HomeMy WebLinkAbout20123552.tiff COUNTY OF WELD
2013
FINAL
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
December, 2012
2012-3552
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• TABLE OF CONTENTS
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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
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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
Sheriffs 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
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• 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
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• 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
AM (NCMC) 389
MA (VALE) 390
AAA (State Funds) 391
Part E Family Caregiver Support 392
• Community Services Block Grant 393
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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
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• 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
SUPPLEMENTAL DATA:
Operating Indicators by Function/Program 495
Consumer Price Index 496
Upstate Colorado:
Demographic Profile 503
Weld County Map 511
COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR:
Population Distribution 513
• Taxable Assessed Value by Type 514
Revenue Sources 515
Primary Sources of Revenue 516
Primary Revenue Sources (Normalized to Population) 517
Parcel Counts 518
Property Tax per Parcel 519
Citizens Served per County Employee 520
Support Functions per 1,000 Employees 521
Finance Support Functions per 1,000 Employees 522
Planning and Zoning/Building Inspection FTE per 10,000 Unincorporated Pop 523
Treasurer FTE per 100,000 Population/100,000 Tax Notices 524
Assessor FTE per 100,000 Population/10,000 Parcels 525
Clerk and Recorder FTE per 100,000 Population 526
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations 527
District Attorney FTE per 100,000 Population 528
Sheriff Office FTE per 100,000 Population 529
Sheriff Patrol FTE per 100,000 Unincorporated Population 530
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
• Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2012
t-._ e. . *--, a-ateirnoka
President Executive Director
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DEPARTMENT OF FINANCE AND ADMINISTRATION
• 1861 PHONE: (970) 356-4000, EXT.4218
FAX: (970)352-0242
." - 1150 O STXEE8
r P.O. BOX 758
GREELEY, COLORADO 80632
QNTY
1
December 12, 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
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of$202,022,719 with a net of$197,840,986 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 $112,341,275, anticipated fund balances of $85,330,000, and the maximum
allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter
of$107,816,616.
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.
➢ Open new Regional Crime Lab.
• ➢ Add a SO Deputy Sheriff position for fugitive transports, and one for fugitive
warrants.
➢ Addition of two additional Planner II positions to accommodate new development.
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• ➢ 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.
Y Mini-bus transportation service terminated mid-2012.
➢ Fund current and past administrative costs of the Weld County Retirement Plan.
• Hiring of a Communications Director and Communications Technician.
➢ Implementation of a radio replacement program in capital improvement plan.
➢ The Weld County Regional Communications Center (WCRCC) will move to a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, except City of Greeley Police and Fire, which
will be dispatched by Greeley staff from the new back-up communications center.
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
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November 2010, to 8.0 percent in September 2012. Weld County's unemployment rate, in
September 2012, was 7.9 percent.
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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.
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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 five 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
this option, one needs to examine the difference between spending and investment. In our
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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 economic bad times.
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 $220,157,891 in 2013, an increase
of 13.41 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:
2013 2012 Increase
Revenue Sources 2013 Percent 2012 Percent -Decrease
Amount of Total Amount of Total from 2012
Property Taxes $107,816,616 49.0% $90,117,557 46.4% $ 17,699,059
Other Taxes 8,310,000 3.8% 8,140,000 4.2% 170,000
Licenses and Permits 2,866,875 1.3% 2,237,550 1.2% 629,325
Intergovernmental
Revenues 48,848,573 22.2% 41,358,545 21.3% 7,490,028
Charges for Services 5,800,931 2.6% 5,332,890 2.7% 468,041
Paramedic Fees 0 0% 6,230,000 3.2% -6,230,000
Miscellaneous Revenue 11,518,124 5.2% 8,537,353 4.4% 2,980,771
Fee Accounts 8,777,000 4.0% 8,317,000 4.3% 460,000
Internal Service Charges 26,219,772 11.9% 23,858,514 12.3% 2,361,258
TOTAL $220.157.891 100.0% $194.129.409 100.0% $26.028.482
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
• Services, and Enterprise Funds total $226,820,758 for 2013, which is an increase
of 11.42 percent over 2012. The amounts by function and the increase over 2012 are as
follows:
2013 2012 Increase
2013 Percent 2012 Percent - Decrease
Expenditure Sources Amount of Total Amount of Total from 2012
General Government $ 31,876,971 14.1% $ 29,603,298 14.5% $ 2,273,673
Social Services 28,997,045 12.8% 26,697,167 13.1% 2,299,878
Road and Bridge 41,793,329 18.4% 32,570,248 16.0% 9,223,081
Public Safety 45,569,221 20.0% 41,627,280 20.4% 3,941,941
Human Services 8,145,633 3.6% 7,344,889 3.6% 800,744
Health 8,900,673 3.9% 8,371,193 4.1% 529,480
Capital 7,600,000 3.4% 7,600,000 3.7% 0
Public Works 2,575,851 1.1% 1,972,097 1.0% 603,754
Contingency 12,000,000 5.3% 14,000,000 6.9% -2,000,000
Miscellaneous 9,047,609 4.0% 699,591 0.3% 8,348,018
Culture and Recreation 935,807 0.4% 885,876 0.4% 49,931
Auxiliary 398,847 0.2% 419,705 0.2% -20,858
Paramedic Services 0 0% 6,176,979 3.0% -6,176,979
Internal Services 28,979,772 12.8% 25,608,514 12.6% 3,371,258
TOTAL $ 226.820.758 100.0% $ 203,576.837 100.0% $ 23,243.921
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 $6,416,128,090, which is up $1,053,264,680, or 20 percent over last year. The
assessed value for vacant land is down $5.8 million, or 7 percent. Residential is up $15.7
million, or 1 percent; and commercial property is up $40.9 million, or 6 percent. Agricultural
property is up $2.9 million, or 2 percent; industrial is up $61.6 million, or 18 percent; natural
resources is down $0.66 million, or 5 percent; and State assessed property is up $34.3 million,
or 6 percent. The major increase is in oil and gas, up $942.8 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$212.9 million, or 0.9 percent.
Employee Compensation Pay: For the 2013 budget, a salary increase of 2.0 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
• $85,330,000 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
$78,667,133. 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 $90,667,133. 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, new pipelines, and other oil and gas
support and service industries seeking permits. Given the commitments of the large oil and gas
companies in Weld County, the County seems primed to see considerable long-term investment
and development in the oil and gas arena.
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
8 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 $93,865,203 up $15,357,106. 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 $1,672,549. 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 $976,338. 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 three Office Tech III positions
($160,296). One position is for the Southwest branch office and two for 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. Also, an
additional GIS Mapping position ($59,666) was added in the Assessor's Office. The Planning
Department is up $189,121 with the two mid-year additions of two Planner II positions ($170,526)
due to more development activity. A mid-year management reorganization of Planning resulted in a
cost of $13,406. 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
be justified. 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
11
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 $1,913,120 in the budget. The Sheriff increased costs in the
recommended budget by $559,371, or less than two-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 $466,940. Two additional officers ($138,942)
have been approved in the 2013 budget, an officer to meet current fugitive transport obligations
and another to work fugitive warrants. 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. 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 $562,875 and the Criminal Justice
Information System is up $258,322 primarily due to the salary adjustments for the dispatch and
records positions paid through the IGA with the City of Greeley, E911 not providing as much
financial support for operations, and increased computer support. Due to the decision to
transition the communication center from being managed by the City of Greeley to being
operated by Weld County $254,058 was added for a Communications Director and
Communications Technician in the 2013 budget. 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 $603,754 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. $407,281 is funded for the
leases of county assets, and asset depreciation of $2,525,109. With the underfunding of the
Weld County Retirement Plan the Board has decided to reimburse the Retirement Fund for the
12
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 $5,000,000 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 2.0 percent in 2013.
The budgeted appropriations for Public Works in 2013 total $41,793,329 up $9,223,081.
Municipal share back is funded at $1,534,578. 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
$6,119,336 based on the Capital Improvement Plan (CIP). Project budgets have increased a
total of a net $5,905,385 based on the following: An increase of $2,678,960 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.
Pavement Management is funded at an increased level of $1,102,721, with $226,000 for 12
seasonal positions for a chip and seal crew, $3,100,000 included for asphalt purchases,
• $1,000,000 for slurry seal for subdivision roads, 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
$1,728,459 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. Motor
grader operations are up $269,033 to fund additional seasonal staff ($105,000) and $300,000
for magnesium chloride (MgCI) for dust control with offsetting reductions in vehicle costs. 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 State Highway 392 ($620,000). 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 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/CR44
intersection construction is funded at $800,000 with $610,200 funded from a HES grant.
The total Social Services Fund budget is $28,997,045. The programs are funded by property
tax of$6,500,000, state and federal funds of$19,866,602, 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
13
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
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 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.
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 $107,816,616, 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 through 2014. 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 $216,124 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 up $264,847 primarily from charges to other jurisdictions for the 2013
consolidated election. 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 resources for Public Works total $65,859,672, 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. HUTF revenue will be $9,550,000 down
14
$300,000 from 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. The Weld
County Federal Mineral Lease District is funding $1,030,000 in oil and gas haul route projects.
PILT is budgeted at $300,000 with the Federal Mineral Leasing District funding change. Other
revenues from project reimbursements total $3,593,000, which are up $876,000. 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 $2,250,000 up $440,000 over
2012.
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 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 recovery
from 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,
1944 14
Donald D. Warden, Director
Budget and Management Analysis
15
ABOUT WELD COUNTY
Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered
• on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area.
The third largest county in Colorado, Weld County has an area greater than that of Rhode
Island, Delaware and the District of Columbia combined.
The climate is dry and generally mild with warm summers, mild winters and a growing
season of approximately 138 days. The land surface is fairly level in
the east, with rolling prairies and low hills near the western border.
Elevations in
the county range from 4,400 to 5,000 feet.
The South Platte River and its tributaries, the Cache la Poudre, Big
Thompson, Little Thompson, Boulder, St. Vrain, and other smaller ' ,
streams, flow into Weld County from the south and west, leaving the
county on the east.
POPULATION
There are 31 incorporated towns in Weld County. The county seat and
principal city, Greeley, is located in the west central part of the county and contains almost
half the county's population. Generally, most of the remaining population resides within a
20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated.
HISTORY
Major Stephen H. Long made an expedition to the area now known as Weld County in 1821.
He reportedly said that the region would never be fit for human habitation and should
remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a
111 government expedition came through the general area; the next year a member of that
party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the
present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St.
Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the
1930's by the State Historical Society.
The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah
to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer
County and north of the present Adams County were in the original Weld County, one of 17
counties established by the first territorial legislature in September, 1861. Weld County was
named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat.
During the first 16 years of Weld County's history the county seat was moved from St. Vrain
to Latham (three miles east of the present Greeley) to Evans, to Greeley, to Evans again,
and finally in 1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900's. Originally they came as railroad workers; many
soon worked in the productive beet fields and eventually became prosperous landowners.
Weld County's Spanish-surname population began to arrive during the mid 1920's as
laborers for the sugar beet industry.
•
16
Weld County's sugar beet industry began with the building of sugar factories in
Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920
• by one at Fort Lupton and another at Johnstown in 1926.
r--_-
LIVEABILITY ; 1 . I
Weld County's livability is just one of the features that make it a great .r •
place to live. Abundant Colorado sunshine, low humidity, cool summer ';'i,' ~ ,
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.
a_
EDUCATION 1,4
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.
17
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 i �.' 3• r
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 - et.'
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
NOBLE ENERGY
NORTHERN COLORADO MEDICAL CENTER
OWENS-ILLINOIS
PLATTE VALLEY STEEL
ROCHE CONSTRUCTORS
STARTEK
STATE FARM INSURANCE
VESTAS WIND SYSTEMS
•
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Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a consensus of
what is needed for the future. As such the strategic plan provides Weld
County policy makers, managers and
employees with a game plan or blueprint that
guides decision making towards our shared
priorities and a rationale for resource
allocation. These plan priorities provide the
• measuring stick we need to determine if
Weld County is fulfilling its responsibilities.ift*V 1j, Strategic planning also provides for
Agovernment accountability and continuous
,
,, improvement.
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• .l
OUR PRIORITY STRATEGIC THEMES
These themes guide Feld County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation
Ssystem
• 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
•
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21
i
OUR VISION FOR THE FUTURE
This vision statement
.
reflects our citizens' expectations •
for Weld County government into `'.‘ -
the future.
