portion of the tax with local governments. Rents from Buildings are up
$23,772 for a total of $478,306 from Social Services ($166,234), PS Trophy ($16,800),
Community Corrections Building ($271,500) and am bulance stations ($23,700). Oil and g as
leases are down $1,500,000 due t o an ac counting change. Recovery of indirect costs is
$900,000, and revenues from Urban Renewal Authorities (URA) are budgeted at $439,671 for
Brighton URA and $2,739 for South Firestone URA. Other smaller revenues are stable with
little change. Total revenues are $74,310,816.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
258
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120
DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health
benefits.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 200,000
$
0
$
0
$
0
Gross County Cost
$ 200,000
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$ 200,000
$
0
$
0
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45,
employers must account for the actuarial cost of post -employment benefits paid to retirees.
Weld County's only program outside of the retirement program is the payment of health
insurance benefits to retirees. Under GASB 45 an estimated actuarial amount is needed to be
reserved to recognize the cost of the benefit in periods related to when services are received by
the employer (Weld County). However, with the changes described below, funding is no longer
needed in this budget unit. Based upon the reserve amount in the Other Post Employment
Benefits (OPEB) Trust and the amount paid out each year for active retirees in department
budgets, the reserve requirement is being met.
FINANCE/ADMINISTRATION RECOMMENDATION: On July 21, 2010, the Board amended
the Other Post Employment Benefits (OPEB) Plan to stop coverage for any eligible retiree,
effective June 30, 2012, that did not have a signed retiree health agreement as of July 21,
2010. This change was in response to the passage of the Patient Protection and Affordable
Care Act (PPACA) creating gap insurance coverage for early retirees through state insurance
exchanges, effective January 1, 2014. Retirees impacted can obtain insurance coverage under
COBRA from July 1, 2012, to January 1, 2014. As a result of this Board action, the OPEB Plan
will be fully funded as of 2012 and no longer requires additional contributions.
BOARD ACTION: Approved as recommended.
259
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
64,250
64,250
132,731
64,250
Gross County Cost
$ 64,250
$ 64,250
$ 132,731
$ 64,250
Revenue
0
0
0
0
Net County Cost
$ 64,250
$ 64,250
$ 132,731
$ 64,250
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR
Promises for Children $ 5,000
Convention & Visitors' Bureau 4,144
211 Information and Referral 21,775
Youth and Family Connection 27,594
Senior Resource Services 0
Catholic Charities 0
A Woman's Place 0
Audio Information Network 5.737
Total $64,250
REQUEST
$ 5,000
6,400
25,000
27,594
10,000
35,000
18,000
5 737
RECOMMEND FINAL
$ 5,000 $ 0
4,144 0
21,775 0
27,594 0
0 0
0 0
0 0
5737 0
$132,731 $64,250 $ 0
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 2012. Recommend approval.
Convention & Visitor Bureau has requested $6,400 this year for visitor guides and
another publication. The increase of $2,256 is to meet their goal of a quarterly
publication for the promotion of events and attractions in Weld County, instead of just
the Summer Happenings publication that only included information from May to June.
260
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Convention & Visitor Bureau (Continued): The Recommended Budget only includes
the same funding as 2012, 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.
211 Information and Referral has requested $25,000 for the 211 information and
referral system operated by United Way. This is an increase of $3,225 over the 2012
funding level of $21,775. The program provides a valuable service for county residence
with needs. Increase funding is policy issue for the Board.
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 2012. Recommend approval.
Youth and Family Connections (formerly the Juvenile Assessment Center) has
requested the funding level of $27,594 as Weld County's share of law enforcement
support. This is the same as 2012. Recommend approval.
Collaborative Management Program (formerly the Interagency Oversight Group) was
funded last year, in the amount of $36,000, to cover the contribution to the lOG for
Human Services, Health Department, and District Attorney. Human Services paid the
amount in 2012, so no General Fund dol lars are required. To strategically help the
TANF allocation the assessment will be paid by the Social Services Fund in this budget
unit for 2013. Recommend approval.
Senior Resource Services has not been funded in the past by General Fund dollars.
The agency provides transportation services to the elderly by using volunteer drivers.
The funds would go towards insurance for volunteer drivers and volunteer coordinators.
There is a growing need for senior transportation and this program is very cost effective.
In mid -2012 the Commissioners funded a pilot program with Area Agency on Aging
program dollars. If the program is to be funded in the future, it is recommended that it
continue to be funded with Area Agency on Aging program dollars and not General
Fund dollars. Funding of this program is a policy for the Board.
261
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 and A Woman's Place has requested $18,000 for
2013. Human Services is doing a $20,000 program to pilot a voucher process through
CSBG. 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. The shelters want to have funds in grant form, not voucher form.
Human Services also want to explore if the shelters could provide life skills support
services to intervene with families that may fall into child welfare and are residing in
transitional housing or shelter care. These services may be able to be funded through
Core or PSSF funds.
The recommended 2013 budget does not include General Fund dollars for the homeless
shelters. If the homeless shelters are funded it should be by a H uman 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.
BOARD ACTION:
262
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION
BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research -based
education for agricultural, environmental, and consumer issues.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 206,653
$ 290,035
$ 290,035
$ 290,035
Supplies
5,490
9,300
9,300
9,300
Purchased Services
32,249
43,200
43,200
43,200
Fixed Charges
315
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 244,707
$ 342,535
$ 342,535
$ 342,535
Revenue
0
0
0
0
Net County Cost
$ 244,707
$ 342,535
$ 342,535
$ 342,535
Budgeted Positions
12.08
12.08
12.08
12.08
SUMMARY OF CHANGES: No change. The CSU MOU amount was adjusted to $81,654
effective July 1, 2012, but adequate funds are already budgeted in the current budget to cover
the increase for 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
263
EXTENSION
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment 950 950 950
Efficiency Measures
FTE's per 10,000/capita .466 .454 .446
Per capita cost (county support) $0.94 $1.28 $1.27
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's
goals and objectives are part of a separate CSU Extension's published document available
through Colorado State University.
264
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County Fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTEDN
EXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 12,287
$ 20,252
$ 20,252
$ 20,252
Supplies
0
0
0
0
Purchased Services
40,995
288,693
288,693
288,693
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 53,282
$ 308,945
$ 308,945
$ 308,945
Revenue
0
250,000
250,000
250,000
Net County Cost
$ 53,282
$ 58,945
$ 58,945
$ 58,945
Budgeted Positions
0.5
0.5
0.5
0.5
SUMMARY OF CHANGES: No change in net county cost.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 7,376 7,400 7,400
Exhibitors registered 2,489 2,500 2,500
Efficiency Measures
Per capita cost (county support) $0.205 $0.221 $0.218
265
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
RECOMMEND
NEXT FY
Personnel Services
$ 75,258
$ 71,520
$ 71,520
$ 71,520
Supplies
3,072
300
300
300
Purchased Services
2,081
5,350
5,350
5,350
Gross County Cost
$ 80,411
$ 77,170
$ 77,170
$ 77,170
Revenue
0
2,400
2,400
2,400
Net County Cost
$ 80,411
$ 74,770
$ 74,770
$ 74,770
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: No changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files
Office visits
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support
825 825 825
3,000 3,000 3,000
0.039 0.038
$0.310 $0.281
0.037
$0.276
Goal HHS5: Assist in providing veterans access to eligible state and federal benefits to meet their needs.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HHS5-1: Insure all
veterans seeking
assistance receive all
eligible benefits
Percentage of served veterans receiving all
eligible benefits
95%
95%
95%
266
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building
(Event Center).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
79,687
82,395
87,075
87,075
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 79,687
$ 82,395
$ 87,075
$ 87,075
Revenue
0
0
0
0
Net County Cost
$ 79,687
$ 82,395
$ 87,075
$ 87,075
[Budgeted Positions
I n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2013 is $317,151, which
is a decrease from the 2012 budget of $8,098 or 2.49 percent. Revenue from rents and facility
use fees for 2013 w ill decrease $15,000 to $143,000. The County payment for the Event
Center is proposed to be $87, 075 which is an increase of $4,680 from the 2012 payment of
$82,395 or 5.68 percent. The City of Greeley will also contribute $87,075 for 2013, 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:
267
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
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$ 3,044,909
$ 3,044,909
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 3,044,909
$ 3,044,909
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This is a new budget consolidating the funding of costs associated
with the management of county property assets and leases. The budget includes $340,628 for
management of water rights and real estate owned by the county. $371,281 is funded for the
leases of county assets. $2,333,000 is funded for depreciation of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
268
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-9999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 2,492,093
$ 2,492,093
Supplies
0
0
Purchased Services
0
0
Fixed Charges
0
0
Capital
0
0
Gross County Cost
$
0
$
0
$ 2,492,093
$ 2,492,093
Revenue
0
0
Net County Cost
$
0
$
0
$ 2,492,093
$ 2,492,093
rBudgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects a 12 percent increase in health insurance costs.
2013 salary increases are a policy issue for the Board, but there are funds for step increases
due employees in 2013 and a 2.5 percent contingency salary amount included in this budget.
Funding for short term disability insurance to replace the sick leave bank is included. There are
no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION:
269
270
PUBLIC WORKS
Revenue Changes
s
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
(ee +e5 ." Ssee 'e+
e�5 •Sa Qe ewe oe
44 g e
N
5 we Jy
�m+e 5�a mo
rec cq> o
be' oe
d` Qe
2013 Revenue
Total $65,489,672 (2012 $51,394,191)
Fund Balance
$28,000,000
43%
Licenses/Permits
$530,000
1%
Severance Tax
$1,810,000
3%
Property Taxes
$9,000,000
14%
Other Taxes
$6,000,000
9%
Federal/State
$3,936,672
6%
Miscellaneous
$6,363,000
9%
Highway Users Fee
$9,850,000
15%
271
PUBLIC WORKS
2013 EXPENDITURES
Total $39,960,051 (2012 $32,570,248)
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Bridge Construction
$3,197,856 8%
Municipalities
$1,608,300 4%
Pavement Mangement
$5,640,377 14%
M
Motorgrader
$6,086,819 15%
Maintenance Support
$1,379,643 4%
Trucking $4,426,666
11%
Public Works
$13,644,483 34%
EXPENDITURE CHANGES
Mining $3,246,116 8%
Adminstration
$729,791 2%
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Public Works Pavement Municipalities Bridge Motorgrader Maintenance
Mangement Construction Support
Trucking
Mining Adminstration
272
SEVEN YEAR TREND
Public Works
$45
$40
$35 -
$30
$25
z
O
J
$20
$15
$10
$5
$0
2007
2008
2009
2010
2011
2012
2013
273
PUBLIC WORKS FUND SUMMARY
The Public Works Fund records all costs related to Weld County road and bridge construction
and maintenance. This fund is also utilized for allocation of monies to cities and towns for use
in their road and street activities. The resources for 2013 total $65,489,672, which includes a
fund balance of $28,000,000, in addition to the revenue shown in the budget. Property tax is set
at $9,000,000, an increase of $2,012,809. With the increased assessed value from oil and gas
development Weld County has increased the property tax amount dedicated to the Public
Works Fund i n order to increase its investment in the road and bridge infrastructure in
accordance with the plan laid out in the Strategic Investment Plan for the Future of Weld
County. Specific ownership tax is estimated to be $6 ,000,000, down $330,000 from 2012.
Regular HUTF is at $8,040,000 due to people driving less and more fuel efficient vehicles.
However, with the passage of SB09-109, Weld County will receive $1,810,000 from the added
HUTF revenue resulting from this new legislation. Total HUTF will be $9,850,000 the same as
2012. Permit revenues are budgeted at $530,000. Motor vehicle registration fees are $330,000
and grazing fees are $90,000. Oil and gas revenues are $3,000,000.
Federal mineral lease revenues are $800,000 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 2013, the district is
funding $800,000 in oil and g as haul route projects. The $800,000 is budgeted in other
revenues from project reimbursements. PILT is budgeted at $300,000 with the Federal Mineral
Leasing District funding change.
Other revenues from project reimbursements total $3,363,000, which are up $646, 000.
Transportation impact fees are budgeted at $1,392,000. Reimbursements for the intersection of
CR 23/SH 392 project include $921,000 from CDOT, $1,406,472 from NFRMPO, $100,000 from
Severance, and $150,000 from Windsor. There is also an Energy Impact Assistance grant of
$1,000,000 for Phase I of WCR49 and $200,000 for WCR49/22. A HES grant for $610,200 is
funded for the WCR 49/44 intersection project. Severance tax is budgeted at $1,810,000 the
same as 2012. In accordance with the policy adopted by the Board of County Commissioners
in 2010, the severance tax revenue is budgeted at a five year leveling average due to the
fluctuations of the revenue created by the price and pr oduction levels of oil and g as
commodities.
The budgeted appropriations for Public Works in 2013 t otal $39,960,051 up $7,389,803.
Municipal share back is funded at $1,608,300. Budget reflects a 12 percent increase in health
insurance costs. 2013 salary increases are funds for step increases due employees in 2013
and a 2. 5 percent cost of living salary adjustment is included in this budget for a total of
$245,317.
The overall Public Works budget has been impacted $1,525,003 due to the decrease in vehicle
costs. The Other Public Works budget is up $5,899,336 based on the Capital Improvement Plan
(CIP). Project budgets have increased a total of a net $5,685,385 based on the following: An
increase of $2,458,960 based on capital improvement projects for 2013; a reduction of
$1,037,040 in the Haul Route Program (HARP) due to $1,020,000 being moved to Mining for
purchase of gravel materials and $17,040 for a seasonal position; a reduction of $256,075 in the
Strategic Road line item due to anticipated projects for 2013; and a reduction of $215,000 in
Right Of Way Purchases based on 2013 projects. An additional $4,000,000 was added to Other
Purchased Services for Phase I of WCR 49 that will be partially funded by a $1 million Energy
Impact Assistance grant. $800,000 is included for the construction of CR49/CR44 intersection
with $610,200 funded from a HES grant.
274
Pavement Management is funded at a decreased level of $154,584, with $3,100,000 included
for asphalt purchases, and chip and seal of $1,140,000. In the Trucking budget there is an
increase of $407,437 for additional contract hauling in 2013. Overtime in the department has
been reduced where possible. Mining operations are up $1, 726,559 to fund surface gravel,
class 6 materials, and contract crushing of pit materials to accommodate the gravel road needs
and HARP program with the impacts from the oil and gas development. Seasonal staffing is up
$213,951 in order to staff for the 2013 workload. Other operating budgets for road and bridge
maintenance are funded at near the 2012 funding level. With some operational economies to
offset some of the fuel costs the current service level should be able to be maintained with the
funding recommended.
Projects for 2013 include $4,000,000 for Phase I of WCR 49 improvements, which includes the
construction of a bridge over the Cache la Poudre River. An Energy Impact Assistance grant will
fund $1 million of the project. The CR 23 and State Highway 392 construction project
($2,815,000) will be done in partnership with CDOT, Windsor and Severance. Another project is
WCR 55 and S tate Highway 392 ( $400,000). Right-of-way and utility costs include CR 49
($800,000), CR 49/CR44 intersection ($150,000), CR49/CR22 intersection ($100,000), and
CR 5, CR 26 and S tate Highway 66 ( $100,000). Haul Route Projects (HARP) are funded at
$2,962,960. There is another $1,020,000 in Mining for HARP gravel purchases. CR49/CR44
intersection construction is funded at $800,000 with $610,200 funded from a HES grant.
The 2013 P ublic Works Capital Improvements Plan is available on the county web site at
http://www.co.weld.co.us/departments/public works/index.html.
275
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 29-1-110, C.R.S., 1973, at a public hearing on the budget, Weld
County must discuss the proposed use of its allocation of highway users tax fund monies and
the County Public Works Fund and provide an opportunity for any elector to be heard on the
expenditure of such monies for the current year and for the fiscal year governed by the
proposed budget.
The proposed use of the 2013 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition
Maintenance Support
Trucking
TOTAL
$ 6,086,819
1,379,643
2,383,538
$ 9.850.000
276
CONSTRUCTION BIDDING FOR
STATE -FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701 through 707, C.R.S., as amended, cities or counties of
30,000 persons or more are required to bid projects of over $150,000. Local governments are
required to bid competitively among private contractors for projects using Highway Users Tax
Fund money (state funded projects), and are prohibited from dividing projects into two or more
projects to evade provisions of the act.
"State -funded public project" means any construction, alteration, repair, demolition, or
improvement by any agency of local government of any land, structure, facility, road, highway,
bridge, or other public improvement suitable for and intended for use in the promotion of the
public health, welfare, or safety and any defined maintenance project which is funded in whole,
or in part, from the highway users tax fund and which may be reasonably expected to exceed
$150,000 in the aggregate for any fiscal year.
"Defined maintenance project" means any project that involves a s ignificant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other
public improvement, including, but not limited to, repairing or seal coating of roads or highways
or major internal or external reconstruction or alteration of existing structures. "Defined
maintenance project" does not include routine maintenance activities such as snow removal,
minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads,
repainting, replacement of floor coverings, or minor reconstruction or alteration of existing
structures.
Based upon the above definitions, Weld County's Public Works 2013 budget would be allocated
as follows by the above categories:
Bridge Construction
Maintenance of Condition
Maintenance Support
Trucking
Mining
Administration
Pavement Management
Municipalities
Public Works:
Miscellaneous
Strategic Roads
Haul Route Program (HARP)
Part-time
Contract
TOTAL
TOTAL
$ 3,197, 856
6,086,819
1,379,643
4,426,666
3,246,116
729,791
5,640,377
1,608,300
150,000
1,150,000
2,962,960
941,523
8,440,000
$39.960.051
HUTF STATE
$ 0
6,086,819
1,379,643
2,383,538
0
0
0
0
LOCAL/OTHER
$ 3,197,856
0
0
2,043,128
3,246,116
729,791
5,640,377
1,608, 300
0 150,000
0 1,150,000
0 2,962,960
0 941,523
0 8,440,000
$ 9.850.000
$30.110.051
Based upon the above allocation, Weld County is not required to competitively bid any service.
However, it is anticipated that Weld County will bid out $3,100,000 in asphalt purchases and
contracts for overlays and reconstruction, and chip and seal of $1,140,000, for a total of
$4,240,000 in bid projects for 2013. A major portion of the $1,150,000 earmarked for Strategic
Roads and $8,440,000 for contracts may also be contracted, which raises the potential bid
project amount to $13,830,000 Maintenance of effort requirement was eliminated by the 1994
State Legislature, effective with the 1995 budget; therefore, it is not demonstrated in this budget
document.
277
PUBLIC WORKS
SUMMARY OF REVENUES
2013
Fund Org Acct
2000 90100 4112
2000 90100 4130
2000 90100 4140
Account Title
TAXES
CURRENT PROPERTY TAXES
SPECIFIC OWNERSHIP TAXES
SEVERANCE TAXES
TOTAL TAXES
PERMITS
2000 90100 4221 PERMITS
2000 90100 4316
2000 90100 4318
2000 90100 4334
2000 90100 4338
2000 90100 4340
INTERGOVERNMENTAL
GRAZING ACT
PAYMENT IN LIEU OF TAXES
HIGHWAY USER
MOTOR VEHICLE REG
GRANTS
TOTAL INTERGOVERNMENTAL
OTHER
2000 90100 4640 ROYALTIES
2000 90100 4680 OTHER
TOTAL OTHER
TOTAL PUBLIC WORKS
2012
Budget
6,987,191
6,330,000
1,810,000
2013
Request
9,000,000
6,000,000
1,810,000
2013
Recommend
9,000,000
6,000,000
1,810,000
201:
Fina
15,127,191
400,000
16,810,000
530,000
90,000 90,000
20,000 300,000
9,850,000 9,850,000
390,000 330,000
0 3,216,672
10,350,000 13,786,672
16,810,000
530,000
90,000
300,000
9,850,000
330,000
3,216,672
13,786,672
0 3,000,000 3,000,000
2,717,000 3,363,000 3,363,000
2,717,000 6,363,000 6,363,000
28,594,191 37,489,672 37,489,672
278
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2013
nd Oro
30100
32100
32200
32300
32400
32500
32600
) 32700
56200
) 99999
Expenditure Function
ADMINISTRATION
TRUCKING
MOTORGRADER
BRIDGE
MAINTENANCE SUPPORT
OTHER PUBLIC WORKS
MINING
PAVEMENT MANAGEMENT
CITIES AND TOWNS
SALARY CONTINGENCY
TOTAL PUBLIC WORKS
2012 2013 2013 2013
Budget Request Recommend Final
716,934
3,932,886
6,222,786
3,771,844
1,420,458
7,745,147
1,543, 597
5,763,656
1,452,940
0
706,979 706,979
4,340,323 4,340,323
5,998,257 5,998,257
3,163, 091 3,163, 091
1,374,073 1,374,073
13, 644,483 13,644, 483
3,270,156 3,270,156
5,609,072 5,609,072
1,608, 300 1,608,300
245,317 245,317
0
0
0
0
0
0
0
0
0
0
32,570,248 39,960,051 39,960,051 0
279
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 9,494,854
$ 9,988,804
$ 10,636,839
$ 10,636,839
Supplies
6,019,128
5,498,260
7,687,095
7,687,095
Purchased Services
12,096,861
16,744,899
21,590,117
21,590,117
Fixed Charges
637,227
338,285
46,000
46,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 28,248,070
$ 32,570,248
$ 39,960,051
$ 39,960,051
Revenue/Fund Bal.
-21,275,787
-25,583,067
30,960,051
30,960,051
Net County Cost
$ 6,972,283
$ 6,987,181
$ 9,000,000
$ 9,000,000
Budgeted Positions
137 '
137
141
141
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
280
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works, as necessary;
coordinates complaints; and maintains cost accounting records on projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 534,198
$ 572,066
$ 572,066
$ 572,066
Supplies
33,866
33,500
33,500
33,500
Purchased Services
159,937
111,368
101,413
101,413
Fixed Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 726,906
$ 716,934
$ 706,979
$ 706,979
Revenue
0
0
0
0
Net County Cost
$ 726,906
$ 716,934
$ 706,979
$ 706,979
Budgeted Positions
7
7
7
7
SUMMARY OF CHANGES: Purchased Services decreased $9,955 due to decreased vehicle
costs for 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
281
ADMINISTRATION
(CONTINUED)
2000-30100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Perform administrative duties with less
than 1% error
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
95%
.270
$2.80
95% 95%
.263
$2.69
.258
$2.61
Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the
Public Works Department.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW1-1:
Accurately
monitor and report
activities of the
department
Perform duties with less than 1% errors,
90% of the time
100%
100%
100%
282
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100
DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and
transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile
sites, and capital improvement projects with 33 full time employees, 14 assigned truck tractors
and trailers, 4 loaders, 6 dump trucks and 3 water trailers. This department is responsible for
organizing and supervising the County Community Service Work Program and operational
supervision and management of the trucking contract.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,973,273
$ 2,124,754
$ 2,124,754
$ 2,124,754
Supplies
6,510
7,000
7,000
7,000
Purchased Services
1,765,358
1,801,132
2,208,569
2,208,569
Fixed Charges
-963
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,744,178
$ 3,932,886
$ 4,340,323
$ 4,340,323
Revenue
0
0
0
0
Net County Cost
$ 3,744,178
$ 3,932,886
$ 4,340,323
$ 4,340,323
Budgeted Positions
f 33
33
33
33
SUMMARY OF CHANGES: Purchased Services increased a total of $407,437 for contract
trucks to haul material which will be paid from Contract Payments in the amount of $657,776,
and a decrease in the Vehicle Expense account in the amount of $250,339.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
283
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.27
1.24
$18.28 $17.82
1.21
$16.04
Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and asphalt road
construction and overlay projects. Clear paved roads of snow and ice.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW5-1: Operate
within budget
limits
95% of the time operate within established
budget guidelines; emergencies, e.g.
weather, etc. excepted
Yes
Yes
Yes
TPW5-2:
Complete annual
gravel plan
100% of scheduled gravel plan
accomplished annually
100%
100%
100%
TPW5-3: Respond
to calls for service
within 24 hours
100% of service calls responded to within 24
hours
100%
100%
100%
284
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Motor Grader - - 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 40 motor graders, 31 grader zones, 20 g rader
stations, one fugitive dust team, and two roving maintenance teams, responsible for the upkeep
of gravel roads in Weld County (approximately 2,500 miles).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,829,892
$ 3,025,401
$ 3,026,557
$ 3,026,557
Supplies
492,228
541,750
857,300
857,300
Purchased Services
2,672,960
2,414,250
2,114,400
2,114,400
Fixed Charges
479,756
241,385
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,474,836
$ 6,222,786
$ 5,998,257
$ 5,998,257
Revenue
0
0
0
0
Net County Cost
$ 6,474,836
$ 6,222,786
$ 5,998,257
$ 5,998,257
Budgeted Positions
46
46
46
46
SUMMARY OF CHANGES: Personnel Services increased $1,156 based on ant icipated
overtime costs. Supplies increased $315,550 due to an increase in dust palliative chemicals to
be placed in 2013.
Purchased Services decreased $299,850 due to a drop in vehicle expenses of $313,050, offset
by a $13, 200 increase in Utilities for propane to heat the grader stations. Fixed Charges
decreased $241,385 due to a decrease in monthly lease payments for ten leased motor
graders.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
285
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.77 1.73
$26.46 $25.79
1.69
$22.17
Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW4-1: Spread
gravel per annual
gravel plan
100% of gravel plan accomplished annually
Yes
Yes
Yes
TPW4-2: Perform
surface
maintenance on
gravel roads
80% of surface maintenance schedule
accomplished annually
Yes
Yes
Yes
TPW4-3: Respond
to keep
Department of
Defense roads
open during snow,
construction events
100% of Air Force road maintenance done
annually
Yes
Yes
Yes
TPW4-4: Respond
to service calls
within 5 days to
acknowledge
concern for the
caller
95% of the time. Contact or resource
commitment will be made.
Yes
Yes
Yes
286
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: This unit consists of 28 full time employees and 14 seasonal
positions, with over $5 million of reportable equipment. I t is organized as a B ridge section,
Construction section, and Drainage section which perform a variety of tasks in those areas.