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GOVERNMENT
WORKING FOR YOU!
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•
OUR GUIDING PRINCIPLES
These guiding principles are the basic values of every
level of Weld County government. They guide the way
we make our decisions and carry out our actions every day.
► Ensure long-term fiscal stability for the county
► Customer-focused and customer-driven
• ► Accountable and responsible to the public
► Provide and develop leadership, cooperation, and
collaboration aimed at improving service
► Focus on viable solutions that improve the quality of life
► Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfill our
vision
•
23
0 TRENDS IMPACTING WELD COUNTY
IlIlkWe identified the trend and events that may impact ourA . .
010444 .:': . ability to provide and improve services. Analyzed the re ,
strengthens and weaknesses of Weld County governmentto meet these challenges. The major trends
affecting Weld County are:
• Growth And Its • Demographic
Impact Changes
• Changing Economy
III • County Government
• Transportation 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
0 begins.
24
•
TRENDS IMPACTING WELD COUNTY
Changing Economy
The impacts of the credit crisis,housing bubble, and recession are adversely impacting Weld
County and all other units of government in the U.S. The consensus among most economists is
that the impacts from the credit crisis,housing bubble, and recession will probably take four to five
years at a minimum to stabilize the financial and economic system.This will translate into Weld
County having four to five years of difficult financial planning and budgeting to meet the needs of
the Weld County Citizens.
Weld County has many positives going for it in these tumultuous financial and economic times to
deal with the challenges we will face, such as no long term debt, a healthy fund balance, and a
diversified local economy and tax base.Weld County is in excellent financial condition compared to
most other local governments because for many years Weld County has been fiscally conservative in
its approach to budgeting and funding its services and capital programs.
• With the difficult economic conditions being faced probably for the next four or five years,Weld
County managers are going to have continue to find ways to reduce costs and increase program
productivity.Weld County government's trends of being more creative and innovative to make
better use of resources --human, financial,and technological--must continue. It is only through
improved practices and approaches that services are maintained and public confidence in
government is enhanced. Weld County's budget strategy for the next five years must continue to use
the proven methodologies which have allowed the county to successfully deal with past budgets.
Looking at future strategic approaches must continue as Weld County is challenged by these new
economic times.
le fV x •
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• TRENDS IMPACTING WELD COUNTY
s
Demographic Changes
41444
As growth has occurred the demographics of Weld County have changed.The Weld County
population is much more diversified than it was even a decade ago as in migration has added to the
ethnic diversity with the growing Latino population, and even recently a large community of
Somalia immigrants.Weld County's changing demographics are evident in the shift from a rural
charter to a more and more urbanized population. The age of the population is shifting in Weld
County,as it is nationwide with aging baby boomers.All these demographic changes impact the
kind of services provided, the manner in which they are provided, and the service levels. It will fall
upon Weld County's elected officials and managers to find more creative and innovative solutions to
better use the limited resources of the county to maximize delivery of services to the more diverse
citizenry of Weld County.
County Government Financial Trends
• The main purpose of county government is to be able to continue providing essential public safety,
health,welfare services,and a county transportation system. The national and international economies
are struggling under unprecedented uncertainties and challenges.With indicators of housing market
performance dropping to depths that haven't been seen in years,volatile energy and commodity prices,
and slow economic growth,many local governments are feeling financial pressures. Fortunately,Weld
County is weathering this storm better than many other local governments thanks to our past prudent
and conservative financial management. Over the years Weld County taken a number of steps to restrict
spending and safeguard taxpayer dollars. However,despite these sound fiscal practices Weld County will
not escape some of the consequences of the economic downturn and economic turmoil around it.
As Weld County policy makers and managers face the next four to five years,it will take extra efforts
on everyone's part to deliver conservative and balanced budgets in fiscal years 2010-2014.Bases upon
some reasonable projections of future assessed values, and demand for services it will be essential to
develop budgets that 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.
•
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•
TRENDS IMPACTING WELD COUNTY
Transportation
_ ' Growth in the county has put an ever increasing demand on county services and the county's
frastructure.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
enty-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
outhwest part of the county have changed from rural roads to urbanized roads due to traffic volume
demanding a higher capacity and level of services. Even though the county has increased funding in this
area and imposed a traffic impact fee in these areas,additional investments will have to be made in the
future to keep the transportation system at an acceptable level.
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® Weld g
County's Strengths, Weaknesses,
Opportunities and Challenges Identified
STRENGTHS WEAKNESSES
• Fiscally responsible and constrained ♦ Rapid urban growth changing service
needs
• Visionary and proactive
• Enhanced communication with public
• Growing emphasis on strategic
management and planning • Growing transportation and
infrastructure needs
• Provide good and effective services
,:. to citizens • Geographic diversity of county
• Effective use of technology • Growing demand for services
to provide services
• Economic recession driven demands
• ♦ Committed to being a responsive for services
government
• Responsible and accountable to the
citizens
• Quality of life
• Coordinated efforts inside and
outside the county
• rr
'5
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i
Weld County's Strengths, Weaknesses,
Opportunities and Challenges Identified
OPPORTUNITES CHALLENGES
• Attractive area for new growth • Economic recession
• Poised to promote economic • Drop in housing prices
development
• Volatility price and production of oil
• Great workforce and gas
• Regional cooperation • Increase demand for infrastructure
and coordinated efforts and services
• Using technology to provide • Demographic changes
• service improvements
• Urbanization
• Located on the northern edge of
Denver metropolitan area • State and Federal budget cut and
mandates
• Business friendly environment
• Balancing citizen expectations
• Proximity to three major universities with limited resources
• State and Federal environment
policies
•
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STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area plans, including the
mission statement for each strategic area, the goals and desired outcomes, strategies
to achieve the goals, and performance objective/key performance indicators. The
strategic area are:
*Public Safety
• *Human Services
*Health Services
*Transportation
*Economic Development
*Land Use and Planning Services
*Enabling Strategies: Financial and Operational Support
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•
STRATEGIC AREA:
PUBLIC SAFETY
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•
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STRATEGIC AREA: PUBLIC SAFETY
• • Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated date entry efforts.
• Mission Statement: Provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Public Safety Bureau)
o Goal PSPSB 1: Progressive solutions to deter crime and reduce the fear of crime.
• o Goal PSPSB2: Strengthen community programs and foster additional community
partnerships.
o Goal PSPSB3: Acquire sufficient personnel and equipment to support the
growing needs of the County.
o Goal PSPSB4: Increase personnel effectiveness and efficiency.
o Goal PSPSB5: Enhance traffic safety.
o Goal PSPSB6: Enhance professionalism and promote department excellence.
o Goal PSPSB7: Reduce the number of work related accidents and injuries.
o Goal PSPSB8: Reduce the risk and mitigate the impact to communities and
citizens due to all hazard incidents.
•
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• Mission Statement: To provide excellent customer service, improve quality of life, and
• protect the constitutional rights of all people. (Offender Supervision Bureau)
o Goal PSOSB 1: To accept and lawfully hold prisoners in a safe, humane, and
wholesome environment that return people to the community better, or no worse,
than they arrive.
o Goal PSOSB2: Maintain a continuum of effective jail alternatives that offer a
range of sentencing and pre-adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
o Goal PS I: To answer 100% of 911 calls within 15 seconds.
o Goal PS2: To provide a responsive, proactive, medico-legal investigation in an
efficient and compassionate manner. (Coroner)
• • Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Community Corrections)
o Goal PS-3: Provide safe, constructive and less expensive alternatives to use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
•
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•
STRATEGIC AREA:
HUMAN SERVICES
•
•
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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.
•
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•
STRATEGIC AREA:
HEALTH SERVICES
•
•
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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.
•
•
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•
STRATEGIC AREA:
TRANSPORTATION
•
•
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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.
•
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• Mission Statement: To design, build, and maintain safe and economical roads and
• bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Trucking)
o Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt)
roads and asphalt road construction and overlay projects. Clear paved roads of
snow and ice.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Weld County Maintenance Support)
o Goal TPW6: Assure safe travel for the general public by maintaining clearly
marked and signed roads and bridges; assist in plowing of snow from county
parking lots and roads; install and maintain snow fence in selected areas of the
county.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others.
• o Goal TPW7: Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb
and gutter, seal coat, aggregate, and other contracted services as assigned.
o Goal TPW8: Provide engineering services including design, development,
inspections, and all phases of highway engineering, bridge engineering and
construction inspection and testing.
o Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious
weed control) on County property and assist land owners with compliance with
the law through public education and assistance.
•
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•
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
•
•
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STRATEGIC AREA: ECONOMIC DEVELOPMENT
• . Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area
residents. Focus on facilitating and attracting investment, creating new job opportunities,
stimulating income growth and expanding the local community tax base.
o Goal ED1: Encourage the expansion of existing businesses and the location of
new industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development
efforts that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
• which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest
Weld County.
•
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•
STRATEGIC AREA:
LAND USE
•
•
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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 LU I: 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
•
•
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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 ES 10: Ensure the financial viability of the County through sound financial
• management practices. (Finance&Administration)
o Goal ES 11: Deliver on promises and be accountable for performance. (Finance &
Administration)
o Goal ES 12: Ensure the financial accounting of County funds is accurate
(Accounting)
o Goal ES 13: Ensure the timely acquisition of "best value" goods and services
while maintaining integrity and inclusion (Purchasing)
o Goal ES14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES 15: Plan, construct, and maintain well-designed County facilities in time
to meet the needs of Weld County. (Building &Grounds)
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Information Services & GIS)
o Goal 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)
•
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•
X1$61 /H• v ILI
•
48
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 Charter property tax limitations will not limit the resulting property tax revenues
using the estimated assessed values and the current mill levy rate of 16.804 over 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
52
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
53
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 staffs 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
55
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.
57
➢ 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.
•
58
➢ 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 Board reviews the 2013 budget plan.
April 23-26 Director of Budget discusses target budgets and 2012 budget
plan with department heads and elected officials.
June 15 Elected officials and department heads submit applications
for the technology and innovation investment program
projects to Finance.
June 15 Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
June 15 Elected officials and department heads submit phone service
requests to Phone Services.
June 15 Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
June 15 Elected officials and department heads submit requests for
information services requests to ACS.
• June 15 Elected officials and department heads submit requests for
vehicles to the Controller.
July 6 Submit budget request to Director of Budget.
July 6 - September 17 Finance office review.
September 18 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
4111 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
Analyze Community Needs
Develop County-Wide Goals
Community Assess Prior Year's Long Range Planning
Assessment —D. Performance ► Capital Improvements
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
♦
SUPPORT
PROGRAl Accounting System PROGRAM
EVALUATION Fiscal Control
PLANNING
Cost Accounting
Program Analysis By Program Assess Program Alternatives
Review Design Program
Program
Performance Define Program
Objectives
Performance Relate to Present
Examine and Evaluate Measurement
Alternatives Systems and Reports Operations
y p Revise as Necessary
/Service 1\
Delivery BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi-Year
Projections
Schedule Action
•
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HIERARCHY OF BUDGET INFORMATION
•
STRATEGIC
OBJECTIVES
BOARD OF COUNTY
COMMISSIONERS
Budget Policies Implementation and
• Results of
Budget Process Strategic Objectives
Revenue Policies Major Program Goals
Policy Directions Specific Revenue
Assumptions
Accounting Policies
Policy Matters/
Investment Policies Points of Issue
Capital Improvement Workload Data
Policies
Department Objectives
Budget Guidelines
Significant Changes
Allocation of
Resources
• DEPARTMENT BUDGET UNITS
64
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.
•
65
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.
•
66
➢ 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.
D. Information Services requests for computer hardware, software,
system upgrades or system study.
E. New or replacement vehicle requests to the Controller for
• inclusion in the Motor Pool budget.
F. Applications for 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 53.50 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 460 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
y Implement fourth year of the new Strategic Plan approach.
y Implement the Strategic Investment Plan for the Future of Weld County.
y Fund innovation and technology projects identified.
y Fund the oil and gas revenue fluctuation reserve in the Contingency Fund.
y Implementation recommendations from the Technology Assessment Study.
y Complete the upgrading of the towers and county-wide communications system.
y Implement radio replacement program in capital improvement plan.
y Add two additional Planner II positions to accommodate new development.
y Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs.