This unit also supports snow and ice control and conducts tree removal on county rights -of -way.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,784,829
$ 1,881,404
$ 1,920,521
$ 1,920,521
Supplies
669,128
537,650
510,550
510,550
Purchased Services
1,370,996
1,257,790
686,020
686,020
Fixed Charges
100,261
95,000
46,000
46,000
Capital
0
0
0
0
Gross County Cost
$ 3,925,214
$ 3,771,844
$ 3,163,091
$ 3,163,091
Revenue
0
0
0
0
Net County Cost
$ 3,925,214
$ 3,771,844
$ 3,163,091
$ 3,163,091
Budgeted Positions
27
27
28
28J
SUMMARY OF CHANGES: Personnel Services increased a total of $39,117 due to moving
one full-time employee to the position of Lead Worker at a cost of $1,400; promoting one
seasonal to a full-time PW Service Worker II -Ill at a cost of $37,467; and a $250 increase for
outerwear reimbursement for the one seasonal employee promoted to full-time.
Supplies decreased a total of $27,100 due to a reduction of Uniform and Clothing for one
seasonal promoted to full-time in the amount of $150, an increase of $20,850 for Other
Operating Supplies based on anticipated needs for 2013, and a decrease of $47,800 in Cost of
Goods Sold based on anticipated projects for 2013.
Purchased Services decreased $571,770 due to a reduction of $142,500 in Other Professional
Services as tree trimming is now funded from the Weed budget (1000-26100), and an decrease
of $430,270 in vehicle expense. The decreases were offset with a $1,000 increase in Contract
Payments for anticipated water and dus t control for construction projects. Fixed Charges
decreased $49,000 based on anticipated equipment rental needs for 2013.
287
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Personnel
changes are justified based upon project workload.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.07
1.05
$14.43 $14.07
1.03
$11.69
GoalTPW3: To repair and replace bridges, construct capital improvement projects, assist with snow removal
on road system and county parking lots, install and replace culverts and cattle guards and perform tree
removal/trimming in county rights of way.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Complete all
construction
projects by the end
of the year or as
scheduled
100% of construction projects completed
by the end of the year with 75% of them
completed within established timelines
Yes
Yes
Yes
Respond to service
calls within 24
hours of receipt
100% of the time service calls will be
responded to within 24 hours
97%
98%
98%
Maintain bridge
system with less
than 10% restricted
bridges
100% less than 10% restricted bridges,
100% scheduled critical repair of bridges
within one year of discovery
Yes
Yes
Yes
Snow removal
from county
parking lots in
business park and
Human Services
100% of the time accomplish task. If
task cannot be accomplished due to the
amount of snow or other conditions,
provide information to decision makers.
99%
99%
99%
288
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400
DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of
signs, barricades, construction project signing, and roadway striping county -wide. Conducts
routine and sustained snow removal operations as needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 629,609
$ 631,654
$ 632,254
$ 632,254
Supplies
500,127
554,710
559,195
559,195
Purchased Services
179,202
234,094
182,624
182,624
Fixed Charges
1,715
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,310,653
$ 1,420,458
$ 1,374,073
$ 1,374,073
Revenue
0
0
0
0
Net County Cost
$ 1,310,653
$ 1,420,458
$ 1,374,073
$ 1,374,073
Pudgeted Positions
9
9
L 9
9
SUMMARY OF CHANGES: Personnel Services increased $600 for anticipated overtime costs.
Supplies increased a total of $4,485 based on a $4,335 increase in Road Construction Supplies
to fund sand and ice slicer for snow removal, and a $150 increase for outerwear reimbursement
for one additional seasonal employee. Purchased Services decreased $51,470 due a drop in
vehicle expenses.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
289
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.347
$5.68
.338
$5.54
.332
$5.08
Goal TPW6: Assure safe travel for the general public by maintaining clearly marked and signed roads and
bridges; assist in plowing of snow from county parking lots and roads; install and maintain snow fence in
selected areas of the county.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW6-l: Respond
to service calls
within 24 hours of
receipt
100% of service calls will be responded to
within 24 hours
100%
100%
100%
TPW6-2: Respond
and place
temporary stop
signs
100% of the time
100%
100%
100%
TPW6-3: Replace
warning advisory
and regulatory
signs
100% of the time
100%
100%
100%
TPW6-4:
Schedule road line
painting
Centerline
Shoulder line
100% of the time
100% of the 50%
100%
100%
100%
290
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All
contract payments for bridge grants and road construction projects are included in this budget
unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 732,182
$ 727,572
$ 941,523
$ 941,523
Supplies
0
0
0
0
Purchased Services
1,950,928
7,017,575
12,702,960
12,702,960
Fixed Charges
54,058
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,737,168
$ 7,745,147
$ 13,644,483
$ 13,644,483
Revenue
0
0
0
0
Net County Cost
$ 2,737,168
$ 7,745,147
$ 13,644,483
$ 13,644,483
Budgeted Positions
I n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Personnel Services increased a total of $213,951 to better reflect
actual costs for the seasonal budget and the breakdown is as follows: an increase of $163,534
for Salaries; a r eduction of $4,500 in Overtime; a $12 ,000 increase for Unemployment
Insurance; an increase of $46,672 for Health Insurance; a reduction of $3,055 in FICA taxes;
and a decrease of $700 for Medicare.
Purchased Services increased a total of $5,685,385 based on the following: Elimination of
Other Purchased Services which is now funded from the Engineering budget (1000-31100) in
the amount of $7,500; an increase of $2,458,960 based on capital improvement projects for
2013; a reduction of $1,037,040 in the Haul Route Program (HARP) due to $1,020,000 being
moved to Mining for purchase of gravel materials and $17,040 for a seasonal position; a
reduction of $256,075 in the Strategic Road line item due to anticipated projects for 2013;
Elimination of Machinery and Equipment Rental in the amount of $75,000 as this is now funded
from the Engineering budget (1000-31100); and a r eduction of $215,000 in Right Of Way
Purchases based on 2013 projects. An additional $4,000,000 was added to Other Purchased
Services for Phase I of WCR 49 that will be partially funded by a $1 million Energy Impact
Assistance grant. $800,000 is included for the construction of WCR49/WCR 44 intersection with
$610,200 funded from a HES grant.
291
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
SUMMARY OF CHANGES (Continued): Projects for 2013 include $4,000,000 for Phase I of
WCR 49 improvements, which includes the construction of a bridge over the Cache la Poudre
River. Energy Impact Assistance grant will fund $1 million of the project. The WCR 23 and State
Highway 392 construction project ($2,815,000) will be done in partnership with CDOT, Windsor
and Severance. Another project is WCR 55 and State Highway 392 ($400,000). Right-of-way
and utility costs include WCR 49 ($800,000), WCR 49/WCR44 intersection ($150,000), WCR
49/WCR22 intersection ($100,000), and WCR 5, WCR 26 and State Highway 66 ($100,000).
Haul Route Projects (HARP) are funded at $2,962,960. There is another $1,020,000 in Mining
for HARP gravel purchases. WCR49/WCR 44 intersection construction is funded at $800,000
with $610,200 funded from a HES grant.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Board has
approved the above projects as part of the Five Year Capital Improvements Plan. The increase
for seasonal staffing is justified due to the workload of the projects.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Abutments
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
11
12 12
0 0
$38.84 $37.86
0
$50.42
292
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county -owned quarries.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 361,659
$ 329,707
$ 329,707
$ 329,707
Supplies
1,042,921
686,250
2,582,000
2,386,400
Purchased Services
612,962
525,740
358,449
554,049
Fixed Charges
600
1,900
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,018,142
$ 1,543,597
$ 3,270,156
$ 3,270,156
Revenue
0
0
0
0
Net County Cost
$ 2,018,142
$ 1,543,597
$ 3,270,156
$ 3,270,156
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Supplies increased $1,895,750 to fund surface gravel, class 6
materials, and contract crushing of pit materials from the Road Construction and HARP line
items. Purchased Services decreased $167,291 based on anticipated vehicle expenses. Fixed
Charges decreased $1,900 for the rental of equipment.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
293
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.193
.188
$11.06 $10.78
.184
$12.08
Goal TPW2: To perform mining, crushing, and screening of aggregate materials and recycled asphalt.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW2-1:
Complete
scheduled
crushing and
screening
requirements
100% of scheduled production
Yes
Yes
Yes
TPW2-2: Follow
Mining Safety and
Health (MSHA)
guidelines and
directives
100%, provide detailed explanation of any
write-ups or discrepancies
No
Yes
Yes
294
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700
DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching,
potholes, and paving operations. Responsible for pavement testing, concrete curb and gutter,
crack fill, seal coat, and gravel shoulder improvements, as well as snow removal operation as
needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 649,212
$ 696,246
$ 844,140
$ 844,140
Supplies
3,274,348
3,137,400
3,137,550
3,137,550
Purchased Services
1,756,470
1,930,010
1,627,382
1,987,582
Fixed Charges
2,895
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 5,682,925
$ 5,763,656
$ 5,609,072
$ 5,969,272
Revenue
0
0
0
0
Net County Cost
$ 5,682,925
$ 5,763,656
$ 5,609,072
$ 5,969,272
Budgeted Positions
10
10
13
13
SUMMARY OF CHANGES: Personnel Services increased $147,894 for two PW Service
Workers II positions ($89,831), and one Lead Worker ($58,063) to replace slurry seal with chip
seal program. Supplies increased $150 for outerwear reimbursement for additional employees.
Purchased Services decreased $302,628 due to decrease in the Vehicle Expense line item.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The cost analysis
done in June comparing in-house chip seal using county forces versus contracted slurry seal
demonstrated it is more cost effective to do the chip seal in-house by adding the three additional
staff. The Board has concurred with the study results and the recommendation to add three
positions in this budget.
BOARD ACTION:
295
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
Work Outputs
Lane miles mowed annually
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
362.25 700 700
.385 .376 .480
$22.44 $21.87
$20.73
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.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW7-1: Respond
to calls for service
100% of the time to repair or schedule
100%
100%
100%
TPW7-2: Perform
scheduled paving
and milling
operations
100% of schedule met or explained
100%
100%
100%
TPW7-3: Prepare
assigned contract
bids and documents
100% of the time
100%
100%
100%
TPW7-4: Assure
paved roads are
maintained and
evaluated in
accordance with
established GASB
standards and
reporting
requirements
Maintain following standards for paved
roads:
70% rated good
25% rated fair
5% rated poor
69%G
30%F
1%P
66%G
33%F
1%P
68%G
31%F
1%P
TPW9-2: Mowing
Operations
95% accuracy 100% of the time
95%
95%
95%
296
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C.R.S., 1973,
50 percent of the mill levy collected by the County on as sessed values within incorporated
municipalities to maintain county roads is paid to municipalities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
1,628,048
1,452,940
1,608,300
1,608,300
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,628,048
$ 1,452,940
$ 1,608,300
$ 1,608,300
Revenue
0
0
0
0
Net County Cost
$ 1,628,048
$ 1,452,940
$ 1,608,300
$ 1,608,300
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget is based upon t he final assessed value of the
municipalities with the 2013 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
297
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue/Fund
Balance
$ 25,892,917
$ 21,607,000
$ 28,489,672
$ 28,489,672
Net County Cost
$ 6,972,283
$ 6,987,191
$ 9,000,000
$ 9,000,000
Budgeted Positions
n/a
n/a r n/a
n/a
SUMMARY OF CHANGES: The resources for 2013 total $65,489,672, which includes a fund
balance of $28,000,000, in addition to the revenue shown in the budget. Property tax is set at
$9,000,000. Specific ownership tax is estimated to be $6,000,000, down $330,000 from 2012.
Regular HUTF is at $8,040,000 due to people driving less and m ore fuel efficient vehicles.
However, with the passage of SB09-109, Weld County will receive $1,810,000 from the added
HUTF revenue resulting from this new legislation. Total HUTF will be $9,850,000 the same as
2012. Permit revenues are budgeted at $530,000. Motor vehicle registration fees are $330,000
and grazing fees are $90,000. Oil and gas revenues are $3,000,000.
Federal mineral lease revenues are $800,000 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 2013, the district is
funding $800,000 in oil and g as haul route projects. The $800,000 is budgeted in other
revenues from project reimbursements. PILT is budgeted at $300,000 with the Federal Mineral
Leasing District funding change.
Other revenues from project reimbursements total $3,363,000, which are up $646, 000.
Transportation impact fees are budgeted at $1,392,000. Reimbursements for the intersection of
CR 23/SH 392 project include $921,000 from CDOT, $1,406,472 from NFRMPO, $100,000 from
Severance, and $150,000 from Windsor. There is also an Energy Impact Assistance grant of
$1,000,000 for Phase I of WCR49 and $200,000 for WCR49/22. A HES grant for $610,200 is
funded for the WCR 49/44 intersection project. Severance tax is budgeted at $1,810,000 the
same as 2012. In accordance with the policy adopted by the Board of County Commissioners
in 2010, the severance tax revenue is budgeted at a five year leveling average due to the
fluctuations of the revenue created by the price and pr oduction levels of oil and g as
commodities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
298
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$ 245,317
$ 245,317
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
$ 245,317
$ 245,317
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$ 245,317
$ 245,317
Budgeted Positions
n/a
n/a
r n/a
n/a
SUMMARY OF CHANGES: Budget reflects a 12 percent increase in health insurance costs.
2013 salary increases are a policy issue for the Board, but there are funds for step increases
due employees in 2013 and a 2.5 percent contingency salary amount included in this budget.
Funds for short term disability insurance to replace the sick leave bank are included. There are
no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION:
299
300
SO1AL SRV1CS
FI'tNt
SOCIAL SERVICES
Revenue Changes
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Property taxes
Federal/State
Fund Balance
2013 Revenue
Total $29,309,580 (2012 $28,372,167)
Fund Balance
$3,500,000
12%
Property taxes
$6,500,000
22%
Federal/State
$19,309,580
66%
301
SOCIAL SERVICES
2013 Expenditures
Total $27,309,100 (2012 $26,697,167)
Child Welfare
$12,530,000 46%
Core Services
$328,000 1%
TANF $2,678,000
10%
Miscellaneous
$891,500 3%
AND $20,000 0%
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Day Care
Child Support $916,000 3%
Admin $3,125,000
12%
.�P
LEAP $225,600
1%
Administration
$6,595,000 24%
Expenditure Changes
302
SEVEN YEAR TREND
Social Services
$29
$28
$27
$26
z
O
J
J
$25
$24
$23
$22
2007 2008
2009
2010 2011 2012 2013
303
SOCIAL SERVICES FUND SUMMARY
Weld County Department of Human Services continues to face challenges created by the
economic downturn, the uncertainties of continued adequate funding for programs, and the
reporting requirements associated with the programs we administer.
The total Social Services Fund budget is $27,309,100. The programs are funded by property
tax of $6,500,000, state and federal funds of $19,227,417, 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.
Food Assistance caseloads have been increasing substantially for several years. During 2011,
they increased by nearly 15% over 2010 I eveis. However, they appear to have reached a
plateau during the first few months of 2012. Other assistance programs administered by the
Department, such as LEAP, Aid to the Needy -Disabled, Old Age Pension, and Child Care have
been following a similar trend. Medicaid caseloads continue to grow as efforts at the Federal
and State level emphasize the increase of access to these services. As Colorado implements
Health Care Reform legislation, the Department's role in administering eligibility determination to
the program could change, significantly.
CBMS continues to impact the productivity of staff and create delays in the delivery of payments
and benefits for Food Assistance, Medicaid, Colorado Works, and State -Only Programs. Many
of the inefficiencies creating these delays are being resolved. However, the inefficiencies that
remain continue to impact the time required to process cases and the number of cases in
pending status. The State Fiscal Year 2012-13 Long A ppropriation Bill includes significant
funding to modify the structure of the CBMS system. Weld County remains hopeful that these
modifications will rectify some of the issues created by the system. In the meantime, we have
identified changes to our internal practices that have enabled us to deliver services in more
timely and accurate ways, and will continue to identify practice and policy changes that will
further this effort.
The settlement agreement of a lawsuit, impacting all counties in Colorado, identifies goals that
counties must meet in processing applications for assistance through the CBMS system in a
timely manner. Weld County is achieving the goals set forth in that agreement and continually
surpasses the state-wide average for timeliness. While our ultimate goal, of course, is to
process 100% of applications timely, our average processing time has improved by 15% over
the past year, and now exceeds 90%.
For the first time in several years, Weld County will be starting the Fiscal Year with a s mall
amount of TANF County Reserve, which will serve to insulate us, to some extent, from the
requirement to use county -only funds in covering Child Welfare, Child Care, and C olorado
Works over -expenditures. The requirements of Senate Bill 08-177 have increased the
percentage of our Colorado Works allocation that is expended on Basic Cash Assistance. We
are advocating for rule and I egislative changes that will enable us to better manage our
allocation and the appropriate delivery of services to clients.
Quality day care, at an affordable cost, will continue to be a challenge for working families to
obtain. The Department continues to develop methods of providing appropriate reimbursement
to providers, being careful to not monopolize the market. The upgraded version of the CHATS
system continues to provide challenges for program and fiscal staff. Weld County has worked
closely with providers to encourage practices that result in accurate and timely reimbursement
304
for services and provide reliable information concerning the need for services. Expenditures for
services have declined, significantly, in many counties within the State. Weld County's
expenditures have remained fairly constant, possibly due to the fact that many of the program
integrity measures that the new system has brought about were already being practiced in Weld
County, prior to the implementation of the new system.
Weld County's efforts toward early intervention in Child Welfare involvements is beginning to
produce positive outcomes, both in our outcome tracking measures and in our ability to control
expenditures. Our caseworkers are regularly recognized for the accuracy and thoroughness of
their case files. Although referrals to the Department continue to increase by approximately
3.3% per year, the number of cases that ultimately result in intrusive and costly out -of -home
placements has decreased by 7.5% over the past two years, as more families are diverted to
treatment and training services in an effort to keep them intact. The Child Welfare Allocations
Committee voted to restore the allocation methodology that was in place prior to 2008 and to
establish an allocation method for Core Services (Family Preservation) funding for the first time
since its inception. These changes will result in an appr oximate increase to Weld County's
allocations of $3 million, which will enable us to better utilize the resources available to provide
these services to the citizens of Weld County.
305
SOCIAL SERVICES FUND
ESTIMATED REVENUE
2013
County Administration
Other Programs
Child Support Administration
TANF-Colorado Works
Aid to the Needy Disabled
Child Care
Old Age Pension
Child Welfare
Core Services
LEAP
General Assistance
Sub -Total
Federal/State Reimbursement
Claims Collection Incentives
TANF Adjustment
Child Support Incentives
Usage of Deferred Revenues
Sub -Total Revenue
Potential Use of Fund Balance
County Property Tax
Total Revenue
FEDERAL
AND STATE COUNTY TOTAL
$ 4,100,000 $ 2,495,000 $ 6,595,000
545,000 295,000 250,000
2,300,000 825,000 3,125,000
1,192,917 1,485,083 2,678,000
0 20,000 20,000
400,000 516,000 916,000
111,500 10,000 121,500
8,800,000 3,730,000 12,530,000
128,000 200,000 328,000
200,000 25,600 225,600
450,000 70,000 520,000
$18.227.417
$ 18,227,417
185,442
702,389
194,332
0
$ 19,309,580
1,499,520
6,500,000
$ 27.309.100
$9.081.683 $27.309.100
306
DEPARTMENT OF SOCIAL SERVICES
MANDATED FEDERAL
AND STATE PROGRAMS
Assistance Payment Programs: Most assistance payment programs are mandated by the
federal or state government. Consequently, local government is limited as to what can be done
to reduce costs from these programs.
Federally State
Mandated Mandated
Temporary Assistance to Needy Families - Colorado Works X X
Aid to the Needy Disabled X
Low Income Energy Assistance Program X X
Old Age Pension X
General Assistance* Optional Optional
State law allows counties the option of having a general assistance
program and, if established, to determine the benefit level.
Social Service Programs: Social service programs administered by the department are
mandated by federal or state law; however, local governments have a hi gher degree of
managerial flexibility with these programs.
Federally State
Mandated Mandated
Child Protection - Casework Services
Youth Services - Casework Services
X
X
X
X
Administration: Costs associated with administration include compensation for direct services
through caseworkers, technicians and support staff. In addition, overhead such as rent, utilities,
travel, supplies, and e quipment are funded through administrative allocations. T he State
establishes administrative allocations and reimburses at various rates depending on the type of
expenditure and program. Expenditures greater than allocation are not guaranteed to be
reimbursed. Generally, they are at least partially reimbursed through the use of transferred
TANF funds, surplus distribution, or Federal pass-thru revenues.
307
SOCIAL SERVICES
SUMMARY OF REVENUES
2013
Fund Org Acct
Account Title
2012
Budget
2013
Request
2013
Recommend
2013
Final
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
2100 42700
2100 42110
2100 42111
2100 42115
2100 42200
2100 42365
2100 42375
2100 42380
2100 42410
2100 42415
2100 42610
INTERGOVERNMENTAL
4320 FEDERAL GRANTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
TOTAL INTERGOVERNMENTAL
TOTAL SOCIAL SERVICES
9,995,400
573,000
4,200,000
1,150,000
180,000
2,400,000
863,267
570,000
130,000
6,115,000
205,000
315,500
6,500,000
450,000
4,100,000
1,082,163
545,000
2,300,000
1,192,917
400,000
111,500
8,800,000
128,000
200,000
6,500,000
450,000
4,100,000
1,082,163
545,000
2,300,000
1,192,917
400,000
111,500
8,800,000
128,000
200,000
16,701,767
26,697,167 25,809,580 25.809,580
19,309,580 19,309,580
308
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2013
2012 2013 2013 2013
Ind Orq Expenditure Function Budget Request Recommend Final
0 42110 ADMINISTRATION -REGULAR 6,050,000 6,595,0006,595,000 0
0 42115 OTHER PROGRAMS 180,000 250,000 250,000 0
0 42200 CHILD SUPPORT ADMINISTRATION 3,065,000 3,125,000 3,125,000 0
0 42365 COLORADO WORKS 2,348,350 2,678,000 2,678,000 0
0 42370 NEEDY AND DISABLED 20,000 20,000 20,000 0
0 42375 DAYCARE&ADMINISTRATION 1,114,917 916,000 916,000 0
0 42380 OLD AGE PENSION 140,000 121,500 121,500 0
0 42410 CHILD WELFARE & ADMINISTRATION 12,226,000 12,530,000 12,530,000 0
0 42415 PLACEMENT ALTERNATIVE CARE 410,000 328,000 328,000 0
0 42610 LEAP ADMINISTRATION & OUTREACH 515,500 225,600 225,600 0
0 42700 GENERAL ASSISTANCE 627,400 520,000 520,000 0
TOTAL SOCIAL SERVICES 26,697,167 27,309,100 27,309,100 0
309
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 19,089,005
$ 18,900,000
$ 20,753,000
$ 20,753,000
Supplies
218,734
340,000
566,600
566,600
Purchased Services
7,606,792
7,240,400
6,033,500
6,033,500
Fixed Charges
974,277
965,267
800,000
800,000
Capital
0
0
0
0
Contra Expense
-677,682
- 748,500
-844,000
-844,000
Gross County Cost
$ 27,211,126
$ 26,697,167
$ 27,309,100
$ 27,309,100
Revenue
19,192,721
16, 787,167
19,309,580
19,309,580
Net County Cost
$ 8,018,405
$ 9,910,000
$ 7,999,520
$ 7,999,520
Budget Positions
309
309
p 301.5
301.5
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the social Services Fund Summary.
310
STRATEGIC AREA: HUMAN SERVICES
Goal HHSI: "To continuously strengthen services and support innovation that leads to a culture that empowers people to
improve their quality of life."
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS1-l: Increase quality
Implement continuous improvement system
Develop and/or refine methodology to gather
of work
to accomplish the following: Analyze
statistics in order to establish baselines against which
current processes to determine if they are
performance will be measured in future years.
achieving expected outcomes; develop
Certain Divisions of the Department were able to
remedies and improvements; deploy follow
define their methodology in 2010-2011 and will
up tracking system measuring the
effectiveness of improvements; reduce the
refine it in 2013.
duplication of services provided to customers
Continuous improvement system designed and
requiring wrap around services; train service
coordinators to provide upfront
implemented within DHS.
departmental -wide coordinated services.
Initial improvement teams launched addressing four
key opportunities for improvement.
Goal HHS2: Develop & deploy consistent performance management approaches across the Human Services Department
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-l: Increase
retention of quality staff
Identify existing performance management
approaches within Human Services to
include individual department approaches,
County approaches, and different
performance management philosophies and
styles within Human Services.
Statistically valid retention baseline developed
using several past years to determine trends.
- Used to gauge realistic and appropriate
retention levels within DHS
HHS2-2: Increase
fulfillment of promotion
opportunities
Research Baldrige Category 5 (Workforce
Focus) and implement "best practice"
concepts to include factors affecting
employee satisfaction and engagement, staff
development, supervisory development,
employee safety and well-being, morale,
motivation and teamwork.
By the end of 2012 all employees will have
professional development plans incorporated and
addressed within their formal evaluation system.
311
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-3: Viable
Assess capacity and staffing levels to
Upper level DHS organization structure evaluated
succession plans created
across the Department
administer system.
and assessed.
Develop and deploy follow up tracking
system measuring the effectiveness of the
Human Services Department Human Capital
Management efforts.
Define how employees are measured.
Fully implement new County performance
management system.
Implement and perfect performance appraisal
system.
Train supervisors and staff on how to use the
new performance appraisal system.
Identifying current practices used for
measuring employee performance, best
practices and standards are set to reflect Core
Values.
Develop a uniform approach for performance
management and evaluation that contains
standards as dictated by job descriptions. .
Develop employee measurements based job
standards and assessments that will be
defined and implemented in the County
performance management system.
HHS2-4: Team culture
Develop and deploy continuous training and
Increase employee core knowledge of all
developed across the board
job sharing opportunities (using creative
departments across Human Services.
within the Department of
technological options) that will help improve
Human Services
organizational knowledge, job performance
and core values.