• y Begin Phase I of three phases of WCR 49 improvements.
y Fund a Haul Route Program (HARP) to improve county roads impacted by the energy
industry due to new oil and gas drilling exploration.
y Fund current and past administrative costs of the Weld County Retirement Plan.
Open new Regional Crime Lab.
y The Weld County Regional Communications Center (WCRCC) will move to a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, except City of Greeley Police and Fire.
y City of Greeley will dispatch City of Greeley Police and Fire under their management
control from the new back-up communications center.
y Hire a Communications Director and Communications Technician to operate the
WCRCC.
y Add a SO Deputy Sheriff position for fugitive transports, and one to work fugitive
warrants.
y Accommodate additional funding from the state Child Welfare allocation formula.
•
70
SIGNIFICANT CHANGES IN POLICY
• FROM PRIOR YEARS
3 Implementation of the Strategic Investment Plan for the Future of Weld County.
3 Fund innovation and technology projects identified.
3 Fund the oil and gas revenue fluctuation reserve in the Contingency Fund.
3 Implementation recommendations from the Technology Assessment Study.
3 Implement the fourth year of new strategic planning process.
3 Paramedic Service transferred to NCMC, Inc. and Banner Health mid-2012.
3 Complete the upgrade of the towers and county-wide communication system.
3 The Weld County Regional Communications Center (WCRCC) will move to a new
organizational structure with Weld County operating the WCRCC and dispatching all
public safety agencies in the county, except City of Greeley Police and Fire.
• 3 City of Greeley will dispatch City of Greeley Police and Fire under their management
control from the new back-up communications center.
3 Hire a Communications Director and Communications Technician to operate the
WCRCC.
3 Implement radio replacement program in capital improvement plan.
3 Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs.
m Add two additional Planner II positions to accommodate new development.
3 Fund a Haul Route Program (HARP) to improve county roads impacted by the energy
industry due to new oil and gas drilling exploration.
3 Begin Phase I of three phases of WCR 49 improvements.
3 Mini-bus transportation service terminated mid-2012.
3 Fund current and past administrative costs of the Weld County Retirement Plan.
3 Open new Regional Crime Lab.
• 3 Add a SO Deputy Sheriff position for fugitive transports, and one to work fugitive
warrants.
3 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
Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay
• cash for major projects rather than borrowing. Any existing debt will be retired at the earliest
possible time during the life of the debt unless circumstances change significantly. Weld
County's debt level per Weld County's Home Rule Charter and state law cannot exceed three
percent of the current assessed value of the county. The current debt capacity is over $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 revenue policies and assumptions have been used in the preparation of the 2013
budget.
1. 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. Fee policies applicable to each activity.
B. Related cost of the service provided.
• C. The impact of inflation in the provision of services.
D. 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 $942.8 million or 39 percent. Overall assessed values
are up 20 percent.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be down
slightly 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
of estimated average daily balances. Based upon Federal Reserve projections interest rates
will not change dramatically through 2014.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. Increased energy prices and new exploration on county lease
should result in added revenues in the future.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2011 Indirect Cost Plan approved by
the Department of Health and Human Services that results in federal revenue allowable from
grants. Social Services will be charged the full indirect cost allocation amount beginning July 1,
2012.
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 90,117,557 107,816,616
Other Taxes 7,475,000 8,030,000 7,613,371 8,140,000 8,310,000
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 48,848,573
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 5,800,931
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 11,518,124
TOTAL REVENUES $190,308 451 $200 512 579 $ 196 217 784 $ 194 389,388 $220.157,891
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 -4—Property Taxes
in
.2 60 (Intergovernmental
—e3--Internal Service
40 j
->E—Other Revenue
0
2008 2009 2010 2011 2012 2013
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 tOtherTaxes
8 —FFees
• 0 6 —*—Licenses Permits
4 �FCharge For Srvs
2 —Paramedic Fees
0 —0—Miscellaneous
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
counties from the state. Severance tax revenues follow the price of oil and gas, since that is
where they are derived.
Fees: Fees have been increased and new fees added. New legislation increased 2011 Clerk
and Recorder fees. Increased oil and gas recording activity in the county is resulting in higher
projected revenues in this area over the next 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.
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. The policy decision to charge Social Services the full
amount of indirect costs raised this category over$1 million.
•
•
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$804100.
• 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 2014 2015 2016 2017 2018
Property Taxes $101,700,000 106,700,000 113,800,000 119,400,000 125,300,000
Other Taxes 8,500,000 8,750,000 9,000,000 9,250,000 9,500,000
Fees 9,040,000 9,300,000 9,600,000 9,800,000 10,200,000
Intergovernmental 46,100,000 44,500,000 43,100,000 41,600,000 40,400,000
Licenses/Permits 2,950,000 3,050,000 3,150,000 3,300,000 3,500,000
Charges for Services 5,980,000 6,150,000 6,330,000 6,500,000 6,700,000
Internal Services 27,800,000 29,900,000 32,100,000 34,300,000 36,300,000
Paramedic Fees 0 0 0 0 0
Miscellaneous 11,500,000 11,800,000 12,100,000 12,400,000 12,800,000
TOTAL REVENUES $213 570 000 $220 150,000 $229 180 000 $236 550.000 $244.700 000
•
82
• 140 Major Revenue Projections
120
100
—0—Property Taxes
c 80
o
— Intergovernmental
60 —B—Internal Service
• -4E-Other Revenue
40 —x
A A rs
20
0
2014 2015 2016 2017 2018
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 36,200,000 34,850,000 33,700,000 32,400,000 31,420,000
Welfare
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
60
50 —0—General Govt
—M—Public Safety
40
H x —a—Public Works
30 �(—Public Filth and Welfare
2 —*—Human Services
20 —0—Internal Services
+Capital
10
—Miscellaneous
0
2014 2015 2016 2017 2018
•
84
2014-2018 FUND BALANCE PROJECTIONS
•
2014 2015 2016 2017 2018
Begin Fund Balance $91,090,541 $93,940,541 $98,665,541 $107,065,541 $117,480,541
Total Revenues $213,570,000 $220,150,000 $229,180,000 $236,550,000 $244,700,000
Total Expenses $210,720,000 $215,425,000 $220,780,000 $226,135,000 $230,790,000
Ending Fund Balance $93,940,541 $98,665,541 $107,065,541 $117,480,541 $131,390,541
Fund Balance Projections
300
250
200
—S—Beg Fund Bal
2 150 —III—Revenue
• —u'—Expense
100 —} End Fund Bal
50
0
2014 2015 2016 2017 2018
•
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 appropriation ordinance is adopted by the Board of County
Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule
Charter. The budget is prepared on a basis consistent with generally accepted accounting
principles for all governmental, proprietary and expendable trust funds. The accounting system
is employed as a budgetary management control device during the year to monitor the
individual departments (level of classification which expenditures may not legally exceed
appropriations). All annual appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within
departments of each fund. Any revisions that alter the total appropriation for each department
must be approved by the Board of County Commissioners through a supplemental appropriation
ordinance.
•
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 for capital expenditures to be incurred each year
over a fixed period of several years (normally on a five year cycle) setting forth each
capital project and identifying the expected fiscal year for each project and the
anticipated revenues to finance those projects.
2. Capital Improvement Staff Committee - The Director of Finance and Administration
develops a Long Range County-wide Capital Improvement Plan for all major capital
expenditures within the County after surveying County-wide needs with program
managers. The Board of County Commissioners is responsible for approving capital
improvement policies, as well as, approving capital improvement programming as a part
of the annual budget.
3. Capital Assets - Capital assets are defined as land, improvements to land, easements,
buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure, and all other tangible or intangible assets that are
used in operations and that have initial useful lives extending beyond a single reporting
period.
4. Capital Projects - Capital projects are defined as those major, non-recurring projects
that have a time interval of at least three (3) years between such expenditures and have
a total cost of at least $10,000. Purchases of real property and selected equipment may
be exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
5. Annual Action Program - Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and approved by the Board
of County Commissioners for funding and implementation for each fiscal budget year.
6. Relationship Between Capital Funding and Operating Budget - - Capital assets,
which include property, plant equipment, software, rights-of-way, and infrastructure
assets (e.g., roads, bridges and similar items,) are reported in the applicable
governmental or business-type 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 20 - 50 years
Improvements 20 years
Infrastructure - Bridges 50 years
Infrastructure - Roads 20 years
Equipment 3 - 5 years
Heavy Equipment 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.
S
•
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 available for use by all funds except
the Pension Trust Fund. Several of the County's funds also hold investments on their own
account. The cash and investments of the Pension Trust Fund are held separately from those
of the other County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is over $110 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies,
and instrumentalities, commercial paper, and repurchase agreements. The Pension
Trust Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 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 RESPONSIBLE OFFICIAL
General Fund:
Office of the Board Chairman, Board of County Commissioners
County Attorney County Attorney
Public Trustee Public Trustee
Planning and Zoning Director, Planning Services
Clerk to the Board Director, Finance and Administration
Clerk and Recorder Clerk and Recorder
Elections Clerk and Recorder
Motor Vehicle Clerk and Recorder
Treasurer Treasurer
Assessor Assessor
• Maintenance of Building and Grounds Director, Buildings and Grounds
County Council Chairman, County Council
District Attorney District Attorney
Juvenile Diversion District Attorney
Victim Witness District Attorney
Adult Diversion District Attorney
Finance and Administration Director, Finance and Administration
Accounting Controller
Purchasing Director, General Services
Printing and Supply Director, Finance and Administration
Human Resources Director, Human Resources
Computer Services Director, Budget
Geographical Information System Director, Budget
Capital Outlay Director, Budget
• Sheriff Sheriff
Innovation and Technology Projects Director, Budget
Crime Control and Investigation 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 RESPONSIBLE OFFICIAL
• Building Rents Director, Budget
Non-Departmental Director, Budget
Community Agency Grants Director, Budget
Island Grove Building Director, Budget
Asset and Resource Management Director, Budget
County Fair Extension Agent
Special Revenue Funds:
Public Works Fund Director, Public Works
Social Services Fund Director, Human Services
Health Fund Director, Public Health and Environment
Human Services Fund Director, Human Services
Conservation Trust Fund Director, Budget
Contingency Fund Director, Budget
Emergency Reserve Fund Director, Budget
• Solid Waste Fund Director, Budget
Capital Fund:
Capital Expenditure Fund Director, Budget
Proprietary Funds:
Motor Pool Fund Controller
Insurance Fund Director, Budget
Phone Services Fund Director, Budget
Health Insurance Fund 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 170,526
Upgrade Planning Manager to Grade 57 12,057
Code Enforcement Program 10,000
Information Services:
Three Positions Follow-up to Technology Summit 330,996
• Innovation and Technology Projects:
Sheriff Video Court Update and Expansion 352,300
Building and Grounds—Johnson Controls 242,000
Social services Teleconferencing Equipment 142,300
Social services Mobile Computing for Caseworkers 32,160
Health Data management and Display System 25,000
Unallocated 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 152,573
Radio Replacement Program (100 radios) 550,000
Justice Services:
• Senior Pretrial Services Specialist (0.5 FTE) 30,645
99
POLICY MATTERS/POINTS OF ISSUE
• WITH FISCAL IMPACT
(Continued)
FUNDING INCLUDED EXCLUDED
Adult Diversion:
Confirm Program Continuation 50,359
Developmentally Disabled:
Envision 38,225 36,775
Mental Health:
North Range Behavioral Health 183,225 20,000
Retirement Transfer:
Administrative Costs 3,000,000
Economic Development:
SBDC 25,000
Upstate Colorado Economic Development 20,300
Non-Departmental:
Tax Incentives 132,340
• Tax Adjustment -132,340
Community Agencies:
Convention and Visitor Bureau 4,144 2,256
211 Information and Referral 21,775 3,225
Catholic Charities 0 35,000
A Woman's Place 0 18,000
Senior Resource Services 0 5,000
TOTAL GENERAL FUND $ 6,991,762 $ 179,922
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
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 2.0 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:
3 Coverage follows health insurance program coverage for both single and family
plans
3 Maximum amount paid for single $300/year or family $600/year
3 No deductible
3 50% of covered expenses incurred
3 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: $.21/$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.)
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
• hospital indemnity, critical illness, and accident insurance. These plans are 100% employee
paid.