312
Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human Services
Department.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS3-1: Improved
customer and stakeholder
access to DHS program
information and services
Implement the best methods to communicate
with clients, stakeholders and other agencies
to include using the intranet; newsletter, web
page; email or newsletters.
Implement the best methods to review policy
with the County Commissioners;
communicate with County departments; the
best methods to communicate with the rest of
the County.
Develop a process to share positive
information with the community. Greater
emphasis will be placed on positive outcomes
of the services provided by Human Services
and statistics that point to success, the image
of the department could be enhanced and
could improve relationships that are
considered confrontational.
An improved Human Services' website that
provides more program -related information
including qualification details could help
customers identify eligibility even before coming
into Human Services.
Increased and measureable use of the PEAK
system that enables customers to apply for benefits
on-line.
ITHS3-2: Ensure all DHS
staff are fully engaged in
the communications loop
Create team backups from each division to
maintain continuity.
Form staff driven improvement teams.
Train staff members on project management
and process improvement methodologies that
will be used during the process.
Conduct research around the following: The 5
most important methods to communicate info
in HS; Communication methods that are
currently working and methods not working;
The best way to attain the voice of all staff.
Top five internal communication methods for DHS
identified and validated.
Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that may
impact the Department of Human Services.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS4-l: Increased
preparedness to handle
future contingencies
Develop & assess budget.
Formulate program projections based on
increased demand.
Identify mandatory program commitments.
Identify discretionary programs.
Forecast shell created through identified reports
and data that predict future trends and needs.
Developing Management Reports that will provide
fiscal data, useful for decision -making, across all
programs. Several programs are now being piloted
for refinement of format.
313
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS4-2: Increased
Explore ramifications of child welfare 90/10
DHS revenue generating sources compiled.
flexibility and agility in
to 80/20 switch.
meeting future customer
Cost Containment / Revenue Maximization
demands
Conduct scenario planning addressing the
strategies were identified, evaluated and, where
following: What can be cut first; the
feasible, implemented during 2010 and 2011. The
consequences; the potential alternative
Department has identified four additional
funding strategies and the business case in
strategies for 2013 that are reflected in the budget
supporting individual programs compared to
others.
narrative.
Identify "big ticket" items that must be
supported.
HHS4-3: Enhanced DHS
Form staff driven Continuity of Operations
Continuity of Operation Plan will have been
emergency preparedness
project planning team.
implemented and revised as appropriate and all
staff will participate in and be aware of the plan.
Develop and deploy Continuity of Operations
Plan.
Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service programs to any
person inside and outside of the organization on a continuous basis
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-1: County
Commissioners and other
stakeholders understand
the tangible value that
Weld County Human
Services provides to the
local community
Increase awareness of DHS programs and
services.
Enhance image of DHS programs and
services.
Development and implantation of the
recommendations of the O1 Group for the
reorganization of the Service Delivery Entry
Points to Human Services.
Individual DHS division education and promotion
plans developed that includes the Department's
mission, vision and purpose.
HHS5-2: High level
connections can be
demonstrated from the
services that each team
provides to any family
Analyze coordinated services within a
targeted group of customers and identify what
everyone is gathering.
Expand coordinated service analysis after
targeted group analysis and construct ethics
guidelines regarding the information used in
conjunction with the coordinated service
analysis.
Determine what finding sources and
tracking/reporting are potential barriers and
explored possible resolutions.
Organizational report card shell designed.
314
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-3: Effective
Build organizational report card: Benchmark
DHS stakeholder and customer perception baseline
stewardship of the taxpayer
Adams county; Incorporated "Return on
established.
dollar
Investment" language into report card based
on outcomes that can justify current
Department activities.
Validate the report card with stakeholders.
Publish report card on a routine basis.
Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all employees and
partners of the Weld County Department of Human Services.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
IiHS6-1: Increased
Ensure that customer goals are embedded within
Individual DHS division customer satisfaction
customer satisfaction levels
employee performance standards.
assessment tools developed.
Test the feasibility in monitoring phone calls to
test for quality customer service.
Develop multiple methods to assess the quality of
Overall DHS customer satisfaction index
customer service (staff, partners, boards, etc.);
identify the meaning of "respect" mean in the
eyes of all customers?
designed.
Determine key requirements for all DI -IS
Initial DHS customer satisfaction baseline
customers — as well as their priorities (ease of
use, quality of contact, quality of service, etc.)
established.
Offer ongoing training to all staff to improve
basic customer service skills.
Offer training for managers on the nuts and bolts
of reinforcing customer service standards.
Ensure partner accountability to Human Service
customer service standards through contract
language that can be developed to drive a closer
alignment and assisting partners by
communicating standards, training, and
reinforcement.
Develop strategies to quantify intangible aspects
of customer service (focus groups).
315
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110
DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and O perations,
attributable to Food Assistance, Medicaid, Adult Protection, and Common Support programs.
The State establishes an allocation that limits the reimbursement for administrative
expenditures.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,193,998
$ 5,100,000
$ 6,010,000
$ 6,010,000
Supplies
- 328,567
- 300,000
110,000
110,000
Purchased Services
1,186,158
1,300,000
500,000
500,000
Fixed Charges
0
0
0
0
Contra Expense
-27,176
- 50,000
- 25,000
- 25,000
Capital
0
0
0
0
Gross County Cost
$ 6,024,413
$ 6,050,000
$ 6,595,000
$ 6,595,000
Revenue
4,404,811
4,200,000
4,100,000
4,100,000
Net County Cost
$ 1,619,602
$ 1,850,000
$ 2,495,000
$ 2,495,000
Budget Positions
143.0
143.0
144.0
144.0
SUMMARY OF CHANGES: Caseloads in the Food Assistance program are finally beginning to
level off, although they are doing so at a volume 70% higher than they were in 2009. Weld
County has greatly increased its timeliness in processing applications for assistance. CBMS
continues to be a significant barrier to this effort, but our staff has taken the initiative to re -align
its processes and devote extra efforts to meeting required guidelines. We remain hopeful that
the State Legislature's appropriation to the Governor's Office of Information Technology will
enable them to repair the CBMS system, so that it can be used efficiently.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
316
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
25,500
5.513
27,500 30,000
5.373 5.314
$4.48 $6.95 $9.22
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
317
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF
Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
238,892
1,150,000
1,082,163
1,082,163
Net County Cost
$ 9,154,903
$ 9,995,400
$ 6,500,000
$ 6,500,000
Budget Positions
--
- -
- -
- -
SUMMARY OF CHANGES: Property tax is budgeted at $6,500,000 for 2013. The difference is
a combination of special revenue from various department programs. The Child Support TANF-
Retained Incentive is estimated at $194,332. The TANF Adjustment is $702,389. Incentives
earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State -Only
Programs are estimated to be $185,442. Counties will not receive Work Participation bonus
funds during 2013, but may, instead, receive a reduction to the Actual Spending MOE, which
may increase the TANF Adjustment, if it is received.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
318
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary
programs for the Department of Social Services. It includes Employment First, Medical Exams,
Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 488,694
$ 0
$ 0
$ 0
Supplies
8,729
0
0
0
Purchased Services
567,975
180,000
250,000
250,000
Fixed Charges
27,570
0
0
0
Contra
- 10,727
0
0
0
Gross County Cost
$ 1,082,241
$ 180,000
$ 250,000
$ 250,000
Revenue
1,226,868
180,000
545,000
545,000
Net County Cost
$ - 144,627
$ 0
$ - 295,000
$ - 295,000
Budget Positions
10.0
0
0
0
SUMMARY OF CHANGES: No significant changes are anticipated in these programs in 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
319
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
2,000
2,000 3,900
.396 .000 .000
$0.00 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
320
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non-TANF clients based on court
orders.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,461,964
$ 2,600,000
$ 2,750,000
$ 2,750,000
Supplies
87,669
75,000
85,000
85,000
Purchased Services
278,831
300,000
220,000
220,000
Fixed Charges
78,861
90,000
70,000
70,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,907,325
$ 3,065,000
$ 3,125,000
$ 3,125,000
Revenue
2,145,144
2,400,000
2,300,000
2,300,000
Net County Cost
$ 762,181
$ 665,000
$ 825,000
$ 825,000
Budget Positions
30
30
30
I
30
SUMMARY OF CHANGES: No significant changes are anticipated in these programs in 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
321
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6,500
6,500 7,566
1.2 1.1 1.1
$2.50 $3.05
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
322
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,123,117
$ 1,000,000
$ 1,200,000
$ 1,200,000
Supplies
57,771
65,000
60,000
60,000
Purchased Services
1,398,048
1,250,000
1,400,000
1,400,000
Fixed Charges
32,917
27,350
28,000
28,000
Contra Expense
- 15,783
- 10,000
- 10,000
- 10,000
Capital
0
16,000
0
0
Gross County Cost
$ 2,596,070
$ 2,348,350
$ 2,678,000
$ 2,678,000
Revenue
1,741,802
863,267
1,192,917
1,192,917
Net County Cost
$ 854,268
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: For the first time in several years, Weld County will be starting the
Fiscal Year with a small amount of TANF County Reserve, which will serve to insulate us, to
some extent, from the requirement to use county -only funds in covering Child Welfare, Child
Care, and Colorado Works over -expenditures. The requirements of Senate Bill 08-177 have
increased the percentage of our Colorado Works allocation that is expended on Basic Cash
Assistance from 26% in 2009 to 50% in 2010 to 56% in 2011 and to 67% in 2012. This demand
on the "entitlement" side of Colorado Works greatly limits our ability to use the funds for the
intended purposes of assisting clients in returning to self-sufficiency.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
323
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Loads (Average)
Efficiency Measures
Per capita cost (county support)
660 660 720
$5.58 $5.49
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
324
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Fixed Charges
146,793
150,000
120,000
120,000
Contra Account
- 75,621
- 130,000
- 100,000
- 100,000
Capital
0
0
0
0
Gross County Cost
$ 71,172
$ 20,000
$ 20,000
$ 20,000
Revenue
0
0
0
0
Net County Cost
$ 71,172
$ 20,000
$ 20,000
$ 20,000
Budget Positions
--
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
325
AID TO NEEDY DISABLED
(CONTINUED)
2100-42370
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
370 370 365
$0.08 $0.07
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
326
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 584,313
$ 650,000
$ 503,000
$ 503,000
Supplies
36,799
60,000
13,000
13,000
Purchased Services
580,372
400,000
400,000
400,000
Contra Expense
- 925
- 8,000
- 8,000
- 8,000
Fixed Charges
10,373
12,917
8,000
8,000
Capital
0
0
0
0
Gross County Cost
$ 1,210,932
$ 1,114,917
$ 916,000
$ 916,000
Revenue
518,720
570,000
400,000
400,000
Net County Cost
$ 692,212
$ 544,917
$ 516,000
$ 516,000
Budget Positions
9.0
9.0
9.0
9.0
SUMMARY OF CHANGES: The upgraded version of the CHATS system continues to provide
challenges for program and fiscal staff. Weld County has worked closely with providers to
encourage practices that result in accurate and timely reimbursement for services and provide
reliable information concerning the need for services. Expenditures for services have declined,
significantly, in many counties within the State. Weld County's expenditures have remained
fairly constant, possibly due to the fact that many of the program integrity measures that the
new system has brought about were already being practiced in Weld County, prior to the
implementation of the new system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
327
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
700 575 575
.347 .338 .333
$2.04 $1.91
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
328
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380
DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors
who meet income, resource and age tests. Program costs are reimbursed 99.5 percent by the
state. Administrative costs are reimbursed 100 percent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 77,916
$ 100,000
$ 90,000
$ 90,000
Supplies
8,732
15,000
10,000
10,000
Purchased Services
19,313
21,000
18,500
18,500
Fixed Charges
4,860
4,000
4,000
4,000
Contra Expense
- 559
0
- 1,000
- 1,000
Gross County Cost
$ 110,262
$ 140,000
$ 121,500
$ 121,500
Revenue
99,895
130,000
111,500
111,500
Net County Cost
$ 10,367
$ 10,000
$ 10,000
$ 10,000
Budget Positions
--
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:.
329
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
1,161
1,161 1,100
$0.04 $0.04
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
330
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in substitute 24 -hour care family foster
homes, group homes, residential treatment centers, and residential child care facilities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 8,834,816
$ 9,000,000
$ 10,000,000
$ 10,000,000
Supplies
324,962
400,000
280,000
280,000
Purchased Services
2,866,895
3,100,000
2,700,000
2,700,000
Contra Expenses
- 544,270
- 550,000
- 700,000
- 700,000
Fixed Charges
281,430
275,000
250,000
250,000
Capital
0
1,000
0
0
Gross County Cost
$ 11,763,833
$ 12,226,000
$ 12,530,000
$ 12,530,000
Revenue
7,567,181
6,115,000
8,800,000
8,800,000
Net County Cost
$ 4,196,652
$ 6,111,000
$ 3,730,000
$ 3,730,000
Budget Positions
106
106
107.5
107.5
SUMMARY OF CHANGES: Weld County's efforts toward early intervention in Child Welfare
involvements is beginning to produce positive outcomes, both in our outcome tracking
measures and in our ability to control expenditures. Our caseworkers are regularly recognized
for the accuracy and thoroughness of their case files. Although referrals to the Department
continue to increase by approximately 3.3% per year, the number of cases that ultimately result
in intrusive and costly out -of -home placements has decreased by 7.5% over the past two years,
as more families are diverted to treatment and training services in an effort to keep them intact.
The Child Welfare Allocations Committee voted to restore the allocation methodology that was
in place prior to 2008 and to establish an allocation method for Core Services (Family
Preservation) funding for the first time since its inception. These changes will result in an
approximate increase to Weld County's allocations of $3 million, which will enable us to better
utilize the resources available to provide these services to the citizens of Weld County.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
331
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1,500
4.086
1,500 1,900
3.983 3.976
$22.54 $13.78
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
332
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the
foster care program primarily through counseling and parental education.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
15,717
10,000
8,000
8,000
Purchased Services
0
0
0
0
Fixed Charges
388,628
400,000
320,000
320,000
Capital
0
0
0
0
Gross County Cost
$ 404,345
$ 410,000
$ 328,000
$ 328,000
Revenue
230,255
205,000
128,000
128,000
Net County Cost
$ 174,090
$ 205,000
$ 200,000
$ 200,000
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: See the summary of changes for the Child Welfare Services
budget unit, #42410.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
333
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
160 200 210
$0.77 $0.96
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
334
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 324,187
$ 450,000
$ 200,000
$ 200,000
Supplies
6,922
15,000
600
600
Purchased Services
34,623
45,000
25,000
25,000
Fixed Charges
2,845
6,000
0
0
Contra Expenses
- 2,621
- 500
0
0
Gross County Cost
$ 365,956
$ 515,500
$ 225,600
$ 225,600
Revenue
342,542
315,500
200,000
200,000
Net County Cost
$ 23,414
$ 200,000
$ 25,600
$ 25,600
Budget Positions
11.0
11.0
11.0
11.0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
335
LEAP ADMINISTRATION
(CONTINUED)
2100-42610/42620
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
5,000 5,000 4,710
.424 .413 .407
$0.75 $0.10
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
336
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance to applicants for
Federal/State categorical assistance programs and help for some medical indigents.
Expenditures from this program are not covered by TANF, OAP, AND, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
674,577
627,400
520,000
520,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 674,577
$ 627,400
$ 520,000
$ 520,000
Revenue
676,611
573,000
450,000
450,000
Net County Cost
$ - 2,034
$ 54,400
$ 70,000
$ 70,000
Budget Positions
--
- -
- -
- -
SUMMARY OF CHANGES: Expenditures for dental, vision, prescriptions, and in -kind services
have remained fairly stable over the last few years. The State budget problems have created a
stronger need for General Administrative funds. The reimbursement shown will come from the
CDHS Office of Behavioral Health for the Colorado Partnership for Success Grant and from the
Dept of Local Affairs for the Community Services Block Grant (CSBG). Below is a breakdown of
the amounts requested for the different categories under General Assistance:
Co Partnership for Success $ 400,000
Dental 17,000
Vision 15,000
Shelter 15,000
In -Kind 12,000
Prescription 5,000
Burial 50,000
Shelter Care Management 10,000
Refund -4 000
Total $520.000
337
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load excluding shelter (Average)
Efficiency Measures
Per capita cost (county support)
100 100 100
$0.20 $0.26
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
338
PLAU
FNVIR,ONMeNT
FL'tND
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
HEALTH FUND
Revenue changes
N -
in cn
O CNI M (9
M
O d3
n
_
(0-
,6 Ea
EA
02012
02013
0
n
0
O
a
Nil
d4
V
— o
o
O O U) r-
u-)
o
c
0
E
—
rn CD
O
ea
c�
in
Ili
E
v
E
—
—'—
0 ic°o
co 0-
a.
1 . .
Solid Waste Trfs Chg for Services Federal/State
Licenses &
Permits
Miscellaneous Fund Balance General Fd Trfs
2013 Revenue
Total $9,597,448 (2012 $9,587,968)
Federal/State
$3,251,361
34%
Chg for Services
$779,664
8%
Solid Waste Trfs
$507,909
5%
General Fd Trfs
$3,661,473
38%
Licenses &
Permits
$456,375
5%
Miscellaneous
$40,666
1%
Fund Balance
$900,000
9%
339
HEALTH FUND
2013 Expenditures
Total $8,679,448 (2012 $8,187,968)
Health
Communications
$1,413,783
16%
Administration
$175,000
2%
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Environmental
Health Services
$2,727,414
31%
Health
Preparedness
$313,613
4%
Community
Health Services
$4,049,638
47%
o co
co
ca
Expenditure Changes F),
O 'Cr
co
O) N
co ti
ea
CO
no
■
O
o r--
0
o
O O EA
0 0
N M
.-
U) CO
o o
CO
LO M
CO C7
0� O\5 oe er5
,re. a c' a
`•� �° 50 ego
Pam �� oar Qco�
Go •`� \r
oar N. ��a
Go
2012
2013
340
SEVEN YEAR TREND
Health Subsidy
MILLIONS
4
3.5
3
2.5
1.5
0.5
2007
2008
_21.i 1 :;
2011
2012
1:
341
PUBLIC HEALTH FUND SUMMARY
The Weld County Department of Public Health and Environment is part of a local system that
focuses on the following:
• Preventing epidemics and the spread of
disease
• Protecting against environmental hazards
• Preventing injuries
• Promoting and encouraging healthy behaviors
• Responding to disasters and assisting
communities in recovery
• Assuring the quality and accessibility of health
services
Public health is the science and art of preventing
disease, prolonging life and pr omoting health
through the organized efforts and informed choices
of society, organizations — public and private,
communities and individuals. In partnership with
the communities we serve, the health department
preserves, promotes and protects the health and
environment of the residents of Weld County.
The annual budget proposal is prepared within the financial targets established by the Board of
County Commissioners. Resources are allocated within the Department's five divisions to
support the mission of preventing disease, prolonging life and promoting health through a focus
on the ten essential elements of public health (represented in the diagram above.)
The Department's net county cost budget target for FY 2013 was established at $3,681,779.
This target projected cost -of -living increases in personnel costs for 2013 within parameters set
by the Board. The Department budget submission is actually $20,306 under the budget target.
The department accomplished this through continuous fiscal diligence and commitment to the
county principal of being efficient financial stewards of taxpayers' trust and resources.
Only three items are noteworthy given the Department's request coming in under target: (1) The
Division of Environmental Health Services received mid -year approval in 2012 for 1.0 FTE
increase in Environmental Health Specialist staff. This additional FTE is included in the
proposed 2013 bud get. (2) The Division of Health Communication, Education and P lanning
submitted, with Board approval, a gr ant application for Tobacco Education and Prevention
programming. This grant, if funded, would support the recreation of 2.0 FTE of tobacco
education specialists in the Division. The additional FTEs and p rojected grant revenue to
support these positions are incorporated in the budget submission. (3) Demand for nutritional
counseling continues to grow with the Department's focused work on obesity prevention. The
Division of Health Communication, Education and Planning requested increasing the nutritionist
FTE by 0.25. If approved, the Department would have 0.5 FTE committed to nutritional
counseling services. This FTE request is also incorporated into the FY 2013 budget submission.
342
PUBLIC HEALTH FUND
SUMMARY OF REVENUES
2013
end Orq Acct
2560 41400 4210
2560 41400 4221
2530 41300 4321
2534 41300 4321
2535 41300 4321
3211 41300 4321
3910 41300 4321
5211 41300 4321
2560 41400 4321
2535 41300 4322
4110 41300 4336
5810 41300 4336
2500 41100 4340
2517 41210 4340
2520 41210 4340
0911 41210 4340
1010 41210 4340
2710 41210 4340
2810 41210 4340
2530 41300 4340
2535 41300 4340
2537 41300 4340
3111 41300 4340
3211 41300 4340
3310 41300 4340
3610 41300 4340
3910 41300 4340
4311 41300 4340
4711 41300 4340
4911 41300 4340
5111 41300 4340
5211 41300 4340
2560 41400 4340
6410 41400 4340
2580 41500 4340
8110 41500 4340
2500 41100 4356
2500 41100 4410
2530 41300 4410
2535 41300 4410
13211 41300 4410
13910 41300 4410
14311 41300 4410
;5111 41300 4410
;5211 41300 4410
;5810 41300 4410
2560 41400 4410
Account Title
2012
Budget
2013
Request
2013
Recommend
2013
Final
LICENSES AND PERMITS
LICENSES
PERMITS
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
MEDICAID
MEDICAID
MEDICAID
MEDICAID
MEDICAID
MEDICAID
MEDICAID
MEDICARE
REIMBURSEMENTS
REIMBURSEMENTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
COUNTIES
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
186,825
220,725
407,550
205,000
251,375
456,375
205,000
251,375
456,375
0
0
0
9,406
0
24,000
62,000
2,500
45,000
16,500
500
41,408
44,150
397,766
0
95,889
186,067
83,683
46,580
45,000
113,030
146,200
0
162,074
170,710
185,903
0
74,650
17,500
21,695
120,000
55,009
620,954
9,457
107,630
205,568
0
3,457,310
6,568,139
21,745
3,042
19,000
68,000
10,000
50,000
39,950
0
0
0
380,173
254,346
98,213
230,935
95,958
45,584
0
0
108,548
20,000
105,877
172,500
174,571
113,030
69,030
29,000
43,768
120,000
0
638,889
18,628
107,950
0
212,624
3,661,473
6,912,834
21,745
3,042
19,000
68,000
10,000
50,000
39,950
0
0
0
380,173
254,346
98,213
230,935
95,958
45,584
0
0
108,548
20,000
105,877
172,500
174,571
113,030
69,030
29,000
43,768
120,000
0
638,889
18,628
107,950
0
212,624
3,661,473
6,912,834
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
172,000
63,621
80,000
72,000
3,800
4,000
0
1,200
0
258,849
655,470
175,000
68,402
48,000
75,000
5,600
9,000
64,910
0
44,132
289,620
779,664 779,664
175,000
68,402
48,000
75,000
5,600
9,000
64,910
0
44,132
289,620
0
0
0
0
0
0
0
0
0
0
0
343
PUBLIC HEALTH FUND
SUMMARY OF REVENUES
2013
Fund Org Acct Account Title
MISECLLANEOUS
2560 41400 4510 FINES
2535 41300 4680 OTHER
2560 41400 4680 OTHER
2530 41300 4690 DONATIONS
2535 41300 4690 DONATIONS
253211 41300 4690 DONATIONS
253310 41300 4690 DONATIONS
254311 41300 4690 DONATIONS
254711 41300 4690 DONATIONS
255211 41300 4690 DONATIONS
2560 41400 4730 OTHER FEES
TOTAL MISCEANEOUS
2560 41400
TRANSFER
712700 TRANSFER
TOTAL PUBLIC HEALTH FUND
2012 2013 2013
Budget Request Recommend
6,000 5,000 5,000
0 5,000 5,000
2,000 2,000 2,000
900 1,700 1,700
O 200 200
28,000 24,000 24,000
1,000 0 0
O 500 500
O 266 266
0 2,000 2,000
11,000 0 0
48,900
2013
Final
40,666 40,666
507,909 507,909 507,909
8,187,968 8,697,448 8,697,448
344
PUBLIC HEALTH FUND
SUMMARY OF EXPENDITURES
2013
and Orq Expenditure Function
00 41100 ADMINISTRATION
0911 41210 GENERAL HEALTH EDUCATION
1010 41210 GENERAL HEALTH EDUCATION
17 41210 GENERAL HEALTH EDUCATION
20 41210 GENERAL HEALTH EDUCATION
2710 41210 GENERAL HEALTH EDUCATION
2810 41210 GENERAL HEALTH EDUCATION
30 41300 NURSING
3111 41300 NURSING
3211 41300 NURSING
3310 41300 NURSING
35 41300 NURSING
3610 41300 NURSING
37 41300 NURSING
3910 41300 NURSING
4110 41300 NURSING
4311 41300 NURSING
4711 41300 NURSING
4911 41300 NURSING
5111 41300 NURSING
5211 41300 NURSING
5810 41300 NURSING
60 41400 ENVIROMENTAL
6410 41400 ENVIROMENTAL
680 41500 PUBLIC HEALTH PREPAREDNESS
8110 41500 PUBLIC HEALTH PREPAREDNESS
TOTAL PUBLIC HEALTH FUND
2012 2013 2013 2013
Budget Request Recommend Final
182,000 175,000 175,000 0
185,747 222,177 222,177 0
82,192 85,019 85,019 0
0 251,393 251,393 0
688,113 823,838 823,838 0
47,166 49,356 49,356 0
45,412 0 0 0
465,286 675,682 675,682 0
217,313 154,942 154,942 0
1,011,983 987,062 987,062 0
387,270 381,880381,880 0
636,999 208,458 208,458 0
0 139,104 139,104 0
0 28,439 28,439 0
235,622 269,808 269,808 0
41,408 19,287 19,287 0
35,853 47,062 47,062 0
21,695 35,000 35,000 0
146,950 199,608 199,608 0
72,605 82,077 82,077 0
755,662 762,207 762,207 0
52,964 59,022 59,022 0
2,469,014 2,599,832 2,599,832 0
120,792 127,582 127,582 0
285,922 50,402 50,402 0
0 263,211 263,211 0
8.187.968 8.697.448 8.697.448 0
345
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,798,875
$ 6,257,556
$ 6,555,289
$ 6,555,289
Supplies
392,768
438,631
455,663
455,663
Purchased Services
1,546,376
1,567,444
1,758,826
1,758,826
Fixed Charges
551,128
650,733
669,449
669,449
Contra Expense
- 554,402
- 726,396
- 741,779
- 741,779
Capital
18,304
0
0
0
Gross County Cost
$ 7,753,049
$ 8,187,968
$ 8,697,448
$ 8,697,448
Revenue
4,928,243
4,730,658
5,035,975
5,035,975
Net County Cost
$ 2,824,806
$ 3,457,310
$ 3,661,473
$ 3,661,473
Budgeted Positions
86.43
85.83
88.20
88.20
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
3.33 3.22 3.26
$10.89 $12.99 $13.53
346
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Goal 1(Increase Hea th Capable Citizenry): To improve the health of our diverse communities by assuring
individuals, families, and communities gain greater control of factors that influence their health.