102
POSITION AUTHORIZATION CHANGES
• DUE TO 2013 BUDGET
FUND AND DEPARTMENT OLD NEW
DEPARTMENT NAME POSITION POSITION
1000-10100 Office of the Board None 1.0 Information Specialist
1000-11300 Motor Vehicle None 3.0 Office Tech III
1000-13100 Assessor None 1.0 GIS Mapper
1000-15100 District Attorney 0.5 White Collar Crime Inv. 1.0 White Collar Crime Inv.
1000-15200 Juvenile Diversion 0.25 Interpreter None
1000-15300 Victim Witness 1.0 Victim Comp Asst. None
1000-24150 Adult Diversion None 1.0 Adult Diversion Specialist
1000-16100 Finance &Admin. 1.0 Information Specialist None
1000-16100 Finance &Admin. 1.0 Criminal Justice Planner None
1000-16400 Human Resources 1.0 HR Analyst(Grade 37) 1.0 Benefits Mgr. (Grade 45)
1000-16500 Transportation 6.25 Bus Drivers None
1000-17100 Planning 1.0 Code Enforcement Officer None
• 1000-17100 Planning None 2.0 Planner II
1000-17100 Planning Planning Mgr. (Grade 51) Planning Director(Grade 61)
1000-17600 Printing & Supply Copy/Suppy Tech (Grade 16) Print Shop Tech (Grade 20)
1000-17100 Communications None Communications Director
1000-17100 Communications None Communications Technician
1000-24100 Justice Services 1.0 Adult Diversion Specialist None
1000-24100 Justice Services None 0.5 Sr. Pretrial Svc. Specialist
1000-24410 Centennial Jail None 2.0 SO Deputy II/Ill
1000-25100 Building Inspection None 1.0 Code Enforcement Officer
2000-32300 Bridge None 1.0 PW Service Worker II
2000-32300 Bridge 1.0 PW Service Worker III 1.0 PW Lead Worker
2000-32700 Pavement Mgt. None 2.0 PW Service Worker II
2000-32700 Pavement Mgt. None 1.0 PW Lead Worker
2000-32100 Trucking 1.0 PW Service Worker III 1.0 PW Lead Worker
2000-32200 Motor Grader 1.0 PW Service Worker III 1.0 PW Lead Worker
2100-42410 Child Welfare 0.5 Clerk V- Rate Negotiator 1.0 Clerk V- Rate Negotiator
2100-42410 Child Welfare None 1.0 Svc. Utilization Fiscal Clerk
2100-41300 SS Administration None 1.0 Fraud Investigator
• 2100-41300 SS Administration None 4.0 Fraud Investigator Clerks
2520-41210 PH Communication 9.0 FTE 11.25 FTE
2530-41300 Community Health 42.98 FTE 42.60 FTE
2360-41400 Environmental Health 23.25 FTE 23.75 FTE
103
•
1861
iADIE I al m: -rieLik
• ' L-\- v COUNTY
•
104
0 ALL FUNDS REVENUE
$120,000,000
$100,000,000
$80,000,000 mi - I ii i 2012
$60,000,000 ■2013
$40,000,000 -
$20,000,000 -
$0
l- X CD a) CU O C U N
>, CO IL O E C.
C CO LL
Qti O 'C > N 4O U 'C N E
C L cv
2) O = IL O i
a) U La Ica
C J
0 2013 Revenue
Total $305,487,891 (2013 $260,274,409)
Internal Services Paramedic Fees
$26,219,772 $0
8% 0%
Property Tax
Fund Balance � .;, $107,816,616
$85,330,000 r
o :l 35%
28/0 2
Tyr,:?. ,
Other Taxes
$8,310,000
Miscellaneous Intergovernmental 3%
$11,518,124 $48,848,573 Fees
o $8,777,000
4% 16% 3%
Chg for Service
$5,800,931 Licenses/Permits
2% $2,866,875
1%
0
105
ALL FUNDS EXPENDITURES
$50,000,000 - -
$45,000,000 - 1111—
$40,000,000 -
❑2013 ■2012
$35,000,000
$30,000,000
$25,000,000 —
$20,000,000 —
$15,000,000 —
$10,000,000 — 111.
$5,000,000 —
$0 , � I I Ire ,
\e5 0 5 ec°� \`a� Ars,a ear a�e�� ea��°� Leo` �aoe �`°e5 ce°oy �`°ee e��c�
�5e� p\`S� ° c� �+ G �` J Q-e°c °ecc a�� a coe oe��a a\ge a%,
• 5°G\a QJ G Q cz � C10 Jca �.` c,�e�` `aco
G°� Gece
2013 EXPENDITURES
Total $226,820,758 (2012 $203,576,837)
Contingency Auxiliary
$12,000,000 $398,847 Capital
5%
0% $7,600,000
Public Works 3%
Social Services $2,575,851 Health
$28,997,045 1% $8,900,673
13% 4%
Paramedic Service Public Safety
$0 $45,569,221
0% 20%
Internal Services
$28,979,772 —
13% _ Culture/Recreation
Miscellaneous $935,807
$9,047,609 0%
4%
Human Services
$8,145,633 General Government
• , $31,876,971
4/0 14%
Road&Bridge
$41,793,329
19%
106
•
MILL LEVY
2012 TOTAL 16.804
Capital
Social Services 1.343
1.864 8%
11%
Insurance_
0.326 General
2%0 10.476
Public Works-------
1.303 Contingency
• 8% 1.492
9%
2013 TOTAL 16.804
Social Services Capital
1.013 1.122
6% 7%
0
Insurance
0.312
2%
Public Works General
1.403 11.084
8% Contingency 66%
1.87
11%
•
107
2013 BUDGET
SUMMARY OF FUND BALANCES
• 2012 2012 2013 2013 2013
BEGINNING MILL BEGINNING MILL PROPERTY
FUND BALANCE LEVY BALANCE LEVY TAXES
1000 General Fund $ 12,619,072 10.476 $ 9,000,000 11.084 $ 71,116,616
SPECIAL REVENUE FUNDS:
2000 Public Works 23,564,296 1.303 28,000,000 1.403 9,000,000
2100 Social Services 3,536,791 1.864 6,000,000 1.013 6,500,000
2200 Conservation Trust 289,369 - 290,000 - -
2300 Contingent 20,041,118 1.492 28,000,000 1.870 12,000,000
2400 Emergency Reserve - - - - -
2500 Health Department 1,816,986 - 900,000 - -
2600 Human Services 1,341,200 - 1,300,000 - -
2700 Solid Waste 685,217 - 700,000 - -
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 11,870,405 1.343 II 4,340,000 1.122 7,200,000
IPNTERPRISE FUNDS:
5000 Paramedic Services 1,571,602 - II - - -
GROSS TOTALS $ 77,336,056 16.478 $ 78,530,000 16.492 $ 105,816,616
LESS INTERFUND TRANSFERS - - - - -
NET TOTAL $ 77,336,056 16.478 $ 78,530,000 16.492 $ 105,816,616
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 2,806,348 - 2,800,000 - -
6200 Health insurance 1,982,967 - 2,000,000 - -
6300 Insurance 1,074,075 0.326 1,000,000 0.312 2,000,000
6400 Phone Service 1,020,140 - 1,000,000 - -
6500 Weld Finance Corp - - - - -
NET TOTAL - IS FUNDS $ 6,883,530 0.326 $ 6,800,000 0.312 $ 2,000,000
GROSS TOATL -ALL FUNDS $ 84,219,586 16.804 $ 85,330,000 16.804 $ 107,816,616
•
108
Assessed Value $6,416,128,090
• 2013 2013 2013 2013 2013 TOTAL 2013
INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING
REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE
$ 4,016,242 $ 18,910,725 $ - $ 103,043,583 $ 93,865,203 $ 9,178,380
13,486,672 15,373,000 - 65,859,672 41,793,329 24,066,343
19,866,602 - - 32,366,602 28,997,045 3,369,557
376,000 3,500 - 669,500 406,647 262,853
- - - 40,000,000 12,000,000 28,000,000
3,251,361 1,276,705 4,169,382 9,597,448 8,697,448 900,000
7,341,696 579,000 12,351 9,233,047 7,933,047 1,300,000
- 730,000 - 1,430,000 730,000 700,000
- 400,000 - 11,940,000 7,600,000 4,340,000
•
$ 48,338,573 $ 37,272,930 $ 4,181,733 $ 274,139,852 $ 202,022,719 $ 72,117,133
(4,181,733) (4,181,733) (4,181,733) -
$ 48,338,573 $ 37,272,930 $ - $ 269,958,119 $ 197,840,986 72,117,133
510,000 7,850,000 - 11,160,000 8,360,000 2,800,000
- 16,800,000 - 18,800,000 16,800,000 2,000,000
- 215,000 - 3,215,000 2,215,000 1,000,000
- 1,354,772 - 2,354,772 1,604,772 750,000
$ 510,000 $ 26,219,772 $ - $ 35,529,772 $ 28,979,772 6,550,000
$ 48,848,573 $ 63,492,702 $ - $ 305,487,891 $ 226,820,758 78,667,133
•
109
2013 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
•
2012 2012 2012 2012 2012
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
FUND BALANCE TAXES REVENUE REVENUE TRANSFER
1000 General Fund $ 9,000,000 $ 71,116,616 $ 4,016,242 $ 18,910,725 $ -
SPECIAL REVENUE FUNDS:
2000 Public Works 28,000,000 9,000,000 13,486,672 15,373,000 -
2100 Social Services 6,000,000 6,500,000 19,866,602 - -
2200 Conservation Trust 290,000 - 376,000 3,500 -
2300 Contingent 28,000,000 12,000,000 - - -
2400 Emergency Reserve - - - - -
2500 Health Department 900,000 - 3,251,361 1,276,705 4,169,382
2600 Human Services 1,300,000 - 7,341,696 579,000 12,351
2700 Solid Waste 700,000 - - 730,000 -
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 4,340,000 7,200,000 - 400,000 -
ilIRPRISE FUNDS:
5000 Paramedic Services - - - - -
GROSS TOTALS $ 78,530,000 $ 105,816,616 $ 48,338,573 $ 37,272,930 $ 4,181,733
LESS INTERFUND TRANSFER: - - - - (4,181,733)
NET TOTAL $ 78,530,000 $ 105,816,616 $ 48,338,573 $ 37,272,930 $ -
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 2,800,000 - 510,000 7,850,000 -
6200 Health insurance 2,000,000 - - 16,800,000 -
6300 Insurance 1,000,000 2,000,000 - 215,000 -
6400 Phone Service 1,000,000 - - 1,354,772 -
6500 Weld Finance Corp - - - - -
NET TOTAL - IS FUNDS $ 6,800,000 $ 2,000,000 $ 510,000 $ 26,219,772 $ -
GROSS TOATL -ALL FUNDS $ 85,330,000 $ 107,816,616 $ 48,848,573 $ 63,492,702 $ -
•
110
Assessed Value $6,416,128,090
•
2012 2012 2012 2012 2012 TOTAL 2012
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 103,043,583 $ 50,956,887 $ 40,895,816 $ 2,012,500 $ 93,865,203 $ 9,178,380
65,859,672 11,023,839 30,769,490 - 41,793,329 24,066,343
32,366,602 20,888,182 8,108,863 - 28,997,045 3,369,557
669,500 - 406,647 - 406,647 262,853
40,000,000 - 12,000,000 - 12,000,000 28,000,000
9,597,448 6,555,289 2,142,159 - 8,697,448 900,000
9,233,047 4,835,655 3,097,392 - 7,933,047 1,300,000
1,430,000 - 730,000 - 730,000 700,000
11,940,000 - - 7,600,000 7,600,000 4,340,000
•
$ 274,139,852 $ 94,259,852 $ 98,150,367 $ 9,612,500 $ 202,022,719 $ 72,117,133
(4,181,733) (4,181,733) (4,181,733) -
$ 269,958,119 $ 94,259,852 $ 93,968,634 $ 9,612,500 $ 197,840,986 $ 72,117,133
11,160,000 - 8,360,000 - 8,360,000 2,800,000
18,800,000 - 16,800,000 - 16,800,000 2,000,000
3,215,000 - 2,215,000 - 2,215,000 1,000,000
2,354,772 182,778 1,171,994 250,000 1,604,772 750,000
$ 35,529,772 $ 182,778 $ 28,546,994 $ 250,000 $ 28,979,772 $ 6,550,000
$ 305,487,891 $ 94,442,630 $ 122,515,628 $ 9,862,500 $ 226,820,758 $ 78,667,133
•
111
2012 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
•
2012 2012 2012 2012 2012
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
FUND BALANCE TAXES REVENUE REVENUE TRANSFER
1000 General Fund $ 12,619,072 $ 56,184,966 $ 4,232,366 $ 18,566,373 $ -
SPECIAL REVENUE FUNDS:
2000 Public Works 23,564,296 6,987,191 10,350,000 19,668,761 -
2100 Social Services 3,536,791 9,995,400 16,944,713 - -
2200 Conservation Trust 289,369 - 382,500 5,131 -