Key health
Healthy People 2020 Leading Health
See
13/44 indicators
Ongoing
indicators move in a
Indicator Summary for 26 indicators is
attached
met; 12/44 not
positive direction
attached.
met; 19
undetermined
Health disparities
will be diminished
More organizational and individual
Community health
improvement is
embraced and
achieved on
identified factors
citizen partners participate in
assessment and planning.
More community members will be
aware of place -specific differences in
health.
More consumers will be
knowledgeable about food safety
issues.
In process
Ongoing
Ongoing
Goal 2 (Assure Access
continuous, and timely
& Reduce Disparities): To assure access to needed preventative, appropriate, affordable,
health services.
Increase residents'
Design, implement, and evaluate a
In process
Ongoing
Ongoing
awareness of key
public health media campaign by end
community -based
public health
services
of 2013.
By December 2013, increase
Increase access to
efficiencies and reduce errors in birth
health department
registry system.
services by reducing
By December 2013, reduce one or
barriers
more key barriers to PHS programs.
Goal 3 (Lessen Disease Impacts with Prevention): To lessen adverse public health impacts of disease (through
prevention).
Reduce risks for
By 2015, increase access and
In process
Ongoing
Ongoing
chronic disease and
consumption of healthy and affordable
help residents
maintain a healthy
body weight.
foods in high need Weld communities.
By 2015, increase access and
participation in physical activity
among less active adults and children
in Weld County.
Improve mental
health outcomes for
By 2015, promote early identification
residents with, or at
of mental health needs.
risk for, behavioral
By 2015, improve access to quality
health problems.
behavioral health services.
347
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal 4 (Transform Core Public Health Services): To enhance
monitoring and improving our performance and evaluating our
our organization's effectiveness by continually
programs.
Improve internal
By December 2013, conduct baseline
In process
Ongoing
Ongoing
communications
staff survey, adopt policies and
horizontally and
procedures for ongoing effective
vertically
communication mechanisms.
Provide more
By December 2012, develop a two -
opportunities for
professional growth
year PD plan with budget.
Increase systems of
Increase the use of EHR data for
continuous
program planning and evaluation
improvement
purposes.
NOTE: Goals and objectives based on 2012- 2014 Health Department Strategic Plan. Targets and benchmarks are
still in process.
348
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100
DEPARTMENT DESCRIPTION: Overall administration of Department of Public Health and
Environment, including personnel, fiscal management, data and r ecords management,
procurement and facilities management. The Executive Director is the official registrar of vital
statistics for Weld County. Records of deaths that occurred in Weld County are kept and
certified copies are available upon request from the deputy registrars. Birth records for births
that occurred anywhere in the State of Colorado are available electronically and certified copies
can be issued upon request from the deputy registrars.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 606,073
$ 636,420
$ 651,323
$ 651,323
Supplies
3,321
16,950
16,950
16,950
Purchased Services
119,001
168,182
168,175
168,175
Fixed Charges
0
0
0
0
Contra Expense
- 529,231
- 639,552
- 661,448
- 661,448
Capital
0
0
0
0
Gross County Cost
$ 199,164
$ 182,000
$ 175,000
$ 175,000
Revenue
177,021
182,000
175,000
175,000
Net County Cost
$ 22,143
$ 0
$ 0
$ 0
Budgeted Positions
8.0
8.0
8.0
8.0
SUMMARY OF CHANGES: There is a $14,903 increase in Personnel Services that is the
result of the increased costs of health insurance and an increase in salaries and benefits due to
step increases and the proposed 2.5% cost of living adjustments in 2013. No other significant
changes in expenditures.
The estimated $7,000 overall decrease in revenue is in part an expectation of approximately
$3,000 in increased revenue from birth and death certificates in the Vital Statistics division and a
decrease of $10,000 in grant revenue due t o the anticipated discontinuation of the ARRA
funded pilot program Reimbursement Immunization Opportunity (RIZO) grant in 2013.
Administration activities in 2012 moved the Health Department closer to the RIZO goal of
helping county governments develop and implement methods of billing third party payors for
immunizations obtained by public health services clients. For 2013, the focus of RIZO is shifting
toward providing funding to counties to purchase relevant equipment and software, and
technical assistance for county governments to contract with insurance companies. Weld
County has progressed beyond this point therefore this revenue source is not relevant to Weld
County's operations any longer.
349
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Birth / Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
16,500 17,000 17,000
.296 .301 .296
$2.13 $2.40 $2.44
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
350
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health
funds.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
387,446
387,766
380,173
380,173
Net County Cost
$ - 387,446
$ - 387,766
$ - 380,173
$ - 380,173
IBudgeted Positions I
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Non -program revenue from Local Planning and Support, formerly
known as Per Capita, to support essential public health services is projected to decrease by
$7,593, or 1.96%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
351
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210
DEPARTMENT DESCRIPTION: Health Communication, Education and Planning (HCEP)
includes county and grant funded health communication/prevention programs that promote
healthy behaviors to reduce the burden of chronic disease in our county. The Health
Communication team coordinates the Community Health Improvement Plan and strategic
planning functions for the department. H CEP serves as the liaison with the local
TV/radio/newspaper media for the health department. They develop and di sseminate
emergency communication and educational materials to the public. The HCEP team provides
support internally for producing educational materials, reports, and local health data. Health
Communication partners with the community to implement strategies that promote and support
healthy behaviors. T hese include improving access to healthy foods and recreation for all
residents, cardiovascular disease and diabetes prevention and management, men's health
screening and lifestyle education, healthy relationships for teens and parents to prevent
unintended pregnancy and STI, tobacco use prevention, and traffic safety and prevention of
unintentional injuries for teens. Coalitions such as Drive Smart Weld County, the Diabetes
Coalition, the Tobacco Coalition, and Milliken and East Greeley Task Forces provide guidance
to the department to address these important health issues in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 605,794
$ 661,919
$ 826,553
$ 826,553
Supplies
20,210
52,020
46,390
46,390
Purchased Services
217,232
270,354
466,630
1 466,630
Fixed Charges
64,062
74,798
92,210
92,210
Contra Expense
0
-10,461
0
0
Gross County Cost
$ 907,298
$ 1,048,630
$ 1,413,783
$ 1,413,783
Revenue
407,378
457,219
725,036
725,036
Net County Cost
$ 499,920
$ 591,411
$ 706,747
$ 706,747
Budget Positions
10.00
9.0
11.25 11.25
SUMMARY OF CHANGES: The Division submitted, with Board approval, a grant application
for Tobacco Education and Prevention programming. This grant, if funded, would support the
recreation of 2.0 FTE of tobacco education specialists in the Division. The additional FTEs and
projected grant revenue to support these positions are incorporated in the budget request.
Demand for nutritional counseling continues to grow with the Department's focused work on
obesity prevention. The department has requested increasing nutritionist FTE by 0.25
($13,095). If approved, the Department would have 0.5 FTE committed to nutritional counseling
services. In addition funding for the proposed increased costs of health insurance and an
increase in salaries and benefits due to step increases and the proposed 2.5% cost of living
adjustments in 2013 are included in the recommended budget.
352
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
SUMMARY OF CHANGES (CONTINUED): Purchased Services increased $196,276 with
additional contract money in the Colorado Health Foundation (CHF) and Tobacco grants. Fixed
charges increased of $17,210 for data processing and the departmental overhead allocation
from Administration.
Revenues are up $267,817 with additional of Tobacco Prevention grant and increase of $44,868
in Colorado Health Foundation (CHF) funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the two
Tobacco Prevention grant positions and the added 0.25 FTE for the nutritionist. Even with the
added cost of the 0.25 FTE for the nutritionist ($13,095) the department is still within the 2013
target budget amount.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
# residents reached by the classes, programs
News release exposure
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Effectiveness results
Reduction in motor vehicle fatalities.
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data
Number of obese adults -- BRFSS data
Adult Smoking rates - - BRFSS data
ACTUAL
2011
164,312
300,000
.386
$1.92
ESTIMATED
2012
165,000
600,000
.338
$2.22
PROJECTED
2013
166,000
600,000
.406
$2.61
41 48 42
21.1/1000
24.6%
13.0%
21/1000
24%
13.0%
20/1000
23.0
12.0%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
353
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning,
international travel health, and T uberculosis. It also provides immunizations, screening,
counseling, communicable disease surveillance, containment, treatment, and teaching.
Provides home visits for health promotion, evaluation, health assessment, and community
activities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,695,979
$ 2,918,140
$ 2,941,664
$ 2,941,664
Supplies
199,739
189,361
205,250
205,250
Purchased Services
749,529
613,829
547,557
547,557
Fixed Charges
313,923
360,280
355,167
355,167
Gross County Cost
$ 3,959,170
$ 4,081,610
$ 4,049,638
$ 4,049,638
Revenue
2,335,246
2,171,210
2,115,710
2,115,710
Net County Cost
$ 1,623,924
$ 1,910,400
$ 1,933,928
$ 1,933,928
Budgeted Positions
42.68
42.98
42.6
42.6
SUMMARY OF CHANGES: Personnel costs include the increased costs of health insurance
and an increase in salaries and benefits due to step increases and the proposed 2.5% cost of
living adjustments in 2013. There is a decrease of 0.38 FTE ($16,633) due to the loss of Youth
and Family Connection (YFC) funding. Increased costs of medical supplies are up $15,889, and
more in -line with 2011 actual expenditures. Purchased Services are down $66,272 due to
decreased funding in Colorado Family Planning Initiative grant.
There are modest increases in revenue projected in Family Planning Title X, Komen Funding,
United Way Prenatal Outreach, Nurse Home Visitor Program and a new immunization program.
These increases in revenues are balanced with lower revenues in the areas of Family Planning
Initiative, Youth and Fa mily Connections, and Title V Maternal Child Block Grant. Overall
revenues are down $55,500.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
BOARD ACTION:
354
COMMUNITY HEALTH SERVICES
(CONTINUED)
2500-41300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
WWC, Komen: 310,* Prenatal Outreach: 986,
IZ: 3203, CDP 450, FPP: 2788, NHV: 212,
Healthy Baby 238, CFPI: 2060, TB 140, YFC 98,
HCP: 2242
Clients served:
*Breast and Cervical Cancer Screen
Programs have identified 4 cases of
Cancer; all survivors.
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
12,727
12,000 12,800
1.65 1.62 1.57
$6.26
$7.18 $7.15
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
355
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and perpetuate the
public health of the citizens of the county with scientific risk assessments, the development of
policies, monitoring and inspections, consultation, and the enforcement of regulations designed to
protect food, water, and air supplies. S ervices include technical assistance and consultation,
monitoring and sampling, inspection and enforcement, education and planning activities. T he
laboratory's purpose is to process medical and water samples and aid in the evaluation of potential
agents of bioterrorism events.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,740,026
$ 1,834,515
$ 1,908,582
$ 1,908,582
Supplies
162,938
167,800
172,573
172,573
Purchased Services
437,653
471,710
527,828
527,828
Fixed Charges
161,611
192,164
198,762
198,762
Contra Expense
- 73,403
-76,383
-80,331
-80,331
Capital
18,304
0
0
0
Gross County Cost
$ 2,447,129
$ 2,589,806
$ 2,727,414
$ 2,727,414
Revenue
1,392,047
1,326,895
1,427,432
1,427,432
Net County Cost
$ 1,055,082
$ 1,262,911
$ 1,299,982
$ 1,299,982
Budgeted Positions
23.25
23.25
23.75
23.75
SUMMARY OF CHANGES: Personnel Services have increased by $74,067. Changes from the
current year include the addition of an EH Specialist I approved by the Commissioners in May.
Additionally, the Wellness 0.50 FTE position is no longer a part of this budget. The budget includes
the increased costs of health insurance and an increase in salaries and benefits due to step
increases and t he proposed 2.5% cost of living adjustments in 2013. The EHS Division's
Personnel Services includes Contra Expense of $80,331, which is a transfer of 50% of the expenses
of Planning Director position.
The EHS Division's request for Supplies has increased by 3% or $4,773. The increase is primarily
due to the addition of the oil and gas water sampling program. The Divisions request for Purchased
Services increased by $56,117 or 12%. The increase is due primarily to supplies and a
maintenance agreement for the new oil and gas water sampling program ($23,019), an increase in
cost allocation for ACS's services ($19,316), and increase HHW disposal ($15,000). The Fixed
Charges request has increased by $6,598 or 3%.
356
ENVIRONMENTAL
HEALTH SERVICES
(CONTINUED)
2560-41400
SUMMARY OF CHANGES (con't): Revenue is expected to increase by $100,537. The increase is
primarily due to continued growth of the number of licenses issued in the Food Program ($12,000),
increased activity in ISDS ($30,000), Land Application ($7,000) and Laboratory Medical Testing
($43,570). Overall, Net county cost is up $37,071.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs*
Food inspections, activities, complaints 2,350 2,500 2,600
Laboratory analyses 17,674 18,100 18,500
Household Hazardous Waste Disposed (#'s) 436,024 437,000 437,000
Environmental Planning Reviews 293 360 375
I.S.D.S. Inspection, activities, complaints 289 315 315
Waste Inspections, activities, complaints 155 155 175
Biosolids Inspections, activities, complaints 227 227 227
Efficiency Measures
FTE's per 10,000/capita .896 .873 .878
Per capita cost (county support) $4.07 $4.74 $4.80
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
357
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to,
incidents and events, which threaten the quality and quantity of life within the purview of health
and environment; develops exercises and evaluates various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation duties and
functions, along with regional bioterrorism laboratory duties and functions; houses the
county -wide Health Alert Network, communications and warning operations; and is engaged in
local, regional, state and national collaborative efforts associated with these disciplines.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 151,003
$ 206,562
$ 227,167
$ 227,167
Supplies
6,560
12,500
14,500
14,500
Purchased Services
22,961
43,369
48,636
48,636
Fixed Charges
11,532
23,491
23,310
23,310
Capital
48,232
0
0
0
Gross County Cost
$ 240,288
$ 285,922
$ 313,613
$ 313,613
Revenue
229,105
205,569
212,624
212,624
Net County Cost
$ 11,183
$ 80,353
$ 100,989
$ 100,989
Budgeted Positions
2.5
2.6
2.6
2.6
SUMMARY OF CHANGES: The budget includes the increased costs of health insurance and an
increase in salaries and benefits due to step increases and the proposed 2.5% cost of living
adjustments in 2013 for a total of $20,605. Supplies have increased by $2,000 and Purchased
Services increased by $5,267. Fixed Charges from the Administration overhead allocation
decreased by $181. Revenues from grants increased by $7,056 to offset most of the cost
increases other than the proposed insurance and salary cost of living adjustments in 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
358
PUBLIC HEALTH
PREPAREDNESS
(CONTINUED)
2580-41500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000 capita
Per capita cost (county support)
.096 .094 .096
$0.04
$0.30 $0.37
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
359
360
HRMAN SERVICES
F IA N'I
SEVEN YEAR TREND
Human Services
$18
$16
$14
$12
6
$4
$2
2007
2008
2009
2010
2011
2012
2013
361
HUMAN SERVICES FUND SUMMARY
The Human Services Fund is funded at $7,933,047 for 2013, which is up $799,613 or 11.21
percent, from the previous year, primarily in the area of Jobs programs ($568,160). Community
Services Block Grant is up $123,082. Area Agency on Aging programs are down slightly by
$2,697. Senior Nutrition is up $123,419 nearly 30 percent. Other programs are stable with little
change.
Being totally reliant upon state and federal funding sources, Human Services continues to
operate in an env ironment of uncertainty. The Human Services Fund budg et has been
constructed based upon the best available information on the funding levels. It is very likely that
many of the amounts will be c hanged between now and the actual execution of the 2013
budget. As fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
The primary programs of Human Services are associated with the Workforce Investment Act
(WIA) funded under the Department of Labor, Employment and Training Administration. This
program is anticipating $3,298,500 for 2013. Temporary Assistance to Needy Families (TANF)
is funded at $652,000 primarily for training of TANF clients. In addition, the Job Service contract
will be $895,000 up $232,520. Funding for this program appears to be returning to pre-ARRA
levels, and should remain fairly constant, depending on budget control measures enacted at the
Federal level.
The Human Services Fund is totally funded through state and federal programs, with the
exception of the 25 percent local match for the Area Agency on Aging program, which amounts
to $12,351.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2013 funding levels:
Area Agency on Aging $ 2,265,467
Senior Nutrition $ 581,168
CSBG $ 240,912
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2013.
362
HUMAN SERVICES
SUMMARY OF REVENUES
2013
and Orq Acct
2653 60000
2654 60000
2656 60000
2627 60000
2636 60000
2637 60000
2640 60000
2643 60000
2651 60000
2652 60000
2653 60000
2654 60000
2655 60000
2657 60000
2658 60000
2673 60000
52695 60000
53907 60000
35995 60000
37895 60000
2632 60000
2635 60000
2646 60000
2648 60000
2666 60000
2667 60000
2671 60000
32995 60000
2651 60000
Account Title
2012
Budget
2013
Request
2013
Recommend
2013
Final
INTERGOVERNMENTAL
4314 USDA
4314 USDA
4314 USDA
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
711000 TRANSFERS
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2645 60000 4410 CHARGE FOR SERVICES
2646 60000 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2653 60000 4690 DONATIONS
TOTAL HUMAN SERVICES
33,250
10,450
41,668
40,000
402,418
573,330
25,000
465,742
67,460
274,078
279,499
23,550
13,182
2,038
7,098
81,884
662,480
41,972
1,310,898
117,830
717,256
160,165
275,421
238,556
7,500
12,000
416,358
280,000
12,351
6,593,434
68,182
12,500
11,631
40,000
1,008,000
450,500
26,000
490,000
89,716
308,975
309,635
28,500
12,954
2,065
7,256
100,132
895,000
25,000
1,261,200
240,912
652,000
155,000
200,000
182,000
5,000
12,000
454,538
293,000
12,351
7,354,047
68,182
12,500
11,631
40,000
1,008,000
450,500
26,000
490,000
89,716
308,975
309,635
28,500
12,954
2,065
7,256
100,132
895,000
25,000
1,261,200
240,912
652,000
155,000
200,000
182,000
5,000
12,000
454,538
293,000
12,351
7,354,047
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
325,000
70,000
395,000
383,000
46,000
429,000
383,000
46,000
429,000
0
0
0
145,000 150,000 150,000 0
7,133,434 7,933,047 7,933,047 0
363
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2013
Fund Orq
262695 60000
2627 60000
262995 60000
2632 60000
2635 60000
2636 60000
2637 60000
263907 60000
2640 60000
2643 60000
2645 60000
2646 60000
2648 60000
2651 60000
2652 60000
2653 60000
2654 60000
2655 60000
2656 60000
2657 60000
2658 60000
265995 60000
2666 60000
2667 60000
2671 60000
2673 60000
267895 60000
Expenditure Function
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
TOTAL HUMAN SERVICES
2012 2013 2013 2013
Budget Request Recommend Final
662,480
40,000
280,000
717,256
160,165
402,418
573,330
41,972
25,000
465,742
325,000
345,421
238,556
67,460
274,078
470,100
34,000
13,182
41,668
2,038
7,098
1,310,898
7,500
12,000
416,358
81,884
117,830
7.133.434 7,933.047 7.933.047 0
895,000 895,000
40,000 40,000
293,000 293,000
652,000 652,000
155,000 155,000
1,008, 000 1,008,000
450,500 450,500
25,000 25,000
26,000 26,000
490,000 490,000
383,000 383,000
246,000 246,000
182,000 182,000
89,716 89,716
308,975 308,975
540,168 540,168
41,000 41,000
12,954 12,954
11,631 11,631
2,065 2,065
7,256 7,256
1,261,200 1,261,200
5,000 5,000
12,000 12,000
454,538 454,538
100,132 100,132
240,912 240,912
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
364
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary — All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,460,165
$ 4,170,819
$ 4,835,655
$ 4,835,655
Supplies
247,294
251,322
167,412
167,412
Purchased Services
2,733,194
2,694,293
2,912,980
2,912,980
Fixed Charges
14,528
17,000
17,000
17,000
Gross County Cost
$ 7,455,181
$ 7,133,434
$ 7,933,047
$ 7,933,047
Revenue
7,562,517
7,121,083
7,920,696
7,920,696
Net County Cost
$ -107,336
$ 12,351
$ 12,351
$ 12,351
Budget Positions
- -
- -
--
--
SUMMARY OF CHANGES: See Individual Budget Units.
OBJECTIVES: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary for all budget units in this fund.