2300 Contingent 20,041,118 8,000,000 - - -
2400 Emergency Reserve - - - - -
2500 Health Department 1,816,986 - 3,110,829 1,111,920 3,048,233
2600 Human Services 1,341,200 - 6,581,083 540,000 12,351
2700 Solid Waste 685,217 - - 699,783 -
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 11,870,405 7,200,000 - 400,000 -
'TERPRISE FUNDS:
5000 Paramedic Services 1,571,602 - - 6,230,000 -
GROSS TOTALS $ 77,336,056 $ 88,367,557 $ 41,601,491 $ 47,221,968 $ 3,060,584
LESS INTERFUND TRANSFERS - - - - (3,060,584)
NET TOTAL $ 77,336,056 $ 88,367,557 $ 41,601,491 $ 47,221,968 $ -
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 2,806,348 - - 7,732,111 -
6200 Health insurance 1,982,967 - - 14,474,588 -
6300 Insurance 1,074,075 1,750,000 - 220,000 -
6400 Phone Service 1,020,140 - - 1,448,848 -
6500 Weld Finance Corp - - - -
NET TOTAL - IS FUNDS $ 6,883,530 $ 1,750,000 $ - $ 23,875,547 $ -
GROSS TOATL-ALL FUNDS $ 84,219,586 $ 90,117,557 $ 41,601,491 $ 71,097,515 $ -
•
112
Assessed Value $5,362,863,410
•
2012 2012 2012 2012 2012 TOTAL 2012
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 91,602,777 $ 48,368,700 $ 32,776,877 $ 1,457,200 $ 82,602,777 $ 9,000,000
60,570,248 9,988,804 22,581,444 - 32,570,248 28,000,000
30,476,904 18,900,000 8,076,904 - 26,976,904 3,500,000
677,000 - 387,000 - 387,000 290,000
28,041,118 - 41,118 - 41,118 28,000,000
9,087,968 6,257,556 1,930,412 - 8,187,968 900,000
8,474,634 4,170,819 3,003,815 - 7,174,634 1,300,000
1,385,000 - 685,000 - 685,000 700,000
19,470,405 - - 15,130,405 15,130,405 4,340,000
•
7,801,602 4,436,476 3,175,126 190,000 7,801,602 -
$ 257,587,656 $ 92,122,355 $ 72,657,696 $ 16,777,605 $ 181,557,656 $ 76,030,000
(3,060,584) (3,060,584) (3,060,584) -
$ 254,527,072 $ 92,122,355 $ 69,597,112 $ 16,777,605 $ 178,497,072 $ 76,030,000
10,538,459 - 7,738,459 - 7,738,459 2,800,000
16,457,555 - 14,457,555 - 14,457,555 2,000,000
3,044,075 - 2,044,075 - 2,044,075 1,000,000
2,468,988 162,572 1,056,416 250,000 1,468,988 1,000,000
$ 32,509,077 $ 162,572 $ 25,296,505 $ 250,000 $ 25,709,077 $ 6,800,000
$ 287,036,149 $ 92,284,927 $ 94,893,617 $ 17,027,605 $ 204,206,149 $ 82,830,000
•
113
2011 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
• 2011 2011 2011 2011 2011
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
FUND BALANCE TAXES REVENUE REVENUE TRANSFER
1000 General Fund $ 2,961,097 $52,998,921 $ 5,147,836 $28,850,380 $ -
SPECIAL REVENUE FUNDS:
2000 Public Works 18,120,125 6,972,283 10,157,306 9,462,652 7,100,000
2100 Social Services 2,399,293 9,145,885 19,093,901 - -
2200 Conservation Trust 272,533 - 376,030 3,513 -
2300 Contingent 26,946,929 994,189 - - -
2400 Emergency Reserve 6,000,000 - - - -
2500 Health Department 2,019,395 - 2,838,565 1,704,166 3,007,909
2600 Human Services 1,330,409 - 7,056,613 822,309 12,351
2700 Solid Waste 541,267 - - 836,567 -
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 6,362,879 6,585,968 - 210,577 5,500,000
•TERPRISE FUNDS:
5000 Paramedic Services 783,670 217,936 6,803,592 -
GROSS TOTALS $67,737,597 $76,697,246 $44,888,187 $48,693,756 $ 15,620,260
LESS INTERFUND TRANSFER: - - - - 15,620,260
NET TOTAL $67,737,597 $76,697,246 $44,888,187 $48,693,756 $ -
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 1,828,947 - - 9,540,961 -
6200 Health insurance 2,744,488 - - 13,232,867 -
6300 Insurance 1,268,647 1,498,715 - 269,804 -
6400 Phone Service 1,112,671 - - 1,396,248 -
6500 Weld Finance Corp - - - -
NET TOTAL- IS FUNDS $ 6,954,753 $ 1,498,715 $ - $24,439,880 $ -
GROSS TOATL -ALL FUNDS $74,692,350 $78,195,961 $44,888,187 $73,133,636 $ -
•
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 9,494,854 18,706,058 47,158 28,248,070 23,564,296
30,639,079 18,001,000 9,101,288 - 27,102,288 3,536,791
652,076 - 362,707 - 362,707 289,369
27,941,118 - 46,930 - 7,900,000 20,041,118
6,000,000 - 6,000,000 - 6,000,000 -
9,570,035 5,798,975 1,935,770 18,304 7,753,049 1,816,986
9,221,682 4,569,710 3,310,772 - 7,880,482 1,341,200
1,377,834 - 692,617 - 692,617 685,217
18,659,424 - - 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 -
$ 238,016,786 $ 88,900,983 $ 56,329,077 $ 7,597,600 $ 160,680,730 $ 77,336,056
11,369,908 - 8,553,822 9,738 8,563,560 2,806,348
15,977,355 - 13,994,388 - 13,994,388 1,982,967
3,037,166 - 1,963,091 - 1,963,091 1,074,075
2,508,919 161,492 991,373 335,914 1,488,779 1,020,140
$ 32,893,348 $ 161,492 $ 25,502,674 $ 345,652 $ 26,009,818 $ 6,883,530
$ 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
ACTUAL PROJECTED BUDGET
REVENUES 2011 2012 2013
Taxes 84,310,617 96,507,557 114,126,616
Licenses and permits 2,093,316 2,237,550 2,866,875
Intergovernmental 44,670,251 44,101,491 48,338,573
Miscellaneous 15,838,807 8,537,353 11,518,124
Fees 9,445,288 8,317,000 8,777,000
Charges for Services 6,899,382 5,332,890 5,800,931
Total Estimated Financial Sources $ 163,257,661 $ 165,033,841 $ 191,428,119
EXPENDITURES
Current:
General governemt 30,964,059 29,603,298 31,876,971
Public safety 40,657,128 41,627,280 45,569,221
Public works 30,834,148 34,542,345 44,369,180
• Public health and welfare 32,175,392 35,068,360 37,897,718
Human services 7,880,482 7,344,889 8,145,633
Culture and recreation 1,127,873 885,876 935,807
Miscellaneous 3,012,567 1,119,296 9,446,456
Capital outlay 7,795,485 12,076,951 7,600,000
Contingency/Reserves $ - $ - $ 12,000,000
Total Use of Resources $ 154,447,134 $ 162,268,295 $ 197,840,986
Net Increase (Decrease) in Fund Balance 8,810,527 2,765,546 (6,412,867)
Fund balance at Beginning of the Year $ 66,953,927 $ 75,764,454 $ 78,530,000
Fund Balance at End of Year-without
Unspent Contingencies/Reserves $ 75,764,454 $ 78,530,000 $ 72,117,133
Contingencies/Reserves Appropriated
but Unspent - - 12,000,000
Fund Balance at End of Year-with
Contingencies/Reserves $ 75,764,454 $ 78,530,000 $ 84,117,133
•
116
PROPRIETARY FUNDS
• 2011-2013
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
ACTUAL PROJECTED BUDGET
REVENUES 2011 2012 2013
Taxes $ 1,498,715 $ 1,750,000 $ 2,000,000
Intergovernmental 217,936 - 510,000
Fees 6,803,592 6,230,000 -
Charges for Services 24,439,880 23,875,547 26,219,772
Total Estimated Financial Sources $ 32,960,123 $ 31,855,547 $ 28,729,772
EXPENDITURES
Paramedic Service $ 6,233,596 $ 7,801,602 $ -
Motor Pool 8,563,560 7,738,459 8,360,000
Health Insurance 13,994,388 14,457,555 16,800,000
Insurance 1,963,091 2,044,075 2,215,000
Phone Service 1,488,779 1,468,988 1,604,772
Weld Finance Corp - - -
• Total Use of Resources $ 32,243,414 $ 33,510,679 $ 28,979,772
Net Increase (Decrease) in Fund Balance 716,709 (1,655,132) (250,000)
Fund balance at Beginning of the Year 7,738,423 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
•
117
Weld County, Colorado
IIIWeld Taxable Assessed Value (Final 2012 Certification)
Class 2011 Assd Value 2012 Assd Value Change$ Change %
Vacant $ 82,601,960 $ 76,770,990 $ (5,830,970) -7%
Residential $ 1,110,455,180 $ 1,126,143,600 $ 15,688,420 1%
Commercial $ 700,148,970 $ 741,004,020 $ 40,855,050 6%
Industrial $ 343,525,350 $ 405,141,700 $ 61,616,350 18%
Agricultural $ 117,189,830 $ 120,086,240 $ 2,896,410 2%
Natural Rsc $ 12,839,310 $ 12,176,900 $ (662,410) -5%
Oil & Gas $ 2,439,298,540 $ 3,382,053,530 $ 942,754,990 39%
State Assd $ 615,803,700 $ 650,106,300 $ 34,302,600 6%
Total Value: $ 5,421,862,840 $ 6,513,483,280 $ 1,091,620,440 20%
Less TIF Value $ (58,999,430) $ (97,355,190)
Net Total: $ 5,362,863,410 $ 6,416,128,090 $ 1,053,264,680 20%
Class 2011 Assd Val 2012 Assd Val Change$ Change %
Total Real $ 4,452,267,100 $ 5,328,482,580 $ 876,215,480 20%
• Total Personal $ 969,595,740 $ 1,185,000,700 $ 215,404,960 22%
Percent of Value 2011 2012 Change%
Real 82.12% 81.81% -0.31%
Personal 17.88% 18.19% 0.31%
Value Changes 2011-2012 Weld Assd Value By Type
2012
4000
c
C
e 3500 Total
3000Personal
I 18%
2500
i2000
1500
7000
I
500
-Ala.-hi-
0
•
Final 2012 Certification
Source: Weld Assessor 11/28/2012
118
• NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $ 881,660 $ 282,654 $ 1,164,314
PUBLIC TRUSTEE 0 $ 4,492 4,492
CLERK&RECORDER (2,526,760) $ 665,285 (1,861,475)
ELECTIONS 857,749 $ 102,470 960,219
TREASURER (1,693,161) $ - (1,693,161)
ASSESSOR 2,564,511 $ 461,394 3,025,905
COUNTY COUNCIL 47,368 $ 8,728 56,096
DISTRICT ATTORNEY 4,735,006 $ 517,659 5,252,665
SHERIFF 1,537,306 $ 1,909,561 3,446,867
CORONER 777,672 $ 183,150 960,822
CLERK TO THE BOARD 309,405 $ 81,976 391,381
TOTAL $ 7,490,756 $ 4,217,369 $ 11,708,124
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL $ 18,276,075 $ 2,785,029 $ 21,061,104
CENTENNIAL JAIL 2,801,709 $ 109,856 2,911,565
CONTRACT JAIL SPACE 0 $ - 0
COMMUNITY CORRECTIONS 0 $ 274,173 274,173
SOCIAL SERVICES 6,500,000 $ 1,292,975 7,792,975
HUMAN RESOURCES 12,351 $ 583,799 596,150
PUBLIC HEALTH 3,661,473 $ 819,840 4,481,313
• TOTAL $ 31,251,608 $ 5,865,672 $ 37,117,279
CRITICAL--NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $ 1,214,224 $ 52 $ 1,214,276
CRIME LAB 183,745 $ 118,931 302,676
POLICE SERVICES(LEVEL) 7,238,965 $ 103,644 7,342,609
SHERIFF CONTRACT SERVICES (78,871) $ - (78,871)
COMMUNICATIONS-COUNTY-WIDE 2,479,044 $ - 2,479,044
COMMUNICATION SYSTEM DEVEL 550,000 $ - 550,000
OFFICE EMERGENCY SERVICES 158,333 $ 44,645 202,978
DRUG TASK FORCE 109,516 $ 1,366 110,882
TRAFFIC ENFORCEMENT 784,983 $ 17,228 802,211
TOTAL $ 12,639,939 $ 285,865 $ 12,925,804
•
119
• NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
TRANSPORTATION $0 $ 114,710 $ 114,710
INNOVATION&TECHNOLOGY PROJECTS 2,000,000 $ - $ 2,000,000
PLANNING&ZONING/BLDG INSP 914,574 $ 626,902 1,541,476
ANIMAL CONTROL/CODE ENFORCEMENT 206,342 $ 4,691 211,033
NOXIOUS WEEDS 784,370 $ 18,188 802,558
EXTENSION SERVICE 335,432 $ 162,896 498,328
VETERAN'S OFFICE 61,015 $ 5,676 66,691
AIRPORT 0 $ 15,161 15,161
MENTAL HEALTH 203,225 $ - 203,225
MISSILE SITE PARK 83,825 $ 1,757 85,582
COUNTY FAIR 76,660 $ 4,527 81,187
DEVELOPMENTALLY DISABLED 38,225 $ - 38,225
SENIOR COORDINATORS 13,000 $ - 13,000
VICTIM ASSISTANCE 372,312 $ 24,225 396,537
JUVENILE DIVERSION 31,488 $ 17,014 48,502
VICTIM ADVOCATES 55,941 $ - 55,941
WASTE WATER MANAGEMENT 10,000 $ 25,613 35,613
ECONOMIC DEVELOPMENT 114,700 $ - 114,700
A KID'S PLACE 6,780 $ - 6,780
GEOGRAPHICAL INFORMATION SYSTEM 131,699 $ 21,511 153,210
COMMUNITY AGENCY GRANTS 39,881 $ - 39,881
PARKS AND TRAILS 29,000 $ - 29,000
ISLAND GROVE BUILDING 87,075 $ - 87,075
• PRE-TRIAL SERVICES 523,306 $ 33,872 557,178
ADULT DIVERSION 51,593 $ -
RETIRMENT TRANSFER 5,000,000 $ - 5,000,000
ASSET&RESOURCE MANAGEMENT 3,273,018 $ -
TOTAL $14,443,461 $ 1,076,742 $ 12,195,591
GENERAL ASSISTANCE: $ - $ - $ -
PUBLIC WORKS $ 9,000,000 $ 1,411,264 $ 10,411,264
ENGINEERING 2,300,806 $ 43,392 2,344,198
TOTAL $ 11,300,806 $ 1,454,658 $ 12,755,464
CAPITAL:
EQUIPMENT $ - $ -
BUILDINGS 7,200,000 $ - 7,200,000
TOTAL $ 7,200,000 $ - $ 7,200,000
SUPPORT FUNCTION
COUNTY ATTORNEY $ 782,260 $ (782,260) $ -
BUILDING&GROUNDS 5,900,203 (5,900,203) 0
FINANCE&ADMINISTRATION 530,585 (530,585) 0
ACCOUNTING 673,729 (673,729) 0
PURCHASING 245,605 (245,605) 0
HUMAN RESOURCES 711,348 (711,348) 0
PBX/PHONES 0 0 0
INSURANCE 2,000,000 (2,000,000) 0
NON-DEPARTMENTAL 542,500 (542,500) 0
BUILDING RENTS 0 0 0
• INFORMATION SERVICES 4,016,597 (4,016,597) 0
PRINTING&SUPPLY 70,467 (70,467) 0
TOTAL $ 15,473,294 $ (15,473,294) $
120
0
SEVEN YEAR TREND
Beginning Fund Balance
0
O
0
0
M
M
Lr
/ W
90,000,000
/ I
O
80,000,000 0
O N
O ct
O
V D
CID
70,000,000
60,000,000 -,
0 N
O O
D di.
r
T
50,000,000 / M v
o rn
o r)
0
o
40,000,000 cn o / r
M
/ /
30,000,000
20,000,000 Z-
10,000,000
._ " ._._ / 1 J 7 7 /
0 ,
2007 2008 2009 2010 20i' 2012 2013
•
121
0
SEVEN YEAR TREND
County Expenditures
oGen Gov
$60 DPublic Safety
a Roads& Bridges
0Health/Human Srv/Soc Sry
5. ,..,,,_______57>71
,..,/ 51
$50
46.06
4Z,/ 41f" #
41 � �5�/ iitli,"
$40 38 3 38 4'.44 0 2,12
/ 326
L
Z 35.93 - _ A _ _ 32.57
$30 6
J �.3 2, 7 38
�_ 256 ?36 7."I
I
23„31
$20 -f
S10 ""
So •' 7 7 ` // 7 7 7.
2007 2008 2009 2010 2011 2012 20H
0
122
WELD COUNTY HOME RULE CHARTER
ill
County Citizens
I - a
Sheriff Board of County Clerk and Recorder
Assessor County Council Corrections,Law Enforcement,
Commissioners Animal Control,Forensic Lab, Recording,Motor Vehicle,Electioi
Task Force,Code Enforcement L__i___ I
County I —i I I ! —� Department of
Department of Department of Department of' Department of Human Services
Attorney Finance and Public Health and Public Works Planning Services
Administration Environment Commissioner
Commissioner Commissioner Coordinator
Commissioner
Commissioner � Coordinator Coordinator
Coordinator Coordinator
Human Services
Health Administration Engineering Planning and Zoning
Accounting Social Services
III Budget ^Environmental Health Road and Bridge Building Inspection AAA
I
Capital Projects Nursing Board of Adjustment Child Support
Clerk to the Board Board of Public Health' International Building Code
Buildings and Assistance Payments
Planning Commission
Communications Grounds Child/Adult Protectiol
Utility Board
Contract Administration Employment Service≤
Veterans
Grant Administration County Extension
Office
_
Finance Division ,*
Housing Authority
GIS and Mapping Office of
Emergency
L Fair Board
Human Resources
i :yManagem, nt:_
Information Services -
Phone Services
Printing and Supply
Risk Management
Special Projects
Treasurer's Office =
Red = Elected
General Services hi, Positions
Coroner
Justice Services
• Purchasing
123
SUMMARY OF
• COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2013
LAST REQUEST RECOMMEND CURRENT TO
DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL
YEAR YEAR 2012 2013 2013 CHANGE
2011
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 11.000 +0.750
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 1.750 -2.000
Clerk and Recorder 43.000 43.000 45.000 46.000 +3.000
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 33.500 +1.000
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 2.500 2.500 2.500
Purchasing 2.000 2.000 2.000 2.500 +0.500
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
LAST REQUEST RECOMMEND CURRENT TO
• DEPARTMENT ACTUAL CURRENT
BUDGET BUDGET FINAL
YEAR YEAR 2012 2013 2013 CHANGE
2011
Building Inspection 10.250 10.2500 11.250 11.000 +0.750
Police Services 67.750 63.750 63.750 63.750
Traffic Enforcement 11.000 10.000 10.000 10.000
Communications 0.000 0.000 1.000 2.000 +2.000
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 1.000 1.000 1.000
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 645.755 648.330 648.830 650.830 +2.500
PUBLIC WORKS:
Maintenance Support 9.000 9.000 9.000 9.000
Administration 7.000 7.000 7.000 7.000
Motor Graders 46.000 46.000 46.000 46.000
Trucking 33.000 33.000 33.000 33.000
Bridge Construction 27.000 27.000 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
LAST REQUEST RECOMMEND CURRENT TO
• DEPARTMENT ACTUAL CURRENT
BUDGET BUDGET FINAL
YEAR YEAR 2012 2013 2013 CHANGE
2011
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 309.000 309.000 301.500 305.500 -3.500
PHONE SERVICES 2.000 2.000 2.000 2.000
al
PARAMEDIC SERVICES 50.000 50.000 0.000 0.000 -50.000
GRAND TOTAL 1,230.185 1,232.16 1,181.53 1,187.53 -44.630
•
126
• GENERAL FUND
Revenue Changes
$80,000,000
$70,000,000 -
$60,000,000 -- O2012
$50,000,000 02013
$40,000,000
$30,000,000
$20,000,000 -
$10,000,000 �-
$0 , , III ,—, 1 I ( I — , r--
-.1"+ e5 by 0� '�'`y e`' e`' o°j Ge
C �+ ,c` ec �� �O `�t ceo agar
°Qe O6c� em�,G° o�e��� ey\Qe o�ge� y�°fie °e`\� oca�
• AO y 5
Gr
2013 Revenue
Total $103,043,583 (2012 $81 ,983,705)
Other Taxes
$60,000
0%
Fee Accounts
Property Tax $8,677,000
$71,116,616 8%
69% Intergovernmental
$4,016,242
4%
Licenses/Permits
$1,880,500
2%
Charges for Services
$3,862,267
49/0
Fund Balance
ill
$9,000,000 Miscellaneous Fines/Forfeitures
9% $4,127,458
4% $303,500
0%
127
•
GENERAL FUND
EXPENDITURE CHANGES
$50,000,000 -
$45,000,000 -
$40,000,000
•2012
$35,000,000
02013
$30,000,000
$25,000,000 —
$20,000,000 —11
441
$15,000,000
$10,000,000
$5,000,000
$0 1 Mr ,
• Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec.
Welfare
2013 Expenditures
Total $93,865,203 (2012 $78,508,097)
Health&Welfare
$3,864,698
4%
Hum Serv.
$224an,937
General Gov. 0%
$31,876,971
34% Misc.
$8,825,518
9%
Auxilary
$398,847
0%
Public Works
$2,575,851
3%
Public Safety Culture/Rec.
$45,569,221 $529,160
49% 1%
•
128
•
SEVEN YEAR TREND
General Government
$35 -
$30 - --
$25 -
• $20
O
$15
$10 __ - - -
$5 _ -- -
$0
2007 2008 2009 2010 2011 2012 2013
•
129
•
SEVEN YEAR TREND
Public Safety
$50
$45 --
$40 - -
$35
• $30
0 $25
J_
$20
$15
$10
$5
$0
2007 2008 2009 2010 2011 2012 2013
•
130
•
SEVEN YEAR TREND
Health & Welfare
$60
$50 i
1
1
I
I
$40 I
Oll
co
z
0 $30 :-.._ .,
J_
E
I
$20 i -
$10
1
$0 I I I I I ill I --H
2007 2008 2009 2010 2011 2012 2013
0
131
GENERAL FUND SUMMARY
• The General Fund is funded at the level of $93,865,203 up $15,357,106. 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 $1,672,549. 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 $976,338. 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 three Office Tech III positions
($160,296). One position is for the Southwest branch office and two for 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. Also, an
additional GIS Mapping position ($59,666) was added in the Assessor's Office. The Planning
Department is up $189,121 with the two mid-year additions of two Planner II positions ($170,526)
due to more development activity. A mid-year management reorganization of Planning resulted in a
cost of $13,406. 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
be justified. 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 $1,913,120 in the budget. The Sheriff increased costs in the
recommended budget by $559,371, or less than two-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 $466,940. Two additional officers ($138,942)
have been approved in the 2013 budget, an officer to meet current fugitive transport obligations
and another to work fugitive warrants. 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. The
132
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 $562,875 and the Criminal Justice
Information System is up $258,322 primarily due to the salary adjustments for the dispatch and
records positions paid through the IGA with the City of Greeley, E911 not providing as much
financial support for operations, and increased computer support. Due to the decision to
transition the communication center from being managed by the City of Greeley to being
operated by Weld County $254,058 was added for a Communications Director and
Communications Technician in the 2013 budget. 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 $603,754 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. $407,281 is funded for the
leases of county assets, and asset depreciation of $2,525,109. 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 $5,000,000 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 2.0 percent in 2013.