365
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 60000-2626
DEPARTMENT DESCRIPTION: Administer all Job Service activities in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 951,449
$ 500,000
$ 770,000
$ 770,000
Supplies
70,500
62,480
5,000
5,000
Purchased Services
229,723
100,000
120,000
120,000
Gross County Cost
$ 1,251,672
$ 662,480
$ 895,000
$ 895,000
Revenue
1,251,672
662,480
895,000
895,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
--
- -
- -
- -
SUMMARY OF CHANGES: Funding for this program appears to be returning to pre-ARRA
levels, and should remain fairly constant, depending on budget control measures enacted at the
Federal level.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Job placements
26,000 26,000 23,000
$2.49 $3.31
57% 57% 43%
366
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - - 60000-2627
DEPARTMENT DESCRIPTION: Administer youth employment program for the summer
months.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 34,583
$ 39,000
$ 31,000
$ 31,000
Supplies
0
1,000
0
0
Purchased Services
5,463
0
9,000
9,000
Gross County Cost
$ 40,046
$ 40,000
$ 40,000
$ 40,000
Revenue
40,046
40,000
40,000
40,000
Net County Cost
$ 0
$ 0
$ 0
$
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
4,000 4,000 2,600
$0.15 $0.15
2,000 2,000 1,300
367
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Employment First - - 60000-262995
DEPARTMENT DESCRIPTION: This program allows eligible Food Stamp clients to participate
in various job search and development activities to retrain them for better paying jobs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 141,078
$ 135,000
$ 205,000
$ 205,000
Supplies
5,248
10,000
3,000
3,000
Purchased Services
94,417
135,000
85,000
85,000
Gross County Cost
$ 240,743
$ 280,000
$ 293,000
$ 293,000
Revenue
240,743
280,000
293,000
293,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with at the federal and state levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
3,900 3,900 3,900
$1.05 $1.08
1,900 1,900 1,900
368
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Assistance to Needy Families - - 60000-2632
DEPARTMENT DESCRIPTION: Employment/Training program for clients on welfare.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 375,478
$ 463,881
$ 380,000
$ 380,000
Supplies
5,875
10,000
2,000
2,000
Purchased Services
233,404
243,375
270,000
270,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 614,757
$ 717,256
$ 652,000
$ 652,000
Revenue
591,785
717,256
652,000
652,000
Net County Cost
$ 22,972
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost (county support)
Effectiveness Measures (desired results)
Meet Federal participation rates
330
Yes
330 330
$2.70 $2.41
Yes Yes
369
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Admin.) 60000-2635
DEPARTMENT DESCRIPTION: This program tracks the administration for all of the
Workforce Investment Act grants.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 111,978
$ 144,165
$ 135,000
$ 135,000
Supplies
0
0
0
0
Purchased Services
18,514
16,000
20,000
20,000
Gross County Cost
$ 130,492
$ 160,165
$ 155,000
$ 155,000
Revenue
130,492
160,165
155,000
155,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.60 $0.57
370
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Adult) 60000-2636
DEPARTMENT DESCRIPTION: This program provides employment and training for eligible
adults.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 173,899
$ 130,000
$ 255,000
$ 255,000
Supplies
1,427
2,000
3,000
3,000
Purchased Services
381,906
270,418
750,000
750,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 557,232
$ 402,418
$ 1,008,000
$ 1,008,000
Revenue
557,232
402,418
1,008,000
1,008,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
ACTUAL ESTIMATED PROJECTED
176 176 278
$1.51 $3.73
76% 76% 60%
371
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Youth) 60000-2637
DEPARTMENT DESCRIPTION: This program provides employment and training programs for
in -school and out -of -school youth.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 483,865
$ 313,330
$ 382,000
$ 382,000
Supplies
3,801
2,000
1,500
1,500
Purchased Services
216,862
256,000
67,000
67,000
Fixed Charges
753
2,000
0
0
Gross County Cost
$ 705,281
$ 573,330
$ 450,500
$ 450,500
Revenue
705,281
573,330
450,500
450,500
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth served 269 269 270
Efficiency Measures
Per capita cost - $2.15 $1.66
Effectiveness Measures (desired results)
Entered Employment rate (Older Youth) 60% 60% 66%
Skill Attainment rate (Younger Youth) 58% 58% 67%
372
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 31,309
$ 25,000
$ 25,000
$ 25,000
Supplies
1,777
5,000
0
0
Purchased Services
26,254
11,972
0
0
Gross County Cost
$ 59,340
$ 41,972
$ 25,000
$ 25,000
Revenue
59,340
41,972
25,000
25,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This funding may not be made available to local workforce centers
for the 2012-13 State Fiscal Year.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.16 $0.09
373
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640
DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of
the WIA programs and are used for staff training, administration, contracted services and other
programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 7,650
$ 4,000
$ 18,000
$ 18,000
Supplies
0
0
0
0
Purchased Services
20,189
21,000
8,000
8,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 27,839
$ 25,000
$ 26,000
$ 26,000
Revenue
25,654
25,000
26,000
26,000
Net County Cost
$ 2,185
$ 0
$ 0
$ 0
Budget Positions
- -
- -
-
- -
SUMMARY OF CHANGES: This funding may not be made available to local workforce centers
for the 2012-13 State Fiscal Year.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.09 $0.10
374
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Dislocated Worker Program) 60000-2643
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 161,870
$ 121,682
$ 207,000
$ 207,000
Supplies
1,258
1,000
3,000
3,000
Purchased Services
311,357
343,060
280,000
280,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 474,485
$ 465,742
$ 490,000
$ 490,000
Revenue
474,485
465,742
490,000
490,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
120 160 161
$1.50 $1.81
91% 86% 83%
375
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - - 60000-2645
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer
Education Lab.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 163,432
$ 245,000
$ 300,000
$ 300,000
Supplies
32,706
50,000
32,000
32,000
Purchased Services
50,359
30,000
51,000
51,000
Gross County Cost
$ 246,497
$ 325,000
$ 383,000
$ 383,000
Revenue
296,290
325,000
383,000
383,000
Net County Cost
$ - 49,793
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
GED's obtained
ACTUAL ESTIMATED PROJECTED
1,350 1,350 1,350
$1.22 $1.42
120 120 120
376
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Program - - 60000-2646
DEPARTMENT DESCRIPTION: Youth Corp program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 263,557
$ 250,000
$ 175,000
$ 175,000
Supplies
22,276
16,000
19,000
19,000
Purchased Services
43,432
64,421
35,000
35,000
Fixed Charges
10,695
15,000
17,000
17,000
Gross County Cost
$ 339,960
$ 345,421
$ 246,000
$ 246,000
Revenue
330,900
345,421
246,000
246,000
Net County Cost
$ 9,060
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Participants in program
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients completing program
ACTUAL ESTIMATED PROJECTED
15 15 47
$1.30 $0.91
40 40 40
377
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Tight Corp Program - - 60000-2648
DEPARTMENT DESCRIPTION: Youth Corp Program
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 89,664
$ 108,556
$ 115,000
$ 115,000
Supplies
10,415
15,000
7,000
7,000
Purchased Services
91,241
115,000
60,000
60,000
Fixed Charges
600
0
0
0
Gross County Cost
$ 191,920
$ 238,556
$ 182,000
$ 182,000
Revenue
174,191
238,556
182,000
182,000
Net County Cost
$ 17,729
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Participants
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Participants completing program
24 30 24
$0.90 $0.67
19 25 19
378
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Admin.) 60000-2651
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 39,041
$ 60,460
$ 82,716
$ 82,716
Supplies
408
0
0
0
Purchased Services
10,580
7,000
7,000
7,000
Gross County Cost
$ 50,029
$ 67,460
$ 89,716
$ 89,716
Revenue
61,983
67,460
89,716
89,716
Net County Cost
$ - 11,954
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (other)
11
11 11
$0.25 $0.33
379
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Support) 60000-2652
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly;
adult day care, ombudsman services, peer counseling, outreach, respite services and I egal
counseling.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 111,302
$ 89,752
$ 130,000
$ 130,000
Supplies
38
0
0
0
Purchased Services
155,322
184,326
178,975
178,975
Gross County Cost
$ 266,662
$ 274,078
$ 308,975
$ 308,975
Revenue
267,944
274,078
308,975
308,975
Net County Cost
$ - 1,282
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
380
HUMAN SERVICES AREA ON AGING
(CONTINUED)
60000-2652
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Outreach — Hispanic Senior Outreach 300 800 800
Adult day care 2,520 2,083 1,785
Peer Counseling 859 1,675 1,675
Legal consultation/representation 900 850 500
Homemaker and personal care 1,290 1,107 1,657
Ombudsman Services 1,600 1,600 1,600
Efficiency Measures
Per capita cost $0.99 $1.14
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
381
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Congregate Meal Program) 60000-2653
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 21
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 67,685
$ 60,000
$ 120,000
$ 120,000
Supplies
7,223
7,000
9,000
9,000
Purchased Services
348,493
403,100
411,168
411,168
Fixed Charges
2,480
0
0
0
Gross County Cost
$ 425,881
$ 470,100
$ 540,168
$ 540,168
Revenue
468,032
457,749
527,817
527,817
Net County Cost
$ - 42,151
$ 12,351
$ 12,351
$ 12,351
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Meals served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
52,000 48,476 50,000
$1.77 $2.00
382
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Home Delivered Meals) 60000-2654
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
30,999
34,000
41,000
41,000
Gross County Cost
$ 30,999
$ 34,000
$ 41,000
$ 41,000
Revenue
34,929
34,000
41,000
41,000
Net County Cost
$ - 3,930
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Meals Served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained.
ACTUAL ESTIMATED PROJECTED
5,111 7,750 10,250
$0.13 $0.15
Yes
Yes Yes
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Health Services) 60000-2655
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports evidence -based health programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 13,244
$ 12,182
$ 10,954
$ 10,954
Supplies
814
0
0
0
Purchased Services
4,571
1,000
2,000
2,000
Gross County Cost
$ 18,629
$ 13,182
$ 12,954
$ 12,954
Revenue
18,629
13,182
12,954
12,954
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
_ _
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding..
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
300 300 100
$0.05 $0.05 $0.05
Yes Yes Yes
384
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (ARCH) 60000-2656
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community,
providing long-term care information and assistance for individuals 18 years of age and older.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 27,645
$ 35,468
$ 8,329
$ 8,329
Supplies
0
6,200
0
0
Purchased Services
5,706
0
3,302
3,302
Gross County Cost
$ 33,351
$ 41,668
$ 11,631
$ 11,631
Revenue
33,351
41,668
11,631
11,631
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
N/A $0.16 $0.04
Yes Yes Yes
385
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Elder Abuse Grant) 60000-2657
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,903
$ 1,838
$ 1,700
$
1,700
Supplies
0
0
0
0
Purchased Services
346
200
365
365
Gross County Cost
$ 3,249
$ 2,038
$ 2,065
$
2,065
Revenue
2,979
2,038
2,065
2,065
Net County Cost
$ 270
$ 0
$ 0
$
0
Budget Positions
- -
- -
- -
_ _
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Educated CNA, staff, NH residents/families 200 200 200
Efficiency Measures
Per capita cost - $0.01 $0.01
Effectiveness Measures (desired results)
Education of long term staff Yes Yes Yes
386
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Special Ombudsman) 60000-2658
DEPARTMENT DESCRIPTION: These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 12,248
$ 5,698
$ 6,056
$
6,056
Supplies
0
0
0
0
Purchased Services
1,436
1,400
1,200
1,200
Gross County Cost
$ 13,684
$ 7,098
$ 7,256
$
7,256
Revenue
13,684
7,098
7,256
7,256
Net County Cost
$ 0
$ 0
$ 0
$
0
Budget Positions
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Complaints investigated
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work outputs are maintained
ACTUAL ESTIMATED PROJECTED
150 150 150
$0.03 $0.03
Yes Yes Yes
387
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Single Entry Point) 60000-265995
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 955,007
$ 1,185,682
$ 1,138,900
$ 1,138,900
Supplies
2,880
4,777
0
0
Purchased Services
121,488
120,439
122,300
122,300
Gross County Cost
$ 1,079,375
$ 1,310,898
$ 1,261,200
$ 1,261,200
Revenue
1,079, 375
1,310,898
1,261,200
1,261,200
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: During Calendar Year 2012, the Department has been approved
to add supervisory and case manager positions, which will enable us to better serve this
population and maintain a well -trained, well -supervised staff.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from
Institutional care to cost effective home care
ACTUAL ESTIMATED PROJECTED
1,000 1,000 1,300
- $4.93 $4.66
1,000
1,000
1,300
388
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (NCMC) - - 60000-2666
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 5,000
$
5,000
Supplies
3,638
6,500
0
0
Purchased Services
660
1,000
0
0
Gross County Cost
$ 4,298
$ 7,500
$ 5,000
$
5,000
Revenue
7,500
7,500
5,000
5,000
Net County Cost
$ - 3,202
$ 0
$ 0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This is a year-to-year grant. The Department anticipates applying
for the grant for 2013 in the amount of $5,000.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
$0.03 $0.02
Yes Yes Yes
389
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (VALE) - - 60000-2667
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs. These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 11,212
$ 0
$ 12,000
$ 12,000
Supplies
200
0
0
0
Purchased Services
1,254
12,000
0
0
Gross County Cost
$ 12,666
$ 12,000
$ 12,000
$ 12,000
Revenue
12,000
12,000
12,000
12,000
Net County Cost
$ 666
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
600 600 600
$0.05 $0.04
Yes Yes Yes
390
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (State Funds) 60000-2671
DEPARTMENT DESCRIPTION: Supplemental funding source started July 1, 2000.
A combination of HB-1108 funds and General Fund Long Bill monies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 107,348
$ 137,241
$ 105,000
$ 105,000
Supplies
44,655
52,365
27,000
27,000
Purchased Services
290,313
226,752
322,538
322,538
Gross County Cost
$ 442,316
$ 416,358
$ 454,538
$ 454,538
Revenue
437,456
416,358
454,538
454,538
Net County Cost
$ 4,860
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
DentalNision/Hearing Clients Served 100 100 120
Meals served 11,400 14,636 14,611
Other clients served N/A 8,865 8,709
Efficiency Measures
Per capita cost $1.56 $1.68
391
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Part E Family Caregiver Support - - 60000-2673
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 46,307
$ 22,884
$ 32,000
$ 32,000
Supplies
95
0
0
0
Purchased Services
38,905
59,000
68,132
68,132
Gross County Cost
$ 85,307
$ 81,884
$ 100,132
$ 100,132
Revenue
97,590
81,884
100,132
100,132
Net County Cost
$ -12,283
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Care giver Support - units of services 1,900 1,800 1,370
Efficiency Measures
Per capita cost - $0.31 $0.37
Effectiveness Measures (desired results)
Maintain requirements of grant Yes Yes Yes
392
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Community Services Block Grant - - 60000-267895
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 76,411
$ 80,000
$ 185,000
$ 185,000
Purchased Services
32,060
37,830
55,912
55,912
Fixed Charges
0
0
0
0
Gross County Cost
$ 108,471
$ 117,830
$ 240,912
$ 240,912
Revenue
148,954
117,830
240,912
240,912
Net County Cost
$ - 40,483
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2013.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Employment opportunities low-income
unskilled adult labor force
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals maintained
2,330 2,330
Yes
2,000
$0.44 $0.89
Yes Yes
393
394
SP1AL RVN1kE
FLkN1S
1
SPECIAL REVENUE FUNDS
Special Revenue Funds are established to account for taxes or other earmarked revenue of the
county which finance specified activities as required by law or administrative action.
CONTINGENCY FUND:
The Contingency Fund is funded at the level of $12,000,000 with property tax. A beginning fund
balance of $28,000,000 is anticipated. An ending fund balance of $40,000,000 is projected,
assuming no contingency funds are needed in 2013. The fund balance will serve as a
stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil
and gas assessed values that can fluctuate dramatically from year to year due to production
levels and pr ice changes. Besides serving as a g eneral contingency reserve, the fund is
available to mitigate impacts from the oil and gas industry, such as unanticipated road and
bridge heavy hauling impacts.
SOLID WASTE FUND:
The Solid Waste Fund is funded at the anticipated revenue level of fees at $730,000. There is
an anticipated beginning fund balance of $700,000. The Department of Public Health and
Environment costs will be $373,127 for the Household Hazardous Waste Program; $134,782 is
funded for solid waste inspections and monitoring by the Health Department; $40,000 for
community cleanups; and $97,091 to fund the roadside trash pickup program with Useful Public
Service clients. $85, 000 is funded by a transfer to the Sheriffs Office to support code
enforcement for illegal dumping.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $406,647 based upon the anticipated operating
costs for 2013. The budget reflects funding of Island Grove Park only.
EMERGENCY RESERVE FUND:
The Emergency Reserve Fund was established per Amendment One (TABOR), passed
November 3, 1992. The amendment requires that an emergency reserve be created to be used
for declared emergencies only. It also requires each local government to reserve one percent
or more for 1993, two percent or more for 1994, and three percent or more for all later years of
the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next
year's reserve. With the adoption of the new accounting rules under GASB 54 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. This Emergency Reserve
Fund will no longer be used to budget or account for the TABOR emergency reserve.
395
CONSERVATION TRUST
SUMMARY OF REVENUES
2013
Fund Org Acct Account Title
LOTTERY
2200 73700 4332 LOTTERY
MISCELLANEOUS
2200 73700 4610 EARNINGS ON INVESTMENTS
TOTAL CONSERVATION TRUST FUND
2012 2013 2013
Budget Request Recommend
382,500
376,000 376,000
4,500 3,500 3,500
387,000 379,500 379,500
2013
Final
396
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2013
Fund Orq Expenditure Function
200 73700 CONSERVATION TRUST
TOTAL CONSERVATION TRUST
2012 2013 2013 2013
Budget Request Recommend Final
387,000 406,647 406,647 0
387,000 406,647 406.647 0
397
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to
be used for the acquisition, development, and maintenance of new conservation sites within
Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
362,707
379,484
406,647
406,647
Fixed Charges
0
0
0
0
Capital
0
7,516
0
0
Gross County Cost
$ 362,707
$ 387,000
$ 406,647
$ 406,647
Revenue/Fund
Balance
379,543
387,000
406,647
406,647
Net County Cost
$ - 16,836
$ 0
$ 0
I $ 0
SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being proected at $376,000
and $3,500 from interest earnings. For 2013, the budget for the county buildings at Island Grove
Park is proposed at $509,147. This represents an increase from the 2012 budget of $10,265
or 2.06 percent. Revenue from rents and facility use fees for 2013 is estimated at $102,500
which is a decrease of $10,000 from 2012. The county payment for 2013 i s proposed at
$406,647 which is an increase of $30,278 from the 2012 payment of $379,484, an increase of
8.04 percent. The increase in the 2013 county payment reflects not only the increase in the
2013 budget but also the increase in salaries granted in 2012 after the county payment had
been established of $10,013. When the full cost of 2012 is compared to 2013 the increase is
$20,265 or 5.3%. No funds are allocated for capital improvements to the buildings. Since 2002,
the Missile Site Park has been funded in the General Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
398
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
Historically, the following is the amount of money received annually since the lottery started:
1983 $ 194,698
1984 195,304
1985 151,033
1986 138,069
1987 162,736
1988 154,074
1989 130,764
1990 136,726
1991 200,103
1992 220,219
1993 264,371
1994 205,534
1995 327,162
1996 312,024
1997 $ 356,262
1998 373,962
1999 286,971
2001 358,802
2002 391,780
2003 385,070
2004 361,926
2005 371,213
2006 453,233
2007 423,260
2008 430,795
2009 408,648
2010 386,999
2011 376,031
The funds have been used for maintenance and development of Island Grove Park and the
Missile Site Park, with the exception of the following items:
Entity
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Civic Auditorium
Community Center
Park System
Park Improvements
Park Improvements
Pearsin Park Sports Complex
Headquarters Facility
Amount
$ 141,464
$ 143,000
$ 90,000
$ 51,500
10,000
7,500
3,000
6,000
10,000
5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
399
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of
Weld County lottery funds. This policy remains in force today:
1. To maintain and develop the two existing county parks.
2. Projects must enhance the quality of life for the citizens of Weld County.
3. Projects must contribute to, or compliment, the economic development activities
of Weld County.
4. Projects must have an area impact or significance.
5. Funds used for local community projects must have substantial local support.
6. Outside of existing county parks, no operating funds shall be contributed to
projects.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Island Grove Park Visitors
Efficiency Measures
Per capita cost (county support)
Cost Per Visitor
420,000
$1.40
$0.86
420,000 420,000
$1.45 $1.50
$0.92 $0.97
400
CONTINGENCY
SUMMARY OF REVENUES
2013
:und Org Acct
TAXES
2300 90300 4112 CURRENT PROPERTY TAXES
TOTAL CONTINGENCY FUND
Account Title
2012
Budget
2013
Request
2013
Recommend
2013
Final
8,000,000 12,000,000 12,000,000 0
8,000,000 12,000,000 12,000,000 0
401
CONTINGENCY
SUMMARY OF EXPENDITURES
2013
Fund Ora Expenditure Function
2012 2013 2013 2013
Budget Request Recommend Final
2300 90300 CONTINGENT
TOTAL CONTINGENCY
8,000,000 12,000,000 12,000,000 0
8,000.000 12.000.000 12,000.000 0
402
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
7,900,000
8,000,000
12,000,000
12,000,000
Capital
0
0
0
0
Gross County Cost
$ 7,900,000
$ 8,000,000
$ 12,000,000
$ 12,000,000
Revenue/Fund Bal.
6,905,811
8,000,000
12,000,000
12,000,000
Net County Cost
$ 994,189
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $12,000,000 with
property tax. A beginning fund balance of $28,000,000 is anticipated. An ending fund balance
of $40,000,000 is projected, assuming no contingency funds are needed in 2013. The fund
balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's
heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to
year due to production levels and price changes. Besides serving as a general contingency
reserve, the fund is available to mitigate impacts from the oil and gas industry, such as
unanticipated road and bridge heavy hauling impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
403
EMERGENCY RESERVE FUND
SUMMARY OF REVENUES
2013
Fund Org Acct Account Title
2012 2013 2013
Budget Request Recommend
2013
Final
TAXES
2400 53100 4112 CURRENT PROPERTY TAXES
TOTAL EMERGENCY RESERVE FUND
0 0 0
0
0 0
404
EMERGENCY RESERVE
SUMMARY OF EXPENDITURES
2013
Fund Orq Expenditure Function
400 53100 EMERGENCY RESERVE
TOTAL EMERGENCY RESERVE
2012 2013 2013 2013
Budget Request Recommend Final
6,000,000 0 0 0
6,000,000 0 0 0
405
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment
One (TABOR), passed November 3, 1992, which requires that an emergency reserve be
established to be used for declared emergencies only, and that each local government shall
reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later
years, 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused
reserves apply to the next year's reserve.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
6,000,000
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$ 6,000,000
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$ 6,000,000
$
0
$
0
SUMMARY OF CHANGES: With the adoption of the new accounting rules under GASB 54 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. This
Emergency Reserve Fund will no I onger be used to budget or account for the TABOR
emergency reserve.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with policy per GASB 54.
BOARD ACTION: Reaffirmed policy per GASB 54.
406
SOLID WASTE FUND
SUMMARY OF REVENUES
2013
'und Org Acct
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE FUND
Account Title
2012
Budget
2013
Request
2013
Recommend
2013
Final
685,000 730,000 730,000 0
685,000 730,000 730,000 0
407
SOLID WASTE FUND
SUMMARY OF EXPENDITURES
2013
Fund Orq
Expenditure Function
2012 2013 2013 2013
Budget Request Recommend Final
2700 21240
2700 21240
2700 90200
2700 90200
TRANSFER
ORDINANCE 163 ENFORCEMENT
SOLID WASTE
TRANSFER
TOTAL SOLID WASTE FUND
85,000
0
92,091
507,909
685,000 730,000 730,000
85,000 85,000
000
137,091 137,091
507,909 507,909
0
0
0
0
408
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240
DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal
dumping, and roadside trash pick-up program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
85,000
85,000
85,000
85,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
Revenue
0
0
0
0
Net County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the
Animal Control function in the Sheriff's Office. The cost of the code enforcement function is
$85,000. See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Number of Complaints
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
800 800 800
$0.33 $0.32 $0.31
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
409
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200
DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites to combat environmental problems, promote trash
clean-up, provide for the household hazardous materials program, and to further improve and
develop landfill sites within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
99,708
600,000
645,000
645,000
Fixed Charges
507,909
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 607,617
$ 600,000
$ 645,000
$ 645,000
Revenue
836,566
685,000
730,000
730,000
Net County Cost
$ - 228,949
$ - 85,000
$ - 85,000
$ - 85,000
SUMMARY OF CHANGES: Due to the annexation of the Erie Laidlaw Landfill, the revenue
from that site (over $700,000 annually), has not been received since 2007. Therefore, the
revenue estimate is $730,000. The Department of Public Health and Environment costs for the
Household Hazardous Waste program will be $373, 127. $40,000 is budgeted for community
clean-ups, and $97,091 to fund the roadside trash pick-up program with Useful Public Service
clients. $134,782 is funded for solid waste inspections and monitoring by the Health
Department. Since the landfill sites no longer impact county roads due to being located off of
state highways, no funds are provided for road projects to mitigate landfill impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. T here are no
undesignated funds in the 2013 budget to mitigate impacts of landfills, such as road access,
cleanups, and transfer stations. A $700,000 fund balance also exists for the same needs, if
required.
As indicated above, revenues have been he Id conservative. D ue to the annexation of the
second Erie landfill, the County has lost the revenue from that site. Erie will pay approximately
$13,000 for Health Department inspections of the landfill in Erie and for costs to offset the
receiving of household hazardous wastes from Erie residents. Revenue in 2010 was increased
on a one-time basis due to an EPA clean-up near the Wyoming border hauling materials to the
Ault landfill. Revenues from the one-time EPA clean-up were close to $450,000. In 2011 and
2012 revenues are up some due to special waste from oil and gas activity that cannot be
counting on for 2013, according to the landfill operators. In 2013, the revenue will return to a
more normal level of $730,000.
410
SOLID WASTE FUND
(CONTINUED)
2700-90200
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Landfill Inspections
Household Hazardous Material (HHM)
Surcharge Collected
Efficiency Measures
Per capita cost (collected)
Per capita HHM cost
45 45 45
$373,127 $373,127 $373,127
$685,000 $685,000 $730,000
$2.34
$1.44
$2.57
$2.70
$1.40 $1.38
411
412
CAPITAL
FLANT#
SEVEN YEAR TREND
Capital Expenditures
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
CAPITAL EXPENDITURES FUND SUMMARY
The Capital Expenditures Fund was established to budget the financial resources used for the
acquisition or improvement of capital facilities of the county. A detailed Long Range Capital
Plan for 2013-2017 is presented in this section and relates to the specifics of the 2013 capital
project budget.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. T he 2013 p rogram is funded at $7,600,000, with $7,200,000 from property tax,
$100,000 from capital expansion fees, and $300,000 from interest. Anticipated projects include
$800,000 for an equipment storage facility for Public Works, and $788,000 for special projects.
A carry-over beginning fund balance of $4,340,000 is anticipated, and $10, 352,000 ending
reserve fund balance for the future jail expansion ($7,402,000), Communications System
reserve ($950,000), and Downtown Greeley land reserve ($2,000,000) is anticipated at the end
of 2013.
Capital projects impacting the 2013 and future years' operational costs include the additional jail
space planned for construction in 2017 w ill impact the operational budget by $1,210,000 in
2017, $770,000 in 2019, and $1, 100,000 in 2021. Special projects and Public Works facility
projects are primarily cosmetic enhancements to buildings that will not impact operating costs,
but will improve the appearance and functionality of the buildings involved.
414
CAPITAL EXPENDITURE
SUMMARY OF REVENUES
2013
2012 2013 2013 2013
'und Org Acct Account Title Budget Request Recommend Final
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES 7,200,000 7,200,000 7,200,000 0
INTERGOVERNMENTAL
4000 17500 4610 EARNINGS ON INVESTMENTS 100,000 300,000 300,000 0
MISCELLANEOUS
4000 17500 4730 OTHER FEES 300,000 100,000 100,000 0
TOTAL CAPITAL EXPENDITURES 7,600,000 7,600,000 7,600,000 0
415
CAPITAL EXPENDITURE
SUMMARY OF REVENUES
2013
Fund Orq Acct Account Title
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
4000 17500 4610 EARNINGS ON INVESTMENTS
MISCELLANEOUS
4000 17500 4730 OTHER FEES
TOTAL CAPITAL EXPENDITURES
2012 2013 2013 2013
Budget Request Recommend Final
7,200,000 7,200,000 7,200,000
100,000 300,000 300,000
300,000 100,000 100,000
7,600,000 7,600,000 7,600,000
416
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. C reated in
accordance with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County
Buildings Fund (Fund 33).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Capital
8,714,984
7,600,000
7,600,000
7,600,000
Gross County Cost
$ 8,714,984
$ 7,600,000
$ 7,600,000
$ 7,600,000
Revenue
5,710,577
400,000
400,000
400,000
Fund Bal. Increase
3,581,561
0
0
0
Net County Cost
$ 6,585,968
$ 7,200,000
$ 7,200,000
$ 7,200,000
SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2013 program is funded at $7,600,000, with
$7,200,000 from property tax, $100,000 from capital expansion fees, and $300, 000 from
interest. A nticipated projects include $800,000 for an e quipment storage facility for Public
Works, and $788,000 for special projects. A carry-over beginning fund balance of $4,340,000 is
anticipated, and $10,352,000 ending reserve fund balance for the future jail expansion
($7,402,000), Communications System reserve ($950,000), and Downtown Greeley land
reserve ($2,000,000) is anticipated at the end of 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2013 funding level of
the Proposed Long Range Capital Plan for 2013 - 2017. The actual plan is on t he pages
immediately following.
BOARD ACTION:
417
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2013 - 2017
Presented By: Donald D. Warden
Director of Budget Management and Analysis
September, 2012
418
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2013 - 2017
INTRODUCTION:
Section 14-3 of the Weld County Home Rule Charter provides:
"The Board may require that the Director of Finance and Administration submit,
at the time of submission of the annual budget, a five-year capital improvements
program and bud get. Such program shall include recommended projects,
construction schedule, estimate of cost, anticipated revenue sources, methods of
financing, and such other information as may be required."