The available resources to the General Fund are $103,043,583 compared to $87,983,705 in
2012, up $15,059,878. Property taxes are budgeted at $71,116,616, up $14,931,650. Revenue
from interest earnings are down $300,000 at $1,100,000 for 2013, as interest rates are
projected to remain low through 2014. 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 $216,124 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 up $264,847 primarily from charges to other jurisdictions for the 2013
consolidated election. 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 $9,178,380 is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. This fund balance amount is consistent
with the anticipated ending fund balances for the last few years. It is prudent fiscal
management for Weld County to maintain an anticipated fund balance of this level to respond to
unforeseen needs of the citizens of Weld County in 2013 and future years.
•
133
GENERAL FUND
SUMMARY OF REVENUES
2013
2012 2013 2013 2013
Fund Orq Acct Account Title Budget Request Recommend Final
alTAXES
90100 4112 CURRENT PROPERTY TAXES 56,184,966 71,152,024 71,152,024 71,116,61
90100 4116 PROPERTY TAX ADJUSTMENT (132,340) 0 0 (116,61)
1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 132,340 0 0 116,61
1000 90100 4150 TOBACCO PRODUCTS 0 60,000 60,000 60,00
TOTAL TAXES 56,184,966 71,212,024 71,212,024 71,176,61
LICENSES AND PERMITS
1000 90100 4215 LICENSES,LIQUOR/DANCE 5,000 5,500 5,500 5,50
1000 17100 4221 PERMITS 225,000 375,000 375,000 375,00
1000 25100 4222 BUILDING 800,000 1,000,000 1,000,000 1,000,00
1000 25100 4224 ELECTRICAL 150,000 200,000 200,000 200,00
1000 25100 4226 PLAN CHECK 250,000 300,000 300,000 300,00
TOTAL LICENSES AND PERMITS 1,430,000 1,880,500 1,880,500 1,880,50
INTERGOVERNMENTAL
1000 90100 4318 PAYMENT IN LIEU OF TAXES 3,000 3,000 3,000 3,00
1000 15100 4336 REIMBURSEMENTS 104,000 104,000 104,000 120,28
1000 21210 4336 REIMBURSEMENTS 15,000 10,000 10,000 10,00
1000 24410 4336 REIMBURSEMENTS 16,000 16,000 16,000 16,00
1000 15200 4340 GRANTS 63,140 65,030 65,030 65,03
1000 15300 4340 GRANTS 140,000 163,000 163,000 163,00
1120 15300 4340 GRANTS 35,418 35,418 35,418 35,41
1130 15300 4340 GRANTS 123,000 125,755 125,755 125,75
114006 15300 4340 GRANTS 16,180 16,180 16,180 16,18
1000 16500 4340 GRANTS 172,700 0 0
1000 21300 4340 GRANTS 68,768 87,877 87,877 87,87
1000 24200 4340 GRANTS 101,008 95,749 95,749 95,74
116011 24220 4340 GRANTS 2,459,923 0 0
116012 24220 4340 GRANTS 0 2,318,709 2,318,709 2,318,70
116511 24220 4340 GRANTS 65,289 0 0
116512 24220 4340 GRANTS 0 75,000 75,000 75,00
0 26200 4340 GRANTS 60,000 60,000 60,000 70,50
96400 4340 GRANTS 2,400 2,400 2,400 2,40
90100 4352 THORNTON 29,890 49,076 49,076 49,07
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 439,671 439,671 439,671 493,94
1000 21200 4354 CITIES AND TOWNS 31,040 31,040 31,040 31,04
1000 21300 4354 CITIES AND TOWNS 8,200 8,200 8,200 8,20
1000 24410 4354 CITIES AND TOWNS 275,000 225,000 225,000 225,00
1000 90100 4357 SOUTH FIRESTONE URA 2,739 2,739 2,739 4,08
TOTAL INTERGOVERNMENTAL 4,232,366 3,933,844 3,933,844 4,016,24
CHARGE FOR SERVICES
1000 10200 4410 CHARGE FOR SERVICES 3,000 0 0
1000 10400 4410 CHARGE FOR SERVICES 11,694 6,324 6,324 6,32
1000 11200 4410 CHARGE FOR SERVICES 160,000 70,000 70,000 300,00
1000 15100 4410 CHARGE FOR SERVICES 35,000 35,000 35,000 35,00
1000 16500 4410 CHARGE FOR SERVICES 31,500 0 0
1000 17350 4410 CHARGE FOR SERVICES 40,000 50,000 50,000 50,00
1000 17600 4410 CHARGE FOR SERVICES 300,000 243,500 243,500 243,50
1000 21100 4410 CHARGE FOR SERVICES 345,287 295,007 295,007 295,00
1000 21200 4410 CHARGE FOR SERVICES 106,358 0 0
1000 21220 4410 CHARGE FOR SERVICES 920,553 956,653 956,653 956,65
1000 22100 4410 CHARGE FOR SERVICES 103,435 448,998 448,998 504,58
1000 22400 4410 CHARGE FOR SERVICES 60,543 0 0
1000 24100 4410 CHARGE FOR SERVICES 25,000 25,000 25,000 25,00
1000 24410 4410 CHARGE FOR SERVICES 330,200 327,200 327,200 327,20
1000 24420 4410 CHARGE FOR SERVICES 964,350 960,400 960,400 960,40
1000 26100 4410 CHARGE FOR SERVICES 6,000 6,000 6,000 6,00
1000 50100 4410 CHARGE FOR SERVICES 2,000 2,600 2,600 2,60
1000 90100 4410 CHARGE FOR SERVICES 12,000 6,000 6,000 6,00
1000 iii90100 4420 PARKING 25,000 23,500 23,500 23,50
1000 13100 4430 SALE OF SUPPLIES 500 500 500 50
15100 4430 SALE OF SUPPLIES 80,000 85,000 85,000 85,00
17100 4430 SALE OF SUPPLIES 1,000 1,000 1,000 1,00
17600 4430 SALE OF SUPPLIES 34,000 34,000 34,000 34,00
TOTAL CHARGE FOR SERVICES 3,597,420 3,576,682 3,576,682 3,862,26
134
GENERAL FUND
SUMMARY OF REVENUES
2013
2012 2013 2013 2013
Fund Orq Acct Account Title Budget Request Recommend Final
FINES AND FORFIETURES
•21210 4510 FINES 449,110 272,500 272,500 272,50
90100 4510 FINES 30,000 31,000 31,000 31,00
TOTAL FINES AND FORFIETURES 479,110 303,500 303,500 303,50
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS 1,400,000 1,100,000 1,100,000 1,100,00
1000 22100 4624 RENTS FROM BUILDINGS 49,362 39,140 39,140 39,14
1000 90100 4624 RENTS FROM BUILDINGS 454,534 478,306 478,306 478,30
1000 22100 4630 INDIRECT COST 111,852 117,654 117,654 117,65
1000 90100 4640 OIL AND GAS 1,500,000 0 0
1000 90100 4650 OVERHEAD 900,000 900,000 900,000 1,997,26
1000 21200 4670 REFUND OF EXPENDITURE 45,000 10,000 10,000 10,00
1000 21260 4670 REFUND OF EXPENDITURE 131,595 134,595 134,595 134,59
1000 23200 4680 OTHER 500 500 500 50
1000 96200 4680 OTHER 250,000 250,000 250,000 250,00
TOTAL MISCELLANEOUS 4,842,843 3,030,195 3,030,195 4,127,45
FEES
1000 12100 4720 ADVERTISING FEES 50,000 50,000 50,000 50,00
1000 10300 4730 OTHER FEES 250.000 125,000 125,000 125,00
1000 11100 4730 OTHER FEES 5,250,000 5,700,000 5,700,000 5,700,00
1000 12100 4730 OTHER FEES 2,400,000 2,530,000 2,530,000 2,530,00
1000 13100 4730 OTHER FEES 30,000 40,000 40,000 40,00
1000 15100 4730 OTHER FEES 2,000 2,000 2,000 2,00
1000 24410 4730 OTHER FEES 175,000 170,000 170,000 170,00
1000 90100 4740 FEES,CABLE FRANCHISE 60,000 60,000 60,000 60,00
TOTAL FEES 8,217,000 8,677,000 8,677,000 8,677,00
TOTAL GENERAL FUND 78,983,705 92,613,745 92,613,745 94,043,58
•
•
135
GENERAL FUND
SUMMARY OF EXPENDITURES
2013
2012 2013 2013 2013
Fund Orq Expenditure Function Budget Request Recommend Final
GENERAL GOVERNMENT
1 10100 OFFICE OF THE BOARD 782,727 820,750 820,750 881,660
10 10200 COUNTY ATTORNEY 784,292 781,292 781,292 782,260
1000 10400 CLERK TO THE BOARD 302,208 318,578 318,578 315,729
1000 11100 COUNTY CLERK 933,096 949,200 949,200 992,794
1000 11200 ELECTIONS AND REGISTRATION 1,994,087 1,131,315 1,131,315 1,157,749
1000 11300 MOTOR VEHICLE 1,921,501 2,030,365 2,030,365 2,180,446
1000 12100 TREASURER'S OFFICE 843,817 864,627 864,627 886,839
1000 13100 ASSESSOR 2,412,179 2,445,179 2,445,179 2,605,011
1000 14100 COUNTY COUNCIL 46,919 46,919 46,919 47,368
1000 15100 DISTRICT ATTORNEY 4,893,934 4,904,221 4,904,221 4,977,286
1000 15200 JUVENILE DIVERSION 95,650 93,010 93,010 96,518
1000 15300 VICTIM WITNESS 524,427 510,011 510,011 535,312
1120 15300 VICTIM WITNESS 35,418 35,418 35,418 35,418
1130 15300 VICTIM WITNESS 123,000 125,755 125,755 125,755
114006 15300 VICTIM WITNESS 16,180 16,180 16,180 16,180
1000 16100 FINANCE 628,521 584,005 584,005 530,585
1000 16200 ACCOUNTING 662,086 670,086 670,086 673,729
1000 16300 PURCHASING 159,850 159,850 159,850 245,605
1000 16400 PERSONNEL 636,761 659,537 659,537 711,348
1000 16500 TRANSPORTATION 454,507 0 0 0
1000 17100 PLANNING OFFICE 1,467,149 1,642,864 1,642,864 1,632,913
1000 17200 BUILDINGS AND GROUNDS 5,824,219 5,824,219 5,824,219 5,900,203
1000 17300 INFORMATION SERVICES 3,452,705 4,016,597 4,016,597 4,016,597
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 209,121 181,699 181,699 181,699
1000 17375 INOVATION AND TECHNOLOGY PROJECTS 0 2,000,000 2,000,000 2,000,000
1000 17600 PRINTING AND SUPPLY 398,944 342,444 342,444 347,967
TOTAL GENERAL GOVERNMENT 29,603,298 31,154,121 31,154,121 31,876,971
PUBLIC SAFETY
111) 21100 SHERIFF ADMINISTRATION 1,825,512 1,773,890 1,773,890 1,832,313
1 21200 SHERIFF'S OPERATIONS 6,946,989 6,959,678 6,959,678 7,280,005
1000 21210 TRAFFIC CONTROL 1,103,606 1,061,647 1,061,647 1,067,483
1000 21220 MUNICIPAL CONTRACT SERVICES 809,146 810,348 810,348 877,782
1000 21230 ORDINANCE 88 ENFORCEMENT 253,821 202,341 202,341 206,342
1000 21260 REGIONAL LAB 314,784 307,284 307,284 318,340
1000 21300 VICTIM ADVOCATES 158,196 149,296 149,296 152,018
1000 21410 DRUG TASK FORCE 176,205 105,957 105,957 109,516
1000 22100 COMMUNICATIONS SERVICE 2,323,488 2,665,675 2,665,675 3,140,421
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 0 550,000 550,000 550,000
1000 22400 CRIMIAL JUSTICE SYSTEM 955,902 1,216,652 1,216,652 1,214,224
1000 23200 COUNTY CORONER 733,835 754,835 754,835 778,172
1000 24100 JUSTICE SERVICES 539,160 520,446 520,446 548,306
1000 24150 ADULT DIVERSION 0 50,359 50,359 51,593
1000 24200 COMMUNITY CORRECTIONS 101,008 95,749 95,749 95,749
116011 24220 THE RESTITUTION CENTER 2,459,923 0 0 0
116012 24220 THE RESTITUTION CENTER 0 2,318,709 2,318,709 2,318,709
116511 24220 THE RESTITUTION CENTER 65,289 0 0 0
116512 24220 THE RESTITUTION CENTER 0 75,000 75,000 75,000
1000 24410 NORTH JAIL COMPLEX 17,807,082 17,885,388 17,885,388 19,014,275
1000 24420 CENTENNIAL JAIL 3,252,116 3,562,999 3,562,999 3,762,109
1000 25100 BUILDING INSPECTION 1,031,210 1,115,704 1,115,704 1,157,661
1000 26100 WEED AND PEST 503,625 728,625 728,625 790,370
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 266,383 241,818 241,818 228,833
TOTAL PUBLIC SAFETY 41,627,280 43,152,400 43,152,400 45,569,221
PUBLIC WORKS
1000 31100 ENGINEERING 1,972,097 2,300,806 2,300,806 2,575,851
CULTURE AND RECURATION
1� 50100 MISSILE PARK 78,536 78,536 78,536 86,425
1 50200 PARKS AND TRAILS 29,000 29,000 29,000 29,000
TOTAL CULTURE AND RECURATION 107,536 107,536 107,536 115,425
136
GENERAL FUND
SUMMARY OF EXPENDITURES
2013
2012 2013 2013 2013
Fund Org Expenditure Function Budget Request Recommend Final
HEALTH AND WELFARE
1 56110 SENIOR PROGRAMS 12,500 12,500 12,500 13,000
10 56120 WASTE WATER 10,000 10,000 10,000 10,000
1000 56130 DEVELOPMENTALLY DISABLED 38,225 75,000 38,225 38,225
1000 56140 MENTAL HEALTH 183,225 203,225 183,225 203,225
1000 56150 A KID'S PLACE 6,780 6,780 6,780 6,780
1000 56160 COUNTY CONTRIBUTIONS 0 3,000,000 3,000,000 5,000,000
1000 56160 COUNTY CONTRIBUTIONS 3,469,661 3,673,824 3,673,824 3,673,824
TOTAL HEALTH AND WELFARE 3,720,391 6,981,329 6,924,554 8,945,054
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 89,700 135,000 135,000 114,700
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 512,500 512,500 512,500 542,500