This five-year plan projects capital improvements for 2013 - 2017.
The recommended program for capital construction is intended as a guideline to be adjusted by
the Board of County Commissioners on an annual basis. It represents flexible goals for
organizing solutions to county program needs, and it is intended to provide the Board of County
Commissioners with the perspective for making fiscal policy decisions. Annual modifications in
the plan will reflect necessary adjustments and priorities, changes in programs, and
readjustments of other county fiscal requirements.
This report has four (4) sections:
1. Introduction
2. Financing Alternatives
3. 2013 - 2017 Five-year Plan
4. 2013 Budgetary Impact
The section on financing recommends a pr ogram for funding the next five years' capital
construction. This section lists the various sources of revenue currently available to the county,
and the alternatives available for financing the remainder of the capital projects program. The
2013 - 2017 five-year plan section provides a list of recommended projects and the time
schedule for the next five fiscal years. Additionally, it provides justification for the
recommendation and a ttempts to enumerate problems and recommended solutions for the
capital improvements program over the next five years. The project section describes each
recommended project, and provides information on the existing situation, the proposed solution,
and the financing plan for each project.
The last section of the report provides a recommended 2013 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2013 county budget.
419
FINANCING ALTERNATIVES
420
FINANCING
Overview:
There are a num ber of ways to finance capital improvement projects. S ome of the most
common methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues --
paying cash instead of borrowing against future revenues. Pay as you go has
several advantages. First, it saves interest cost. Second, pay as you go protects
borrowing capacity for unforeseen major outlays that are beyond any current
year's capacity. Third, when coupled with regular, steady completion of capital
improvements and good documentation and publicity, pay as you go fosters
favorable bond ratings when long term financing is undertaken. Fi nally, the
technique avoids the inconvenience and c onsiderable cost associated with
marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go
policy. First, pay as you go puts a heavy burden on the project year. Second, it
creates awkward fluctuating expenditure cycles which do not occur with extended
financing. Third, a long life asset should be paid for by its users throughout its
normal life rather than all at once by those who may not have the use of it for the
full term. Finally, when inflation is driving up construction costs, it may be
cheaper to borrow and pay today's prices rather than wait and pay tomorrow's.
2. All borrowing policy:
An all borrowing policy or a s ubstantial reliance on debt financing is another
approach. The annual available resources could be us ed entirely for debt
service with the size of the annual resources setting the limit on the amount that
could be borrowed.
3. Capital reserve:
A capital reserve plan is an approach where the annual resources available could
be accumulated in one or more capital reserve funds, the amounts invested, and
when any funds become adequate to pay for a proposed project, the fund could
be expended. This is a good approach when a county has a capital requirement
which can wait. Accumulation of the necessary capital funds over a period of
time is a feasible approach, assuming a relatively stable construction dollar.
HB 82-1111, passed in 1982, specifically provides for a capital improvements
trust fund for capital reserves.
421
4. Partial pay as you go policy:
A partial pay as you go policy is a common approach. Some of the annual
resources would be us ed to finance capital improvements directly, and t he
remainder would go for supporting a debt program. Even if a local government
pursues a borrowing policy, an initial down payment out of current revenues is a
possibility. A customary five to ten percent down is a limited pay as you go
policy, and assures that the voters authorizing the approval will make a cash
contribution so all of the burden will not be postponed.
5. Joint financing:
An ever increasing number of cities and c ounties are benefitting from joint
development of a project. The construction of a city/county office building and
recreational areas are examples. This avenue of funding and planning capital
projects normally is advantageous to both jurisdictions.
6. Lease/Purchase:
Local governments can utilize lease/purchase methods for needed public works
projects by having it constructed by a private company or authority. The facility is
then leased by the jurisdiction on an annual or a monthly rental. At the end of the
lease period, the title to the facility can be conveyed to the jurisdiction without
any future payments. The rental over the years will have paid the total original
cost plus interest. This method has been u sed successfully in a nu mber of
jurisdictions. The utilization of a building authority would fall under this category
of financing.
Numerous considerations are involved in the selection of the foregoing approaches, or some
combination thereof:
1. Political realities may preclude utilization of one or more of the above
alternatives. For example, the passage of general obligation bonds as a debt
financing mechanism has not met recent success at the polling places in most
jurisdictions.
2. The pay as you go concept has three distinct advantages.
A. It provides great flexibility to the county for future periods of economic
recession or depression but does not accumulate large fixed -charge
costs.
B. It avoids the payment of interest charges.
C. It imposes upon public officials the full political responsibility for levy of
the taxes necessary to pay the local share of such projects.
3. The debt financing approach has the advantage of spreading the cost over a
generation of current users of public facilities, thereby imposing upon each a
significant portion of the cost of each project.
4. In an i nflationary period, one must take into account the extent to which
prepayment for capital outlay is warranted, when the opportunity for repayment of
the principal and interest in dollars that are less expensive can be arranged.
422
5. During periods of rapid rise in costs, the time delay necessary to accumulate
down payments or full pay as you go resources invites higher costs which may
wipe out most, if not all, of the advantages of non-payment of interest.
In the five-year capital projects plan, a combination of funding methods will be recommended to
finance capital construction in an attempt to balance the economy of a payment in full program
with the fairness of sharing the burden among present and future taxpayers.
This recommended financial program reflects consideration of many factors, including the
availability of cash, anticipated interest rates at the time of construction, and p rojected
inflationary cost increases that would result from project delays.
423
DEBT FINANCING
Before discussing specific types of borrowing, it is appropriate to review some of the basic
constitutional statutory provisions which generally are applicable to debt financing.
Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a
political subdivision of the state, unless the question of incurring such debt has been approved
by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out
of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad
vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957).
In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may
be pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed three
percent (3%) of the assessed value in the county, which is over $140 million dollars in Weld
County.
Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of
multi -year debt. I t states that an election is required: " Except for the refinancing of district
bonded debt at a lower interest rate or adding new employees to existing district pension plans,
creation of any multiple -fiscal year direct or indirect district debt or other financial obligation
whatsoever without adequate present cash reserves pledged irrevocable and held for payments
in all future fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with
the laws of the state, including the borrowing of money to fund county projects,
the pledging of project revenues and repayment thereof, and the issuance of
revenue warrants, or revenue bonds, or other forms of evidence of such
obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to
maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes
due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the
higher the yields or return on investment is demanded by the market price. Thus, a bond issue
that runs thirty years will pay a higher net effective interest rate than a bond issue that runs
twenty years.
424
General Obligation Bonds:
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and
interest of the bond issue. Consequently, general obligation bonds are a debt subject to the
constitutional and s tatutory provisions discussed earlier. B ecause the issue of general
obligation bond pl edges its full faith and c redit and a grees to levy the ad v alorem taxes
necessary to repay the principal and interest of the bond, it is generally agreed to be a more
secure investment than other types of bonds. Thus, the major advantage of general obligation
financing is the low rate of interest as compared to the interest of other types of bonds. The law
permits general obligation bonds to have a thirty-year term; however, general obligation bond
issues usually have terms of twenty years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter
approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond
election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for
enterprise funds and operations.
Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds
and the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are considered to be less secure than general obligation bonds because of the
inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there
is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond
twenty years, frequently as long as thirty years.
The concept of issuing revenue bonds is based on the theory that certain projects which benefit
only certain individuals should be s elf -supporting and should be paid for by the user of that
project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air
travelers and airlines and parking revenue bonds are paid for by users, etc.
In order for a county to issue a revenue bond, the system which generates the revenues to
repay the principal and interest of the bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
425
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
operating statistics and coverages, but also at more basic elements, such as the necessity of
the service, control over competition, and delinquency procedures. Revenue bonds are
becoming more popular because they do no t require voter approval and do not apply in
statutory debt limits.
Leases:
A less traditional method of financing county facilities is a I ease arrangement. A lease is
executed with the county, which gives the county the option to purchase the equipment or
facility during the term of the lease. All or part of the lease payments may be applied to the
purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is
a debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2. No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non -property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which
underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the
system. Rather, it is usually a promise to pay only one year at a time, with an implied intention
to continue payment until ownership is transferred. As ultimate security, the holder of the lease
may look to the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation
to continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally are short, usually from seven to ten
years. B ecause the security underlying the lease is not good compared with conventional
financing, interest rates on leases are higher.
426
Building Authority:
A building authority is a non-profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987, named the Weld County
Finance Corporation. The directors are the Director of Finance and Administration, County
Attorney, and Director of Public Works, each appointed for ten-year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt
from Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds
are issued on behalf of a political subdivision, which is determined based upon the following
factors as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and
other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After
receiving a favorable ruling from the IRS, a " no action" letter should be secured from the
Security and Exchange Commission, exempting the authority's bonds from these requirements.
The authority then issues bonds pledging the annual rental payments as security. After
issuance of bonds and construction of the facilities, the authority leases the facilities to the
county. Again, this must be a bona fide lease and possess all the elements discussed under
Lease/Purchase.
The bonds of a building authority are similar to municipal leases in the manner in which they are
viewed by investors. As with a simple municipal lease, building authority bonds are less secure
than general obligation or revenue bonds. As a result, bonds issued through a building authority
bear higher interest than more secure issues.
Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical
matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing
assignment of proportionate undivided interests in rights to receive certain revenues in the form
of a lease or rental amount for the purpose of providing funding for capital improvements. The
lease and COP do not constitute a general obligation or other indebtedness of the county within
the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a
year-to-year obligation.
The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has
ever used in the implementation of its debt policy options. The only COP issued by Weld
County was done in 1997, and was paid off August 1, 2007. No outstanding debt exists for
Weld County.
427
BUILDING AUTHORITY FINANCE
The Philosophy:
Tax-exempt financing is available through a building authority with the issuance of bonds when
the facilities financed are for public purposes and the benefit is to the sponsoring public entity.
The Building Authority:
A building authority is a Colorado non-profit corporation created by the county itself. The county
adopts a resolution calling for the creation of the Building Authority and directing counsel to
draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of
directors is formed. The boa rd may consist of County Commissioners or administrative
personnel or individuals not associated with any public entity. The Weld County Finance
Corporation, created in 1987, consists of the Director of Finance and Administration, County
Attorney, and Director of Public Works as directors.
Tax -Exemption of Interest:
Once the non-profit corporation is created, the tax-exempt nature of interest paid on t he
corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue
Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1
and Revenue Ruling 63-20, and on the tax-exempt status of interest paid.
Such an application involves considerable work and a detailed analysis of the situation which is
presented to the Internal Revenue Service. The application includes information as to public
purpose, the county, the agency using the facilities, the proposed lease terms, terms of title
reversion to the county and the proposed method of financing.
Corporate Bonds and the S.E.C.:
As corporate bonds are subject to registration requirements of the Securities and Exchange
Commission, a "no action" letter must be obtained from the S.E.C. In essence, the S.E.C. says
that no action will be taken if the bonds of the building authority/non-profit corporation are not
registered.
The Purchase Contract:
Once the building authority is created with powers to act, it may enter into a contract to
purchase the facility. The contract should be subject to:
1. A favorable revenue ruling from the Internal Revenue Service.
2. Receipt of an S.E.C. "no action" letter.
3. Finalization of financing.
428
The Bond Issue:
When all legal and tax questions are answered the building authority may issue bonds for the
purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells
the bonds to the ultimate investor.
The bonds that are issued will be an obligation of the building authority only and not a debt
obligation of the county.
The County Lease:
Upon the issuance of the bonds and the purchase of the building by the building authority, the
county can lease the building from the authority. The lease would be from year-to-year with
automatic renewal unless otherwise terminated. A county lease for any period in excess of one
year constitutes a debt and must be approved by voters.
The Bond Security:
The security of the bond holders may be only in a pledge of lease revenues by the authority.
The bond holders may also have a first mortgage lien on the building. The combination of the
two results in a more secure bond and a correspondingly lower rate of interest.
Partial Seller Financing:
Depending on factors such as the seller's motivation, whether there is an existing loan on the
building, and neg otiations, a bond i ssue can be for only the amount necessary for a dow n
payment. The sellers can carry back the balance, receiving installment sale tax benefits on the
capital gains. A revenue ruling would be required; however, interest paid on a promissory note
to the seller may also be tax exempt. The total cost to the county and the building authority then
may be substantially lower on this basis.
429
COMPLETED CAPITAL PROJECTS
2007-2011
Total
Actual
2007
Actual
2008
Actual
2009
Actual
2010
Actual
2011
Centennial Complex
$ 5,607,341
$ 628,871
$ 1,865,352
$ 2,983,136
$ 27,817
$ 102,16'
Courthouse
313,468
97,969
9,310
191,071
15,11!
Land Reserve
142,834
142,834
Stanley Bldg
321,921
321,921
Grader Sheds
681,319
180,012
228,564
1,333
271,410
Bldg & Grds Hdqtr
755,685
755,685
Health Department
120,227
105,109
15,11!
Island Grove
241,380
181,035
60,345
North Jail
12,323,800
10,991,973
360,527
22,194
696,743
252,36;
Sheriff's Admin Bldg
29,018
13,900
15,11!
North County
Complex
122,386
122,386
Public Works
135,001
64,371
7,820
62,81(
Social Services
6,591,386
500,923
3,266,441
2,743,883
80,13(
Giesert Gravel Pit
1,659,509
1,659,50(
Southeast Weld
Building
981,393
966,275
15,11!
South County
219,373
165,347
54,02E
County Clinic
550,538
550,538
North Admin Bldq
6,248,279
3,608,942
2,639,33i
Alternative Use Bldg
4,328,536
1,887,721
2,425,697
15,11E
Community
Correction Building
5,404,294
81,145
3,106,139
2,201,892
15,11E
Miscellaneous
460,323
229,273
48,158
167,774
15,11E
CNG Station
90,117
90,11 i
TOTAL
$47,328,128
$16,303,073
$ 8,726,252
$ 9,287,109
$ 7,965,402
$ 5,046,29;
TE: Expenditures listed in year incurred.
430
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2013- 2017
Requirements
Total
2013
2014
2015
2016
2017
Jail Capital
Reserve
$9,301,000
$5,062,000
$5,900,000
$6,015,000
$6,300,000
$(13,976,0000)
Comm. System
Reserve
4,750,000
950,000
950,000
950,000
950,000
950,000
Jail Expansion
20,000,000
0
0
0
0
20,000,000
Land Reserve
0
0
0
0
0
0
Communications
System
0
0
0
0
0
0
Misc Projects
3,349,000
788,000
750,000
735,000
550,000
526,000
PW Projects
2,000,000
800,000
300,000
300,000
300,000
300,000
TOTAL
$39,400,000
$7,600,000
$7,900,000
$8,000,000
$8,100,000
$7,800,000
431
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
432
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2013 - 2017
YEAR
PROPERTY
TAX
INTEREST
FEES
TOTAL
2013
7,200,000
200,000
100,000
7,500,000
2014
7,200,000
300,000
100,000
7,600,000
2015
7,200,000
600,000
100,000
7,900,000
2016
7,200,000
700,000
100,000
8,000,000
2017
7,200,000
800,000
100,000
8,100,000
433
CASH FLOW ANALYSIS
YEAR
BEGINNING
FUND
BALANCE
REVENUE
EXPENDITURES
ENDING
FUND
BALANCE
2013
$ 4,340,000
$ 7,500,000
$ 1,588,000
$ 10,252,000
2014
$ 10,252,000
$ 7,600,000
$ 1,050,000
$ 16,802,000
2015
$ 16,802,000
$ 7,900,000
$ 1,035,000
$ 23,667,000
2016
$ 23,667,000
$ 8,000,000
$ 850,000
$ 30,817,000
2017
$ 30,817,000
$ 8,100,000
$ 20,826,000
$ 18,091,000
434
CORRECTIONAL FACILITY
Existing Situation:
The Centennial Complex Jail was constructed in 1978, and was remodeled three times to
increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed
with 160 beds and all of the core service facilities. The North Jail Complex is currently designed
for a build out of 779 beds, but the site can accommodate over a 1,000 -bed facility. Each phase
would be in increments of approximately 160 - 375 beds. Jail population continues to grow in
Weld County, but the growth rate has slowed the last few years due to more use of jail
alternative programs. Phase II was completed and opened in January, 2004. Phase II added
245 beds based upon the design. C onstruction of Phase II allowed for the closure of the
Centennial Jail and conversion of the space to accommodate Court needs. Phase III, which
added 374 beds, was constructed in 2006 - 2007, and was opened in February 2008.
Proposed Solution:
It is proposed that additional phases of the North Jail Complex be constructed in increments of
beds, as needed. The total project of approximately 211,355 square feet will be constructed in
phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core
service facilities, such as kitchen, administrative offices, medical detention, booking area, and
lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and
medium security to accommodate the projected inmate classifications. P hase II was
constructed in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III
has 374 beds and was constructed in 2006 - 2007. There are currently 779 beds available.
Financing:
It is recommended that the county budget $20,000,000 in the 2013 - 2017 capital plan budget
for 350 additional beds. Nothing will be in the Capital budget in 2013 for jail construction.
Impact on Operational Costs:
In 2018, it is anticipated that the new jail capacity will be opened. The use of the capacity will
be phased in over a two to three year period, depending on inmate population growth. Based
upon past phased openings of the jail, the estimated additional annual costs are:
Item
2017
2019
2021
Staffing
$ 1,210,000
$ 770,000
$ 1,100,000
Medical Costs
0
600,000
320,000
Food
0
400,000
200,000
Utilities
0
60,000
0
Maintenance
0
60,000
0
435
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987, Weld County acquired 160 acres located in the southwest corner of "O" Street and
North 11th Avenue in Greeley. Funds for the property came from the sale of the Health
Building.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area.
The utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000
with the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000
square foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres
have been developed for building and storage sites and approximately 60 acres can be mined
for gravel and reclaimed in an attractive way. The new correctional facility is located on this
site, as well as the Health Department, Household Hazardous Waste Building, Training Center,
Motor Pool, Public Works, Law Administration, Buildings and Grounds, Alternative Programs
Facility, Community Corrections Facility, and four administrative buildings. A portion of the
property was made available for commercial development and offered at no cost or low cost to
private parties for economic development incentives. A PUD was approved for land use
purposes in 1989.
Financing:
Development, using future years' funds, is programmed into the long-range plan under specific
projects, which include a correction facility ($20,000,000).
Impact on Operational Costs:
See individual projects for cost impacts.
436
COMMUNICATIONS SYSTEM
Existing Situation:
Weld County, in 1975, created the Weld County Regional Communications Center and agreed
to fund the infrastructure to accommodate the communications system. The system consisting
of towers, radio receivers and t ransmitters, system controllers, consoles, computers, and
various communications equipment has been required to be replaced or upgraded
approximately every ten years with growth and technological changes. The costs have been
paid for by grants, Weld County government, and the E911 Authority.
Proposed Solution:
The communications system was upgraded in 2012 at a total cost of $7,700,000. The E911
Authority Board has agreed to fund the console equipment upgrade in the amount of
$2,000,000, and Weld County, in the Capital Expenditure Fund, funded the remaining costs. In
addition, the Board of County Commissioners has agreed to adopt a policy of funding a
$9,500,000 capital reserve in the amount of $950,000 per year, so that in ten years funds will be
in the capital reserve for the next upgrade and the 700 MHz conversion.
Financing:
The upgrade for 2012 was be funded by the E911 Authority Board funding $2,000,000 from its
reserve, and Weld County has funded $5,700,000 in 2012 for the remaining $5,700,000 in the
Capital Expenditure Fund for the total cost of $7,700,000. Beginning in 2013, Weld County will
fund $950,000 per year for the Communications System Reserve for future communications
systems upgrades and the 700 MHz conversion.
Impact on Operational Costs:
There will be no addi tional operational costs for the system. Operational costs are currently
funded by Weld County, City of Greeley, the E911 Authority Board, and users using in excess of
$10,000 per year in allocated costs. It is not anticipated that the upgraded systems will be any
more expensive, operationally, to maintain than the current system.
437
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The County currently has 18 g rader sheds throughout Weld County, to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. Seventeen have recently been replaced --
Nunn (1981), Gwonda (1982), Vim (1983), New Raymer (1984), Mead (1985), Rockport (1986),
Kiowa (1987), Severance (1987), Gilcrest (1989), Ault (1989), Briggsdale (1991),
Keenesburg (1994) Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001),
Galeton (2003), New Raymer (2004), Rockport (2007), and Kersey (2010). In addition, four ice
control storage buildings were constructed in 2001 - 2003. An additional storage facility at the
Public Works Headquarters was built in 2003. A new Buildings and Grounds facility was built
in 2007, and the old facility was converted to a P rinting and S upply facility. A n additional
storage facility was purchased in 2009.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have
been identified.
Financing:
The county, since 1982, has totally reconstructed and up graded all grader and road
maintenance facilities. The county should continue a sound maintenance and replacement
program, so the buildings do not fall into the disrepair condition they were in prior to 1982. The
funding mechanism is a pay-as-you-go function out of the Capital Fund. I n 2013, a 15,000
square foot heavy equipment storage facility will be constructed ($800,000). Funds in the
amount of $300,000 per year for the years 2014-2017 are included for Public Works facilities.
The grader sheds will be replaced in Briggsdale (2014), Kiowa (2015), Johnstown (2016), and
Nunn (2017).
Impact on Operational Costs:
Vehicle storage facility will have utility costs of approximately $2,400 per year. Since the old
grader sheds are being replaced with new sheds, the county's experience is that there is
approximately a $1,000 per year savings on the utilities due to the use of radiant heat and
improved insulation. Staffing is unchanged.
438
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings.
It provides for the space needs of the 19th Judicial District. Under state law the county is
obligated to provide and maintain the facilities for court related activities. The Courthouse was
built in 1917 and is maintained on the Federal Register of Historical Buildings. After many
remodels and upgrades it still functions as the main court facility for Weld County. In the mid -
1980's two buildings across the street from the Courthouse were acquired and remodeled to
house the Probation Department. In 2001, the West Courthouse Annex Building was acquired
to house the District Attorney Juvenile Division. As the population grows and court related
activities grow the space requirements continue to expand. Four courtrooms were added i n
2008.
Proposed Solution:
With the growing needs of the courts it will require that the county convert the Centennial
Center, including the jail, to courtrooms and court -related offices. With the construction of
Phase II of the North Jail, the Centennial Jail was closed and remodeled into court -related
space in 2004. All Sheriff's office administrative functions, along with Communications and
Records, were moved to the new Public Safety Administrative Building next to the North Jail in
2003. Over time the entire Centennial Complex will become court -related space, as well as the
two annex buildings to the west and east of the Courthouse. I n 2004, three additional district
courtrooms were created, a juvenile courtroom, and one addi tional county courtroom, and i n
2009 four additional court rooms were built. The first floor of the Centennial Jail has been
converted into courtrooms. The second and third floors of the jail were remodeled in 2010 for
additional court and office facilities. First floor Centennial offices were converted into office
space for the Clerk to the Court. The space in the Courthouse occupied by the Clerk to the
Court was converted into a di strict courtroom. These courtrooms will supplement the current
vacant district courtroom and the visiting judge courtroom to accommodate four anticipated
additional judges through 2018. Space formerly occupied by the Weld County Commissioners
and administrative functions will be converted to court -related space since those functions
moved to a new administrative building in 2011.
Financing:
The county can accommodate court related activities in the space of the Justice Center for
several years. In addition, the block to the southeast of the Centennial Complex has been
acquired by the county and converted into a parking lot. In the future when the need arises, that
block can serve as a site for court building expansion and a parking garage structure to
accommodate court space needs. Also, in the next decade it may be necessary to have court
facilities in the southern part of Weld County where the population is growing at a rapid rate.
The funding mechanism for all court facility needs should be a pay-as-you-go function out of the
Capital Fund. The following page is a schedule of proposed conversion of Justice Center space.
439
CAPITAL PLAN
FOR
JUSTICE CENTER
YEAR
CURRENT USE
NEW USE
COST
2008
Vacant
Work Release (30,000 sf)
$ 4,275,000
2008
Second Floor Old Jail
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
DA Offices
$ 1,000,000
2011
Vacant
Administrative Bldg.
$ 5,000,000
2018+
Planning
Probation
$ 100,000
2018+
Third Floor Centennial
2 Courtrooms
$ 1,200,000
2018+
First Floor Centennial
1 Courtroom
$ 300,000
2018+
Vacant
Justice Center Annex Building
$ 5,000,000
2018+
Third Floor Centennial (DA)
2 Courtrooms
$ 750,000
2018+
Second Floor Centennial
2 Courtrooms
$ 750,000
2018+
First Floor Centennial (DA)
Court Offices
$ 200,000
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2013
2014
2015
2016
2017
2018+
$0
0
0
0
0
$ 176,000
440
ALTERNATIVE PROGRAMS
BUILDING
Existing Situation:
Alternative programs are currently housed in the old jail and in the West Courthouse Annex. As
jail crowding becomes more and more of a problem, the alternative programs, such as work
release and pre-trial programs, are used more and more by the Court. The programs currently
occupy approximately 20,000 square feet. The space that the programs occupy is needed for
courtrooms and Probation office space.
Proposed Solution:
To accommodate the space needs of the alternative programs and al low for growth in the
programs, a 30,000 square foot building is proposed. The facility will be constructed in the Weld
County Business Park. This puts the facility in closer proximity to the jail for support services.
Financing:
The new 30,000 square foot Alternative Programs Building was completed in 2008.
Impact on Operational Costs:
Impact of additional costs on the 2008 bud get was $156,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
441
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail,
the Centennial Jail will be closed and remodeled into court -related space. In addition, all
Sheriff's office administrative functions, along with the Communications and Records, were
relocated in 2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail there are logistical advantages to
relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions, Communications, and Records. This
allows for the consolidation of all criminal justice functions at one site with the exception of
patrol substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building.
In 2010, the Records Unit was moved from the Law Enforcement Administration Building to the
former Human Services Building to free up space for the Sheriff's Office.
Impact on Operational Costs:
There was no impact of additional costs on the 2010 budget for utilities and maintenance, since
the space has been maintained in the past. Staffing costs were unchanged, since personnel
were transferred from the old facility to the new building.
442
REGIONAL CRIME LAB
Existing Situation:
Currently the county has a crime lab located in the basement of the Centennial Complex, and
the former Planning Department office. The space is inadequate to meet the size and program
requirements. Weld County is taking the lead to create a regional crime lab for Northern
Colorado that would house approximately 40 crime lab staff members from various law
enforcement agencies and CBI.
Proposed Solution:
The proposed regional crime lab facility will consist of approximately 20,000 square feet. It will
contain private and open office areas, waiting areas, lobby space, meeting/conference rooms,
elevator(s), complete laboratory and forensics discovery area. It will be fully fire sprinkled. The
crime lab's location is in a bus iness park off Highway 34 and WCR 17, which is a central
location for the Northern Colorado region.
Financing:
The construction of the regional crime lab started in 2012 financed by $4,000,000 in county
funds. It will be completed and fully operational by the second quarter of 2013.
Impact on Operational Costs:
Once the crime lab is constructed there will be additional costs in the budget for utilities and
maintenance, in the amount of $240,000. However, five participating agencies will pay
approximately 80% of this cost, or $192,000 for a net county cost of $48,000. Staffing costs are
unchanged, since personnel will be transferred from the old crime lab to the new building. A
Federal grant for $500,000 will fund the first two to three years of operational costs.
443
COMMUNITY CORRECTIONS FACILITY
Existing Situation:
The Community Corrections program has been operated by private contractors since its
inception in Weld County in the early 1980's. The facility that the contractors have used is the
site known as The Villa, which were old dormitories on the UNC campus. UNC has encouraged
the Community Corrections Facility to move off campus due to the facility housing convicted
felons that are returning to the community from the Colorado Department of Corrections.
Recently, there have been problems with the contractor that owns the facility providing the
community correction services. The county realizes that without a county -owned community
corrections facility it limits the county's choices for a contract provider of the service and the
option of the county operating the facility itself through the Justice Services Department.
Proposed Solution:
The Board of Weld County Commissioners, in May 2008, made the decision that the county
should construct its own Community Corrections Facility in the Weld County Business Park.
The site will be at the entrance of the park at the northwest corner of 11th Avenue and H Street.
A 30,000 square -foot building was constructed in 2010 to accommodate the program. The site
can accommodate a doubling of the facility size at some future date at a cost of approximately
$5,000,000.
Financing:
The new Community Corrections Facility was constructed, in 2010, within the Weld County
Business Park. An Energy Impact Grant, in the amount of $400,000, along with $4,600,000 in
county funds, funded the project.
Impact on Operational Costs:
There were additional costs in the 2010 and future budgets for utilities and maintenance, in the
amount of $160,000. However, the majority of the program costs are paid for from state
contracts with the State Department of Corrections through a lease to ICCS, which is the sub-
contractor operating the facility. C urrently, the program services are provided by a private
contractor (ICCS).
444
DOWNTOWN GREELEY
PARKING AND LAND
Existing Situation:
The Courthouse and Centennial Center are located in the center of downtown Greeley. The
future plans are for these facilities to be the judicial center for the 19th Judicial District that
serves Weld County. Parking has been a long time problem in the area for citizens using the
facilities. In addition, as Weld County looks to the future there will be a need to have land to
locate future court facilities. The court administration is insistent upon having a centralized
location, since other jurisdictions have had logistical problems attempting to split court facilities
into more than one location. As a result, there is a need to acquire land adjacent to the current
location to accommodate future court facilities.
Proposed Solution:
In July, 2003, the County purchased a portion of an adjacent block of property to the Centennial
Complex and Courthouse to allow for surface parking in the immediate future, and to provide
future building sites for future court facilities. Opportunity existed to purchase approximately
100,000 square feet adjacent to the current facilities in 2003. The parking was developed in
2004, and needed facilities can be constructed on this site in the future.
Financing:
In 2003, fund balance from the General Fund, in the amount of $1,500,000, was transferred to
the Capital Expenditure Fund to acquire the site and put money aside for the parking
improvements in 2004. Approximately 250 parking spots have been developed to serve the
area. As portions of the site are needed for court building sites, a parking structure can be built
to accommodate added parking needs or land to the east or south of the site can be acquired
for surface parking. In the 2012 budget $2,000,000 was reserved for the purchase of property
adjacent to the current Justice Center location to accommodate future court facilities and
support services.
Impact on Operational Costs:
No new operation costs are anticipated.
445
ADMINISTRATIVE OFFICE BUILDING
Existing Situation:
The long term plan with the development of the Weld County Business Park was for the
eventual move of all administrative functions of the county to the business park. All of the
functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer,
Clerk and Recorder, and Planning were relocated to the business park. With the future space
demands of the courts it is anticipated that the remaining county administrative functions at the
Centennial Complex will need to be relocated to the Weld County Business Park within the next
year. T his will leave the Centennial Complex as a j ustice and I aw enforcement center
exclusively.
Proposed Solution:
In order to accommodate the Court's space needs and the County's administrative functions it
was necessary to acquire a new administrative facility at the Weld County Business Park. To
accommodate the space needs of the existing administrative functions, and pl an for future
growth, an existing 43,000 square -foot office building was purchased in 2010, and remodeled to
accommodate current and future County administrative functional needs.
Financing:
The County purchased the existing Sykes Building for $3,500,000 in June, 2010. Approximately
another $2,300,000 was spent to remodel the building to make a fully functional administrative
building to house the County Commissioners' Office and associated administrative functions.
Vacant space will exist to accommodate growth for a number of years. The project was funded
by Capital Reserve funds.
Impact on Operational Costs:
There were additional costs in the 2011 budget for utilities and maintenance, in the amount of
$180,000. There were no additional staffing costs since the staff moved from other facilities to
occupy this building. Moving and relocation costs were $50,000.
446
SOCIAL SERVICES
BUILDING ANNEX
Existing Situation:
The Social Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. I n 2005, additional land was purchased, adjacent to and south of the two existing
buildings. T he additional land will accommodate another 20,000 square foot building and
parking.
Proposed Solution:
A new 40,000 square foot building was constructed in Greeley on the Social Services site in
2009. The building will accommodate the current services, plus allow room for future expansion
and consolidation of the Human Services and Social Services Departments.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in
the amount of $300,000.
Impact on Operational Costs:
There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the
amount of $210,000. However, the majority of the program costs are paid for from grants from
the State Department of Social Services. There were no additional staffing costs since the staff
moved from other facilities to occupy this building.
447
SOUTHWEST
COUNTY SERVICE CENTER
Existing Situation:
The Southwest County Service Center was developed in 2000 - 2001. With the growth in the
area, additional facilities will be required to house all the County functions required to service
the area.
Proposed Solution:
It is proposed that an additional 20,000 square foot building be constructed on the Southwest
Weld County Service Center site in 2018. The building will accommodate the current services,
plus allow room for future expansion of services in the area.
Financing:
The building will be constructed in 2018. Funds in the amount of $4,000,000 are budgeted in
the 2018 budget or beyond for the 20,000 square foot building.
Impact on Operational Costs:
There will be additional costs in the budget for utilities and maintenance, in the amount of
$120,000 when the facility is built. There will be no additional staffing costs since the staff will
be moving from other facilities to occupy this building. M oving and r elocation costs are
estimated to be $30,000.
448
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the City of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five -acre
site. The building accommodates the historic services provided, plus Probation and increased
Human Services. The location of the building in east Fort Lupton will better accommodate not
only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional
space may be added to the site in 2018, or beyond.
Financing:
The building was constructed in 2006.
Impact on Operational Costs:
No new operational costs are anticipated until constructed in 2018, or beyond.
449
MISCELLANEOUS PROJECTS
Existing Situation:
Each year there are several special projects to do major maintenance to buildings, update or
renovate county facilities, provide for new county programs, and remodel to accommodate
changing programs or meet new legal standards. An approach which provides miscellaneous
funds of this nature can prevent postponing necessary major maintenance or remodeling of
facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers.
In addition, such an approach can also make better utilization of existing facilities in order to
avoid the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof
replacement, elevator upgrades, remodels, and major maintenance projects should be included
in this category.
Proposed Solution:
It is recommended that an amount of $3,349,000 be set aside for such projects in the Long
Range Capital Projects Plan. A detailed listing of special projects is on the following two pages.
Financing:
It is recommended the county budget $3,349,000 over the next five years to accommodate the
detailed listing of special projects found on the following two pages.
Impact on Operational Costs:
No new operational costs are anticipated. In most cases the HVAC systems replaced should be
more energy efficient resulting in energy cost savings.
450
FY 2013
Building Name
1400 Admin
1400 Admin
1400 Admin
1402 Admin
Training Center
Training Center
1402 Admin
Motor Pool
Nunn Tower
New Raymer Tower
All
Address Type of Improvement Budget Estimate
1400 N. 17th Ave.
Greeley, CO
1400 N. 17th Ave.
Greeley, CO
1400 N. 17th Ave.
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
1104 H Street
Greeley, CO
1104 H Street
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
16059 WCR 100
Nunn, CO
WCR 129 & Hwy 14
New Raymer, CO
Roof Top Units (RTU) $175,000
Boiler $57,000
New Roof $150,000
New Roof $150,000
Replace Sound System $20,000
Replace Folding Doors $40,000
Boiler $57,000
Florescent Light upgrade $9,000
Air Conditioning Unit $8,000
Air Conditioning Unit $8,000
ADA Modifications $114,000
2013 Total $788,000
451
FY 2014
Building Name
Ambulance (North)
Ambulance (South)
8th Avenue Storage
Courthouse Annex
Island Grove--Exhibition/Extension
1402 Admin
Human Services A
Human Services A
All
Address Type of Improvement Budget Estimate
1121 M Street
Greeley, CO
3401 11TH AVE.
Evans, CO
8th Ave Street
Greeley, CO
934 9th Ave
Greeley, CO
425 North 15 Ave.
Greeley, CO
1402 N. 17th Ave.
Greeley, CO
315 A N. 11th Ave
Greeley, CO 80632
315 A N. 11th Ave
Greeley, CO 80632
Building Name Address
1551
1551
Jail (Phase 1)
Jail
8th Avenue Storage
Public Works
Public Works
1551 N. 17th Ave
Greeley, CO
1551 N. 17th Ave
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
8th Ave Street
Greeley, CO
1111 H Street Greeley,
CO 80632
1111 H Street Greeley,
CO 80632
AC/Furnace $35,000
AC/Furnace
Roof Top Units
Roof Top Units
New Roof
Roof Top Units (RTU)
Elevator Modernization
Roof Top Units
ADA Modifications
$17,000
$22,000
$60,000
$217,000
$175,000
$85,000
$57,000
$82,000
Type of Impr'ovemerit> Budget. Estimate
Roof Top Units (RTU) $175,000
Boiler $57,000
New Roof $363,000
Fountain Replacement $25,000
(B,C,O,N,M Pods)
Asbestos removal & gut $55,000
South
$40,000
Carpet
Teardown/Rebuild
Furniture for Carpet
$20,000
2015 Tota( $735,000"
452
Building Name
Ambulance (North)
Ambulance (South)
Jail
Human Services A
Jail
Jail
Jail
Jail
1551
Jail
Alternative Programs
Alternative Programs
Household Hazardous Waste (North)
Household Hazardous Waste (South)
FY 2016
Address
1121 M Street
Greeley, CO
3401 11TH AVE.
Evans, CO
2110 "O" Street
Greeley, CO
315 A N. 11th Ave
Greeley, CO 80632
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
1551 N. 17th Ave
Greeley, CO
2110 "O" Street
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1311 N.17th Ave
Greeley, CO
5510 Hwy 52
Erie, CO
Type of Improvement
Carpet
Carpet
Domestice Water Pump
Roof
Kitchen
Refrigerator/Equipment
Two Food Warmers
Clothes Washers (3)
Sprinkler system control
wires & clocks
Sprinkler system control
wires & clocks
Clothes Dryers (3)
Clothes Washers (1)
Clothes Dryers (2)
Roof
Roof
> 2016 Total
Budget Estimate
$40,000
$15,000
$30,000
$150,000
$78,000
$16,500
$50,000
$20,000
$15,000
$27,000
$16,500
$18,000
$42,000
$32,000
$550,000
Building Name
> FY 2017
Address
Type of Improvement
Budget Estimate
Planning & Health Building
1555 N. 17th Ave.
Greeley, CO
Chiller
$526,000
453
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a num ber of ventures in capital projects over the next five
years, it is suggested the county proceed very cautiously and very conservatively in the area of
financing. To do this, it is suggested that a contingency be set aside each year on a pay as you
go basis to accommodate unanticipated cost increases or emergency situations which cannot
be foreseen at this time. If the contingency amount is accumulated over the next five years, it
can be used as a reserve for the capital projects program in future years, or it can be used as a
funding mechanism in years beyond 2017. The primary reserve would be for a future
correctional facility or other facilities at the North County Complex and southwest and southeast
County administrative office sites and to fund the replacement of the Communications system.
Proposed Solution:
Budget any carry-over amount each year on a contingency basis that ultimately could be used
to meet any contingency or emergency situation, or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2018.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
454
MISCELLANEOUS FUNDS
455
AIRPORT
Existing Situation:
The Weld County Board of County Commissioners, with approval of the Airport Master Plan,
committed to participate in certain enhancements at the Airport facility, especially those
enhancements that will ensure the safety of airport operations. If the Board decides to continue
to participate in the joint funding of the Greeley/Weld County Airport Authority with the City of
Greeley, funds should be provided for in the Long Range Capital Projects Plan to accommodate
the FAA ADAP program during the next five years. Funds can also be made available to
maintain FAA constructed facilities.
Proposed Solution:
In the Long Range Capital Projects Plan for 2013, funds are included to accommodate capital
improvements at the Greeley/Weld County Airport. I f funding is provided, it should be for
projects that emphasize safety features and other essential enhancements to the current
operation.
Financing:
Funding, in the amount of $0.00 is required in the Airport's 2013 Capital Improvement Plan
(CIP).
Impact on Operational Costs:
Although the Airport Authority may incur additional operational costs from the projects in the
Airport CIP, no new operational costs are anticipated as a result of the Airport CIP for Weld
County government.
456
SIX YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) WORKSHEET
Airport Name Greeley Weld County Airport (GXV) CIP Update 11-17-09
Airport Manager Mike Reisman Airport Engineer/ Consultant: RS8H
Airport Sponsor Greeley -Weld County Airport Aulho iry ADO Contact: Don O'Brien
Address P 0. Box 727 Greeley. CO 80632
Phone (970)336-3000 FAX: (970)3343030
Pmfec0 Desenption FAA Slate Apport Fed Discs.
GA Entitlement
Slate
Local
Total
Comments
Apron Rehab Preliminary Design and Construction Phase I
Mea55#!Mf:26Wl
Y7;. a✓-Xr.,JShiut
I Wk'e. 154030ID1
3,94700
3,947.00
157894.00
.YFMRFF.q"..S..aaa 5)
:Le 011Eq'kkrl`4f
exeimr'I:oxcneNIMA. .
k,Y.t5%/MsIS W.
La. PRA -9a 'rY
.'1a: y' a5A'v+
Total Year 2010
-
-
150.000.00
3,947.00
3,94700
157,894.00
Tazlane Rehab
154} t *tidsem
`rWmir!r' 800,000.00
15789.00
15,789.00
631,578.00
Uses Buena Vista, Erie 8 Holyoke GA Ent.
X fIt 111011
Equipment Storage Building
yt{4$i$4iRf14 \ARDIM"YYbz
ieKA`tWwY.01kkq
234,211 00
63500000
86821100
Additional local funds to be provided
:x'> S16Xb.n.M
p3 a _
«.1.... 4`4 ":'
above match
rfle45aie4':..
.55(A,'%E.,s 1a
- 4....
..L
•
Total Year 2011
600,000.00
250.000.00
650,789.00
1.500.)89.00
GA Ent
woortawnystr
groarommot
a mtInkff4$4'OM.
-
Transfer to Buena Vista
Mu16Use Tractor System
1815m1AMSCII 565
IM s1eS s(
-'.La #O :4T'' '
120.000.00
30,00000
150,000.00
Ms.YtY T,'lr.r c/44:
_ Y?A9mnflr » a'
.ry 2M":mC4 Rao 2.0
Total Year 2012
'u
-
-
0.00
120.000.00
30,000.00
150,000.00
GA Entitlement
'MI.' .XTMOMFX
s>TJX`ECe Betio'
cFIVIII '"4Rp
-
Transfer to Ene
Pavement Fog Seal
emx. ''k£W.' L OF
/I., erahx.xfArP1sh
250,000.00
62,500.00
31250000
Total Year 2013
-
I
-
-
250,000.00
62.500.00
312,500.013
GA Entitlement
MNIPM $Y}'M X58585
4.VAISF3e. x'8"
2yIPARM1MNY eL
-
Transfer to Holyoke
"Y,p.;,ikYr^1ica'MMxi?
M.>'CN5M 6M^4J4
4litti_KYf.+ntiTn'
wxy,✓, -.'
J71-51 `ct 1
..y :;:T t i x e':
;i"}:.4`k14C'6�,h'u
:iv.�da4D9a2>S'i"P.
:,3fX'egnrity".@BW.C.
Total - Year 2014
Pavement Fog Seal
✓MY4Nf?f5¢XAuN?
51.4 nd`JP?llvsCAY A
f 2h v4RC(150,000aW
3.947.00
3.947 00
157894.00
R4n.:_
of
p v..,.' ,,,k,
comm A.15,q.
Total - Yes 2015
150,000.00
3,947.00
I
3.94100
157,894.00
GA Ent TBD
f}i1MNmx/.44;4,6i0T4
"1'"14"4%{0 'I?
150,00000
3947.00
3,947.00
157,894.00
Runway 15/34 and Twy C Overlay
12.41''-
747650000
19675000
196,75000
7,87000000
Total- Year 2016
7,47650000
150.000.00
200,697.00
200,69).00
8,027,89400
Total Wear CIP
-
7,d76,500.00
1,050,000.00
828,591.00
95188000
10,306,97100
Tiway B and E
5,400,000.00
Taxilane Rehab - Future Phase 600,000.00
457
CONSERVATION TRUST FUND
Existing Situation:
With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the
lottery is anticipated to be $376,000 per year. The funds must be used for "the acquisition,
development, and m aintenance of new conservation sites, or for capital improvements or
maintenance for recreational purposes on any public site". (Section 29-21-101, C.R.S.) With
the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $376,000 per
year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site Park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $29,000 in the General Fund from property taxes. Funds from
2013 forward are uncommitted.
Impact on Operational Costs:
No new operational costs are anticipated.
458
ISLAND GROVE
Existing Situation:
Weld County and the City of Greeley currently have certain joint ventures and commitments to
develop the Island Grove Park facility. Some discussion has been held regarding the creation
of an Island Grove Park Authority for development and management of the facility.
Proposed Solution:
If the Board of County Commissioners decides to continue participation in the development of
the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be
used to the maximum amount prior to use of county general tax funds.
Financing:
It is recommended that the county finance any Island Grove enhancements with Conservation
Trust Funds resulting from the lottery, to the maximum amount possible, prior to use of general
county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been
committed to the maintenance of an indoor arena facility. Also, in 2000, the County contributed
$1,500,000 towards the construction of the indoor arena facility, known as the Island Grove
Community Building. The facility was constructed and will be maintained jointly by the City of
Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund
budget to add air conditioning to the Island Grove Community Building. The county paid
$1,500,000, in 2006, for the Island Grove Park Master Plan that covers improvements to the
park for the next 10 - 20 year period.
Impact on Operational Costs:
Although the Island Grove Park Authority may incur additional operational costs from the
projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP
for Weld County government. I n most cases, the new park facilities planned will generate
revenues to support the additional operating costs.
459
460
PROPRI FTARy
FL4NIS
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost -reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers. With the transfer of the Paramedic Service to the local
hospital in 2012 Weld County will no longer have an Enterprise Fund in its budget.
PARAMEDIC SERVICE ENTERPRISE FUND: On April 23, 2012, The Board of Weld County
Commissioners entered into an agreement with NCMC, Inc. and Banner Health to transfer the
Weld County Paramedic Services to NCMC, Inc. for ownership and B anner Health for
operations effective May 7, 2012. NCMC, Inc. and Banner Health will assume operational and
financial responsibility for the paramedic service. The agreement calls for the paramedic service
to remain to be operated countywide by Banner Health. Therefore, there will no I onger be a
Weld County Paramedic Service budget presented in the Weld County budget or financial
reports after 2012.
MOTOR VEHICLE FUND: The Motor Vehicle Fund ac counts for the revenue and c osts
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $8,360,000 in 2013, with $3,362,000 budgeted for new capital equipment.
The budget reflects the continuation of the contract fleet management approach adopted by the
Board in August, 1984. Depreciation is $2,850,000 for new equipment purchases, plus sale of
surplus items of $500,000. Grants in the amount of $510,000 for CNG vehicles and conversions
are included in the 2013 budget.
HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's
self-insurance program which includes health, dental, and v ision coverage. D etails of the
program and coverage are found under the specifics of the fund summary. In 2013, the county
will continue with only dental and vision being self -insured. Health coverage will be provided by
a private company on a partially self -insured basis with a Preferred Provider Organization (PPO)
option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option.
INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The
program is a combination of insured risks and protected self-insurance risks. Gross budget
costs are $2,215,000 in 2013, with a property tax levy of $2,000,000. Details of the program are
provided under the specifics of the fund summary.
PHONE SERVICE FUND: Budget reflects total consolidation of phone service costs of
$1,604,772 in Weld County. Fundi ng is at current level and r eflects capital upgrades of
$250,000.
WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County
Finance Corporation, which accounts for the lease purchases of county buildings. A s of
August 1, 2007, there are no active leases. Weld County has no long-term debt.
461
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PARAMEDIC SERVICE ENTERPRISE FUND
BUDGET UNIT TITLE AND NUMBER: Paramedic Service - - 5000-23100
DEPARTMENT DESCRIPTION: The Paramedic Service responds to both routine and
emergency calls for Weld County. It is an advanced life support (paramedic) provider.
Personnel and vehicles are stationed in Greeley, Evans, Windsor and Ft. Lupton. After May 7,
2012, the service will be operated countywide by Banner Health.
Personnel Services
$ 4,270,590
$ 4,436,476
0
0
Supplies
Purchased Services
325,460
892,606
284,500
832,950
0
0
0
0
Fixed Charges
Capital
Gross County Cost
Revenue
58,817
686,123
$ 6,233,596
7,021,528
433,053
190,000
$ 6,176,979
6,230,000
0
0
$ 0
0
0
0
0
0
Net Operating Costs $
787,932 $
53,021
0
Depreciation
Reserve
424,707
399,878
$
0
$
0
Net Cash Flow
363,225
$ 452,899
Budget Positions
50
50
n/a
n/a
SUMMARY OF CHANGES: On April 23, 2012, The Board of Weld County Commissioners
entered into an agreement with NCMC, Inc. and Banner Health to transfer the Weld County
Paramedic Services to NCMC, Inc. for ownership and Banner Health for operations effective
May 7, 2012. NCMC, Inc. and Banner Health will assume operational and financial responsibility
for the paramedic service. The agreement calls for the paramedic service to remain to be
operated countywide by Banner Health. Therefore, there will no longer be a Weld County
Paramedic Service budget presented in the Weld County budget or financial reports after 2012.
FINANCE/ADMINISTRATIONRECOMMENDATION: N/A
BOARD ACTION: N/A
462
MOTOR POOL
SUMMARY OF REVENUES
2013
rund Org Acct
Account Title
2012
Budget
2013
Request
2013
Recommend
2013
Final
GRANTS
6000 96300 4340 GRANTS
CHARGE FOR SERVICES
6000 96300 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6000 96300 4680 OTHER
6000 96300 4810 GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL MOTOR POOL
0
4,500,000
510,000
4,500,000
510,000
4,500,000
2,600,000 2,850,000 2,850,000
632,111 500,000 500,000
3,232,111 3,350,000 3,350,000
7,732,111 8,360,000 8,360,000
0
0
0
0
0
0
463
MOTOR POOL
SUMMARY OF EXPENDITURES
2013
Fund Orq Expenditure Function
2012 2013 2013 2013
Budget Request Recommend Final
2,484,000 3,386,000 3,386,000 0
7,732,111 8,360,000 8,360,000 0
10.216.111 11.746.000 11,746.000 0
6000 17550 VEHICLE REPLACEMENT
6000 96300 COUNTY SHOP
464
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
2,653,300
2,121,000
2,421,000
2,421,000
Purchased Services
3,027,745
2,886,500
2,936,000
2,936,000
Fixed Charges
2,872,777
2,700,611
2,980,000
2,980,000
Capital
9,738
24,000
23,000
23,000
Gross County Cost
$ 8,563,560
$ 7,732,111
$ 8,360,000
$ 8,360,000
Revenue
9,540,961
7,732,111
8,360,000
8,360,000
Net County Cost
$ 977,401
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Supplies have increased $300,000 due to anticipated fuel costs.
Purchased Services are up $49,500 primarily due to the projected costs of the new fleet
maintenance costs for 2013. Fixed costs are up $250,000 for depreciation and $29, 389 for
overhead from indirect costs for a total of $279,389. Capital for shop equipment is down $1,000.
Revenues include $510,000 in grants for CNG vehicles, $4,500,000 for maintenance charges,
$2,850,000 for recovery of depreciation, and $500,000 from sale of vehicles in 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The contract
services amount may have to be adjusted in the final budget after the fleet maintenance
contract is bid out in September for 2013-2015.
BOARD ACTION:
465
MOTOR POOL ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued 6,300 6,300 6,400
Number of service/maintenance orders
per technician
Efficiency Measures
FTE's per 10,000/capita
Work orders issued per FTE
787
.501
485
787
.488
485
800
.480
492
Goal ES19: To provide quality, sufficient, and well -maintained county vehicles to county departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES19-1: Safe and
reliable vehicles
ready to meet needs
90% of department users satisfied with
the quality and timeliness of fleet
management services
90%
90%
90%
ES19-2: Worker-
friendly and
functional vehicles
90% of internal customers satisfied
with county vehicle
90%
90%
90%
ES19-3: Cost
effective vehicles
Cost (acquisition, operating, resale
value) within prescribed industry
standards
95%
95%
95%
ES19-4: Fuel-
efficient/
environmentally -
friendly vehicles
90% of internal customers satisfied
with county vehicle
90%
90%
90%
466
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
3,010,453
2,484,000
3,386,000
3,386,000
Gross County Cost
$ 3,010,453
$ 2,484,000
$ 3,386,000
$ 3,386,000
Revenue
0
0
0
0
Net County Cost
$ 3,010,453
$ 2,484,000
$ 3,386,000
$ 3,386,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See listed equipment on next page. Sixteen vehicles have been
identified for possible CNG conversions. Sheriff office is requesting 2 additional vehicles and
District Attorney is also requesting an additional vehicle.
FINANCE/ADMINISTRATION RECOMMENDATION: The District Attorney's request for a new
vehicle for the White Collar Crime Investigator is not included in the recommended budget. Due
to limited use and the nature of the investigations payment of mileage appears to be more
justified based upon practices common in other departments. Policy issue for the Board.
BOARD ACTION:
467
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
Patrol - Full size 4 door sedan 4 96,000 96,000
K-9 - 4 door SUV 2 60,000 60,000
Evictions - 4 door mid size * (new) 1 36,500 36,500
Invest/Civil/Admin - 4 door mid size * 5 182,500 182,500
OSB Chief - 4 door mid size sedan 1 25,000 25,000
Fugitive - 4 door mid size (new) 1 25,000 25,000
Buildings & Grounds
Utility Vehicle w tilt bed 1 12,000 12,000
1/2 ton ext cab longbed pickup * 2 73,000 73,000
lawn mowers 2 19,000 19,000
Motor Pool
Forklift
Sign Boards
District Attorney
Full size 4 door sedan
Coroner
1/2 T 4x4 ext cab with utility cap
Building Inspection
1/2 ton 4x4 ext cab*
Engineering
1/2 ton ext cab shortbed pickup*
Health
Small SUV*
Public Works
See Basic List
Total
* Identifed as possible CNG conversion
1 30,000 30,000
2 40,000 40,000
1 24,000 0
1 30,000 30,000
1 36,500 36,500
1 36,500 36,500
1 44,500 44,500
2,615,500 2,615,500
$3,386,000 $3,362,000 $0
468
Trucking
Grader
Bridge
2013 EQUIPMENT REPLACEMENT - PUBLIC WORKS
DescP * "
(Modified 7/2/12)
11/2 ton ext cab short box, 4x4 pickup $36,500
15220129/ 2006 Ford 1/2 ton pickup $5,000
3 16 ft moldboard Motor Graders
15820114/ Volvo 2004 G 720 B Motor Grader
15820116/ Volvo 2005 G 720 B Motor Grader
15820117/ Volvo 2005 G 720 B Motor Grader
1* 3/4 ton, 4 door pickup 4x4 Crew
_ single axle, 4 x 4, standard short
15220153/ Ford 2008 1/2 ton ext cab pickup w/lift gate
1 * 1/2 ton Reg cab pickup, 4x4, single axle,
standard short
15220128/ Chevrolet 2005, 1/2 ton ext cab pickup
1 3 axle tractor
15410052 Freightliner/2003 FDL 120 Tractor
1 4 axle Trailer 9000 gal water trailer
15650009/ Polar 2003, 7000 gal Water Tanker
Maint-Supt
Pvmt Mgmt
1 50 ton triple axle Deck Trailer
15660005/ 1988 Eager Beaver low boy trailer
1 I Rubber tired loader backhoe
15840012/ 1999 rubber tired loader backhoe
1 1 ton extended cab 4x4 single axle diesel truck
15420079/ 2005 Chevy 1 ton 4x4 truck
1 Lincoln welder
16830010/ 1983 Miller Welder
1 ]Tub grinder - (look for used)
transfer 16180002/ 2002 wood chipper to Youth Corp
1 '30 ton roller - look for used
16030003/ 2002 Dyna Pac CP -271 $65,000
1 JGradall or rubber track excavator
15850017/ John Deere 160 IC 2004 $80,000
1 * 3/4 ton Crew Cab 4x4 pickup w/utility box $50,000
15230047/ 2003 F250, 3/4 ton ext. cab pickup $2,500
$690,000
$41,000
$50,000
$50,000
$50,000
$36,500
$135,000
$85,000
$5,000
$4,000
$20,000
$20,000
$80,000
$80,000
$50,000
12,000
$275,000
$130,000
$160,000
$10,000
$35,000
$20,000
$3,000
1 Front end loader $350,000
15830018/ 1995 Caterpillar front end loader $20,000
1 Asphalt Distributor, 1200-1500 gall dist, 16 ft spray bar I $170,000
dual wheel/single axle
15430012/ 1990 GMC / Rosco $10,000
1 Wheel Loader 3.5 yd bucket, diesel $198,000 I
15830012/ skidster 1990 Bobcat $2,000
1 * 1/2 ton Extended Cab pickup, 4x4 stand short $36,500
15220115/ 2004 Dodge Pickup, 1/2 ton crew cab $5,000
Sub -Total $2,615,500 $456,500
GRAND TOTAL PRICE LESS REVENUE $2,159,000
469
HEALTH INSURANCE
SUMMARY OF REVENUES
2013
Fund Orq Acct Account Title
2012
Budget
2013
Request
2013
Recommend
2013
Final
MISCELLANEOUS
6200 93100 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE
14,457,555
14,457,555
16,800,000 16,800,000 0
16,800,000 16,800,000 0
470
HEALTH INSURANCE
SUMMARY OF EXPENDITURES
2013
Fund Orq Expenditure Function
200 93100 HEALTH INSURANCE
200 93400 DENTALNISION
TOTAL HEALTH INSURANCE
2012 2013 2013 2013
Budget Request Recommend Final
13, 566, 339 15, 774, 319 15,817,088
891,216 982,912 982,912
14,457,555 16,757.231 16.800,000 0
0
0
471
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
$
$
$
Purchased Services
812,355
643,216
737,912
737,912
Fixed Charges
13,182,033
13,814,339
16,062,088
16,062,088
Gross County Cost
$ 13,994,388
$ 14,457,555
$ 16,800,000
$ 16,800,000
Revenue
13,232,867
14,457,555
16,800,000
16,800,000
Net County Cost
$ 761,521
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision
reimbursement plan ($245,000), Wellness Program ($185,000), and the on -site county clinic
($552,912). In addition, the budget, in 2005, started to include the self -insured health program
offered county employees through CIGNA. The self -insured health program is funded at the
level of $15,817,088 in 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget
anticipates a 12 pe rcent county contribution increase, which takes into account the cost
increase of medical care and the anticipated impact on insurance costs from the health reform
legislation. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as
the health insurance provider in 2013, plus offer a high deductible health plan with a health
reimbursement account option through CIGNA.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a low co -pay and low cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self -insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and t heir families to make more judicious spending
decisions in return for paying lower insurance premiums and I ower health care costs. The
health plan is being offered through CIGNA. In 2008, the County moved to a universal health
care option that has lower employee premiums and hi gher co-insurance and out -of-pocket
costs. A comprehensive wellness program was also implemented in 2008. In July, 2010, the
County opened its own health clinic in an attempt to better serve county employees' and their
dependents' primary health needs in a more convenient and cost effective manner. The clinic
contract will cost $552,912 in 2013. It is anticipated that there will be a savings to the insurance
plan of over $1,000,000, with a return on investment of at least 2 to1.
472
IS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 2013, it is recommended to continue that the base health plan offered along with the standard
PPO be a hi gh deductible health plan with a health reimbursement account (HRA) option
through CIGNA. The County would contribute $1,000 to the HRA for those employees taking the
high deductible health/HRA plan. The standard PPO option offered will have higher deductibles,
co -pays, and out of pocket expenses. The Choice PPO with low deductibles will no longer be
offered. The new health plan options are consistent with the changes being made by the health
insurance industry and by major employers offering employee and dependent healthcare
benefits.
The 2013 program is calculated with current participation as follows:
Single Coverage: 669
Dependent Coverage: 542
FIXED COSTS:
Health Insurance
On -site Clinic
Administration/Wellness/EAP Costs
Fixed Costs:
LOSS FUND:
Medical
Dental
Vision
Loss Fund Costs
GRAND TOTAL - COSTS
REVENUE:
Health Premiums
DentalNision
BOARD ACTION:
TOTAL REVENUE
$ 1,468,396
552,912
185,000
$ 2,206,308
$14,348,692
155,000
90,000
$14,593,692
$16.800.000
PERFORMANCE MEASURES
$16,555,000
245,000
$16.800.000
Work Outputs
Single coverage
Family coverage
ACTUAL
ESTIMATED PROJECTED
554 523 669
535 547 542
473
INSURANCE
SUMMARY OF REVENUES
2013
Fund Orq Acct Account Title
2012 2013 2013 2013
Budget Request Recommend Final
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE FUND
1,750,000 2,000,000 2,000,000 0
140,000 145,000 145,000 0
60,000 50,000 50,000 0
20,000 20,000 20,000 0
80,000 70,000 70,000 0
1,970,000 2,215,000 2,215,000 0
474
INSURANCE
SUMMARY OF EXPENDITURES
2013
Fund Orq Expenditure Function
300 93200 WORKERS COMPENSATION
300 93300 LIABILITY
2012 2013 2013 2013
Budget Request Recommend Final
1,440,800 1,535,800 1,535,800 0
529,200 679,200 679,200 0
1.970,000 2,215.000 2.215,000 0
475
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage.
This fund is administered by Finance and Administration unit in the General Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
1,304
3,500
3,500
3,500
Purchased Services
34,011
40,200
40,200
40,200
Fixed Charges
1,927,776
1,926,300
2,171,300
2,171,300
Gross County Cost
$ 1,963,091
$ 1,970,000
$ 2,215,000
$ 2,215,000
Revenue
463,430
220,000
215,000
215,000
Net County Cost
$ 1,499,661
$ 1,750,000
$ 2,000,000
$ 2,000,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP, but using the self -insured option under the insurance pool for a fixed cost of $353,700.
Effective January 1, 1992, Weld County became self -insured for workers compensation.
Workers Compensation includes excess insurance and bonds costing $500,000, claims
administration costs of $40,000, and a loss fund of $995,800. A loss fund for all other insurance
coverage is budgeted at $325,000. U nemployment insurance is being charged directly to
departments. T he program is supported by property tax ($2,000,000), charges for service
($145,000), interest ($50,000), and compensation for losses ($20,000). N o fund balance
reserves are anticipated to be needed to support the loss fund in 2013.
Property tax has been increased $250,000 due to workers' compensation claim history. Claim
costs for workers compensation have been increasing due to rising healthcare costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance
program as outlined above in the summary of changes. In accordance with Section 8-44-204,
C.R.S., it is recommended that a mill levy be used to fund the insurance program for local
county activities and a charge back mechanism be used only for programs funded by state and
federal funding sources. Weld County, through CAPP, has reduced limits of coverage and
placed reliance on sovereign immunity to stay within the budgeted amount. The legislative
changes in 1986 strengthened the county's position in the use of sovereign immunity limits in
Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any
judgment against it. C ontinuation of the self -insured program for workers compensation is
recommended, which should result in cost savings, plus no s hared risks with other counties.
Unemployment costs are recommended to be charged directly to departments for revenue
raising strategies and departmental accountability for costs.
476
INSURANCE FUND
(CONTINUED)
6300-93200/93300
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of training sessions 36 36 36
Number of workers compensation claims 118 110 110
Dollar amount of prop/casualty claims paid $155,454 $325,000 $325,000
Efficiency Measures
FTE'S per 10,000/capita 0.039 0.038 0.037
Per capita cost (county support) $5.78 $6.58 $7.39
Cost per claim processed $288.23 $365.45 $365.45
477
PHONE SERVICES
SUMMARY OF REVENUES
2013
Fund Orq Acct
Account Title
2012
Budget
2013
Request
2013
Recommend
2013
Final
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES
TOTAL PHONE SERVICES
1,448,848 1,354,772
1,448,848 1,354,772
1,354,772 0
1,354,772 0
478
PHONE SERVICES
SUMMARY OF EXPENDITURES
2013
Fund Orq Expenditure Function
400 17400 PHONE SERVICES
TOTAL PHONE SERVICES
2012 2013 2013 2013
Budget Request Recommend Final
1,448,848 1,604,772 1,604,772 0
1,448,848 1,604.772 1.604,772 0
479
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Phone Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide phone services to Weld County and the Court system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 161,492
$ 162,572
$ 182,778
$ 182,778
Supplies
32,242
14,100
14,100
14,100
Purchased Services
701,099
758,670
877,641
877,641
Fixed Charges
258,032
263,506
280,253
280,253
Capital
335,914
250,000
250,000
250,000
Gross County Cost
$ 1,488,799
$ 1,448,848
$ 1,604,772
$ 1,604,772
Revenue/Fund Bal.
1,396,248
1,448,848
1,604,772
1,604,772
Net County Cost
$ 92,531
$ 0
$ 0
$ 0
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: Personnel Services are up $20,206 due to increases in salaries
and health insurance, plus an additional employee with dependent coverage. Phone costs are
up $143,800 with higher mobile device usage, and increased rates. Repair and maintenance is
down $29,009. Depreciation in up $7,468 due to new switches being installed. Capital costs
cover the system upgrades approved in 2011 for the 2011-2015 Capital Plan for phone
systems. In 2013 the capital items will include one processor being moved to the 35'" Avenue
tower site for the alternative communications center ($68,000), small offices will be put on VOIP
phones ($25,000) and the upgrade to Law Administration, North Jail, 1401, and 1551 phone
systems ($157,000).
Revenue is budgeted at $1,354,772. With the rate adjustment done in mid -2012 the utilization
billed will cover the costs of the phone service with the projected revenue.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
480
PHONE SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Incoming calls
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Annual cost per call
6,400,000
.077
$5.74
$0.24
6,400,000 6,500,000
.075
$5.44
$0.23
.074
$5.93
$0.26
Goal ESI8: Capitalize on phone technology to improve service, increase efficiency and provide greater phone
access and exchange.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES18-1: User
friendly phone
services
Percent of users (residents, visitors,
employees, etc.) satisfied with phone
access to services and information
99%
99%
99%
481
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county
buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Fixed Charges
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
482
Ci LcSSAR(
GLOSSARY
ACCOUNTING PROCEDURES All processes which discover, record, classify, and
summarize financial information to produce financial reports
and to provide internal control.
ACCRUAL BASIS The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of
related cash flows.
ACCRUED EXPENSES Expenses incurred but not due until a later date.
ACTIVITY A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the
government is responsible. For example, "food inspection" is
an activity performed in the discharge of the "health" function.
ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and di sposal", "garbage collection", "garbage
disposal", and " street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
ALLOCATE
To divide a I ump-sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
ALLOCATED COSTS Indirect costs distributed to programs or departments via a
cost allocation plan.
ALLOCATION A part of a I ump-sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
ALLOT To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
ALLOTMENT A part of an appr opriation which may be enc umbered or
expended during an allotment period.
ALLOTMENT PERIOD A period of time less than one fiscal year in length during
which an al lotment is effective. B i-monthly and q uarterly
allotment periods are most common.
ANNUAL BUDGET A budget applicable to a single fiscal year.
483
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
ARRA
APPROPRIATION
EXPENDITURE
A legal authorization granted by a I egislative body to make
expenditures and to incur obligations for specific purposes.
An appropriation is usually limited in amount and as to the
time when it may be expended.
A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. I t is the method by
which the expenditure side of the annual operating budget is
enacted into law by the legislative body. In many
governmental jurisdictions, appropriations cannot be enacted
into law by resolution but only by a bill, ordinance, or order.
American Recovery and R einvestment Act. This is the
economic stimulus legislation passed in 2009 to stimulate
economic growth.
An expenditure chargeable to an appropriation. S ince
virtually all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
ASSESSED VALUATION A valuation set upon real estate or other property by a
government as a basis for levying taxes.
AUTHORITY
A government or public agency created to perform a single
function or a restricted group of related activities. Usually
such units are financed from service charges, fees, and tolls,
but in some instances they also have taxing powers. A n
authority may be completely independent of other
governments or partially dependent upon other governments
for its creation, its financing, or the exercise of certain
powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
BUDGET
A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the
term usually indicates a financial plan for a single fiscal year.
The term "budget" is used in two senses in practice.
Sometimes it designates the financial plan presented to the
appropriating body for adoption and sometimes the plan
finally approved by that body. It is usually necessary to
specify whether the budget under consideration is preliminary
and tentative or whether it has been approved by the
appropriating body.
484
BUDGET DOCUMENT
BUDGET MESSAGE
BUDGETARY ACCOUNTS
BUDGETARY COMPARISONS
BUDGETARY CONTROL
BUDGETARY EXPENDITURES
BUDGETED FUNDS
CALLABLE BONDS
CAPITAL BUDGET
The instrument used by the budget -making authority to
present a c omprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the
budget -making authority, together with a s ummary of the
proposed expenditures and the means of financing them.
The second consists of schedules supporting the summary.
These schedules show, in detail, the information as to past
years' actual revenues, expenditures, and other data used in
making the estimates. The third part is composed of drafts of
the appropriation, revenue, and bor rowing measures
necessary to put the budget into effect.
A general discussion of the proposed budget as presented in
writing by the budget -making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at
the time of the message, and recommendations regarding
the financial policy for the coming period.
Accounts used to enter the formally adopted annual
operating budget into the general ledger as part of the
management control technique of formal budgetary
integration.
Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided
with assurances that government monies are spent in
accordance with the mutually agreed -upon budgetary plan.
The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount
to exclude amounts represented by noncurrent liabilities.
Due to their spending measurement focus, governmental
fund types are concerned with the measurement of budgetary
expenditures.
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
Bonds which are redeemable by the issuer prior to the
maturity date at a specified price at or above par.
A plan of proposed capital outlays and t he means of
financing them.
485
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
CONTINUING
APPROPRIATION
COPS UHS
COST ALLOCATION PLAN
C.R.S.
DA
DEFAULT
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. I t sets forth each
project or other contemplated expenditure in which the
government is to have a part and specifies the full resources
estimated to be av ailable to finance the projected
expenditures.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land
and buildings, which cannot ordinarily be us ed to meet
current expenditures.
Form of financial instrument similar to a bond to facilitate
lease/ purchase agreements. Not a debt of the County.
State of Colorado lottery funds remitted to the County for
parks and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused
with INDETERMINATE APPROPRIATION.
Federal community oriented policing grant.
Identification, accumulation and distribution of costs relative
to the provision of those services, along with the methods
used.
Colorado Revised Statutes
District Attorney
Failure to pay principal or interest when due. Defaults can
also occur for failure to meet nonpayment obligations, such
as reporting requirements, or when am aterial problem
occurs for the issuer, such as a bankruptcy.
486
DEFICIT
DEPRECIATION
DIRECT COSTS
DURATION
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
(1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2) The portion of the cost of a fixed asset other than a
wasting asset which is charged as an ex pense during a
particular period. In accounting for depreciation, the cost of a
fixed asset, less any salvage value, is prorated over the
estimated service life of such an asset, and each period is
charged with a portion of such cost. Through this process,
the entire cost of the asset is ultimately charged off as an
expense.
Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
The weighted maturity of a fixed -income investment's cash
flows, used in the estimation of the price sensitivity of
fixed -income securities for a given change in interest rates.
EDAP Economic Development Action Partnership.
ENCUMBRANCES Obligations in the form of purchase orders, contracts, or
salary commitments which are chargeable to an
appropriation and for which a part of the appropriation is
reserved. T hey cease to be enc umbrances when paid or
when an actual liability is set up.
ENTERPRISE FUND A fund established to finance and account for the acquisition,
operation, and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting
by user charges. T he Paramedic Service operates as an
Enterprise Fund.
ESTIMATED REVENUE The amount of projected revenue to be collected during the
fiscal year. T he amount of revenue appropriated is the
amount approved by the Board.
EXPENDITURES Decreases in net financial resources. Expenditures include
current operating expenses which require the current or
future use of net current assets, debt service, and capital
outlays. The unmodified use of the term expenditures in this
text is intended to mean budgetary expenditures.
FISCAL PERIOD
FISCAL YEAR
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
487
FIXED ASSETS
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSIFICATION
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GRANT
HIGHWAY USER TAX (HUTF)
INDETERMINATE
Assets of a I ong-term character which are intended to
continue to be h eld or used, such as land, buildings,
improvements other than buildings, machinery and
equipment.
Numeric equivalent of one person occupying one
employment position for one year (equivalent of 2,080 hours
or 52 forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public
safety, public health, public welfare, etc.
A fiscal and accounting entity with a s elf -balancing set of
accounts recording cash and of her financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
Fund balance is the excess of assets over liabilities and i s
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer's full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. T he "base map" contains the least amount of
common data which is supplemented by attribute overlays.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon t he amount of
discretion allowed the grantee.
Revenue that is derived from the state gasoline tax, and
restricted for Road and Bridge activities.
488
APPROPRIATION
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must
be made between an i ndeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body.
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from
municipalities, the State of Colorado, and the Federal
Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Printing and Supply
Fund and the Computer Services Fund.
A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on anot her through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny or $1.00 of tax for each
$1,000 of assessed valuation.
489
MODIFIED ACCRUAL BASIS The accrual basis of accounting adapted to the governmental
fund type Spending Measurement Focus. Under it, revenues
are recognized when they become both "measurable" and
"available to finance expenditures of the current period".
Expenditures are recognized when the related fund liability is
incurred except for:
(1) inventories of materials and supplies which may be
considered expenditures either when purchased or when
used;
(2) prepaid insurance and similar items which need not be
reported;
(3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in
the current period, but for which larger -than -normal
accumulations must be disclosed in the notes to the financial
statements;
(4) interest on special assessment indebtedness which
may be r ecorded when due r ather than accrued, if
approximately offset by interest earnings on special
assessment levies; and
(5) principal and i nterest on long-term debt which are
generally recognized when due. All governmental funds and
Expendable Trust Funds are accounted for using the
modified accrual basis of accounting.
NET BUDGET
NON -DEPARTMENTAL
OBJECT
OPERATING BUDGET
The net budget eliminates double counting in the budget,
such as fund transfers, and thus represents the true level of
programmed spending in the budget.
A category established to account for expenses not
associated with any specific department, but all departments
or many, within a fund.
As used in expenditure classification, this term applies to the
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
OPERATING EXPENSES Proprietary fund expenses which are directly related to the
fund's primary service activities.
490
OPERATING GRANTS
OPERATING INCOME
OPERATING TRANSFER
ORGANIZATIONAL UNIT
ORGANIZATION UNIT
CLASSIFICATION
OVERHEAD
PERA
PROGRAM
PROGRAM BUDGET
PROPRIETARY FUND
RATINGS
RECIDIVISM
REGISTERED BOND
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
The excess of proprietary fund operating revenues over
operating expenses.
Routine and/or recurring transfers of assets between funds.
A responsibility center within a government.
Expenditure classification according to responsibility centers
within a government's organization structure. Classification
of expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be det ermined accurately or readily. Usually they
relate to those objects of expenditure which do not become
an integral part of the finished product or service such as
rent, heat, light, supplies, management, supervision, etc.
Colorado Public Employees' Retirement Association (PERA)
is the state retirement system.
An organized set of related work activities which are directed
toward a c ommon purpose or goal and r epresent a w ell
defined expenditure of county resources.
A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
A fund used to account for business -type activities in
government. The activities are usually financed with user
fees that are directly related to the services received. There
are two types of proprietary funds - enterprise and internal
service funds.
Designations used by credit rating agencies to give relative
indications of credit quality.
A relapse into criminal habits after punishment.
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
491
REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another
party.
(2) I nterfund transactions which constitute reimbursements
of a fund for expenditures or expenses initially made from it
which are properly applicable to another fund -- e.g., an
expenditure properly chargeable to a Special Revenue Fund
was initially made from the General Fund, which is
subsequently reimbursed. T hey are recorded as
expenditures or expenses (as appropriate) in the reimbursing
fund and as reductions of the expenditure or expense in the
fund that is reimbursed.
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SH
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non -routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and
residual equity transfers. U nder NCGA Statement 1,
operating transfers -in are classified separately from
revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Abbreviation for State Highway
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries"
and "replacing defective street lamps" would be subactivities
under the activity of "street light maintenance".
A grouping of related activities within a particular
governmental function. For example, "police" is a
subfunction of the function "public safety".
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SURPLUS
TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and
local government revenue and expenditures, makes provision
for annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
TANF Temporary Assistance to Needy Families.
TAXES
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against
particular persons or property for current or permanent
benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying
such charges as, for example, sewer service charges.
TAX LEVY The total amount to be raised by general property taxes.
TAX RATE
TAX RATE LIMIT
TAX ROLL
TRADITIONAL BUDGET
The amount of tax stated in terms of a unit of the tax base;
for example, 25 mills per dollar of assessed valuation of
taxable property.
The maximum rate at which a government may levy a tax.
The limit may apply to taxes raised for a particular purpose,
or to taxes imposed for all purposes, and may apply to a
single government, to a class of governments, or to all
governments operating in a particular area. Overall tax rate
limits usually restrict levies for all purposes and o f all
governments, state and local, having jurisdiction in a given
area.
The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the
two can be distinguished.
A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on
objects of expenditure.
UNC University of Northern Colorado
UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity
such as a city or some towns.
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WCR Abbreviation for Weld County Road.
WELL PROGRAM
WORKLOAD MEASURES
WORK PROGRAM
WORK UNIT
WELD
NOTE:
Wellness health program provided as a f ringe benefit to
employees.
Specific quantitative and q ualitative measures of work
performed as an objective of the department.
A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
Most of the above definitions were taken from Governmental Accounting,
Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G.
pp. 1051-1093.
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