1000 90150 COMMUNITY AGENCIES GRANTS 64,250 132,731 64,250 39,881
1000 96100 EXTENSION 342,535 342,535 342,535 335,432
1000 96200 FAIR 308,945 308,945 308,945 326,660
1000 96400 VETERANS 77,170 77,170 77,170 63,415
1000 96500 ISLAND GROVE BUILDINGS 82,395 87,075 87,075 87,075
1000 96600 ASSET AND RESOURCE MANAGEMENT 0 3,044,909 3,044,909 3,273,018
1000 99999 SALARY CONTINGENCY 0 2,492,093 2,492,093 0
TOTAL MISCELLANEOUS 1,387,795 6,997,958 6,929,477 4,667,981
TOTAL GENERAL FUND 78,508,097 90,829,150 90,703,894 93,865,203
•
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 687,482 $ 668,477 $ 705,900 $ 766,810
Supplies 7,529 1,100 1,700 1,700
Purchased Services 100,397 113,150 113,150 113,150
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 795,408 $ 782,727 $ 820,750 $ 881,660
• Revenue 0 0 0 0
Net County Cost $ 795,408 $ 782,727 $ 820,750 $ 881,660
Budgeted Positions _ 6 6 7 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. Final budget adjustments include
an increase in salaries for staff and health insurance changes. 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: Approved as recommended.
•
138
OFFICE OF THE BOARD
(CONTINUED)
• 1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 0.231 0.225 0.259
Per capita cost (county support) $3.07 $2.94 $3.26
Goal ES1: Enable County departments and its service partners to deliver quality customer service.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES1-1: Clearly- Citizen satisfaction feedback for High High High
defined performance service delivery departments
expectations and
standards
ES1-2: Conveniently Resident and visitor satisfaction High High High
accessed and easy-to- feedback with County services
• use services
ESI-3: Unity of
County service
delivery
ES1-4: Satisfied
customers
Goal ES2: Enhance community access to reliable information regarding services and County government
issues.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES2-I: Easily Community satisfaction with High High High
accessible information information availability
regarding County
services and programs Customers awareness of services High High High
(priority outcome) provided by Weld County government
ES2-2: Positive image Percent of residents with a positive 90% 90% 90%
of County government image of Weld County government
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 548,284 $ 675,199 $675,199 $676,167
Supplies 2,197 2,000 2,000 2,000
Purchased Services 159,010 107,093 104,093 104,093
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 709,491 $ 784,292 $781,292 $782,260
Revenue 3,000 0 0
Net County Cost $ 709,491 $ 781,292 $781,292 $782,260
•
Budgeted Positions 5 5 5 5
SUMMARY OF CHANGES: Purchased services have been reduced $3,000 due to 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. Recommended
budget has no net county cost change. Final budget adjustments include an increase in salaries
of$968.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION: Approved as recommended.
•
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 0.154 0.188 0.185
Per capita cost (county support) $2.74 $2.93 $2.89
Number of agenda requests/D&N/mental
cases per FTE 185 175 175
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and department heads.
• DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES3-l: Efficient Client satisfaction of elected officials and
and effective legal department heads 99% 99% 99%
representation of
Weld County
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 478,524 250,000 125,000 125,000
• Net County Cost $ - 478,524 $ - 250,000 $ - 125,000 $ - 125,000
Budgeted Positions n/a n/a n/a 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 offices 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 $ 70,000
Foreclosure income from Statutory Fees 490,000
Interest Earned on Balances 2,000
Total Income $ 562.000
EXPENSES
Personnel:
Public Trustee Salary $ 72,500
Staff Salaries 159,000
Temporary Labor 5,000
FICA Contribution 18,000
SUTA Taxes 700
Retirement Plans 10,000
Medical Insurance 57,000
Misc./Other 1,500
Total Personnel $ 323,700
• Operating Expenses:
Accounting/Auditing/Legal Services $ 30,000
Building/Office Rental/Storage 28,000
Dues and Meetings 3,000
Equipment Maintenance/Rental 4,000
IT Support 2,500
Office Supplies 13,000
Postage 23,000
Telephone/Utilities 11,100
Travel/Mileage 2,000
Total Operating $ 116,600
Capital Outlay:
Computer Hardware 1,000
Office Equipment/Miscellaneous $ 8,500
Total Capital Outlay $ 9,500
Total Expenses $ 449,800
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 112,200
•
143
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners, retains all records of the Board, and processes liquor licenses.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 259,320 $ 290,802 $ 290,802 $ 287,953
Supplies 23,929 15,000 26,000 26,000
Purchased Services 26,728 8,100 8,100 8,100
Fixed Charges -11,046 - 11,694 - 6,324 - 6,324
Capital 0 0 0 0
Gross County Cost $ 298,931 $ 302,208 $ 318,578 $ 315,729
Revenue 1,806 11,694 6,324 6,324
Net County Cost $ 297,125 $ 290,514 $ 312,254 $ 309,405
• i Budgeted Positions 5 5 5J
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. Final budget adjustments
include an increase in salaries of$2,849.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. On October 8, 2012, along with other
reorganizations in the county the Clerk to the Board was placed under the management of the
Director of Finance and Administration, instead of the County Attorney.
•
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 0.198 0.193 0.185
Per capita cost (county support) $1.15 $1.09 $1.14
Cost per meeting/hearing $1,291.84 $1,263.10 $1,345.24
• Goal ES4: To improve service,increase efficiency and provide greater information access and exchange
between the Count Commissioners and the citizens of Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES4-1: User Percent of users(residents, visitors,
friendly employees,etc.)satisfied with services 99% 99% 99%
government and information
information and
services
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 680,661 $ 700,515 $ 700,515 $ 744,109
Supplies 189,401 104,821 118,795 118,795
Purchased Services 80,844 112,760 114,890 114,890
Fixed Charges 11,066 15,000 15,000 15,000
Capital 0 0 0 0
Gross County Cost $ 961,972 $ 933,096 $ 949,200 $ 992,794
Revenue 5,552,432 5,250,000 5,700,000 5,700,000
Net County Cost $ - 4,590,460 $ -4,316,904 $ -4,750,800 $ - 4,707,206
• Budgeted Positions I 8 FTE Recording 8 FTE Recording 8 FTE Recording 8 FTE Recording
3 FTE Admin. 3 FTE Admin. 3 FTE Admin. 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.
Final budget adjustments include an increase in salaries of$43,594.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
146
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 73,129 82,193 90,412
Number of copies produced 1,073,238 714,670 786,137
Number of marriage licenses issued 1,743 1,428 1,571
Efficiency Measures
FTE's per 10,000/capita— Recording 0.455 0.301 0.295
Per capita contribution $3.71 $3.51 $3.67
Number of documents recorded per FTE 9,141 10,274 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 professional,timely and quality service at all times.
PRELIMINARY
DESIRED PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE
INDICATOR(S)
ES5-l: Receive 100% accuracy with 99.5% 99.5% 99.5%
documents for indexing and verification
recording and
electronic
recording
ES5-2: Educate Posted educational signs 15 15 15
citizens on the
research process Website updates 4 4 4
ES5-3: Provide Customer satisfaction 0 complaints 0 complaints 0 complaints
access for copies
•
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 general
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues certificates
of registration for proof of age and citizenship for international travel, services municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 308,532 $ 695,649 $ 444,319 $ 470,753
Supplies 152,634 813,272 316,133 316,133
Purchased Services 104,825 464,287 359,189 359,189
Fixed Charges 7,519 20,879 11,674 11,674
Capital 0 0 0 0
Gross County Cost $ 573,510 $ 1,994,087 $ 1,131,315 $ 1,157,749
• Revenue 73,434 160,000 70,000 300,000
Net County Cost $ 500,076 $ 1,834,087 $ 1,061,315 $ 857,749
Budgeted Positions J 5 5 5 5
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. Final budget adjustments include an increase in salaries of$26,434.
In the final budget revenue is $300,000 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: Approved as recommended.
•
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 0.193 0.188 0.185
Per capita cost (county support) $1.93 $6.89 $3.17
Transactions per FTE 52,251 61,671 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-I: 100%of vote centers are ADA compliant 100% 100% 100%
Opportunities for
every eligible
registered voter to
conveniently cast a
vote
ES6-2: Votes 100%accuracy between votes cast and votes
counted and reported 99.9% 99.9% 99.9%
reported accurately
and in a timely
manner
ES6-3: Integrity 100%accuracy between votes cast and votes 100% 100% 100%
of voter records reported
maintained
ES6-4: Educated Measured by the percent of voter turn-out 90% 90% 90%
voters
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 license plates issued in Weld County, and provides law
enforcement agencies with vehicle registration information.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,715,379 $ 1,750,260 $ 1,857,124 $ 2,007,205
Supplies 12,286 15,720 17,720 17,720
Purchased Services 152,938 155,521 155,521 155,521
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,880,603 $ 1,921,501 $ 2,030,365 $ 2,180,446
• Revenue 0 0 0 0
Net County Cost $ 1,880,603 $ 1,921,501 $ 2,030,365 $ 2,180,446
32 Full-time 32 Full-time 34 Full-time 35 Full-time
Budgeted Positions
4 Part-time 3 Part-time 3 Part-time 3 Part-time IUI
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.
Final budget adjustments include an increase in salaries of$96,649
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: Based upon a workload analysis the Board decided to approve three
additional Office Tech III positions, instead of the two requested. The third new position added
$53,432 in costs. One position is for the Southwest branch office and two for the Greeley office.
The Board allowed the three new positions to be filled immediately. All other items approved as
recommended.
•
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 1.40
Per capita cost $7.25 $7.22 $8.06
Number of titles/registrations issued per FTE 16,927 17,812 16,940
• Coal 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.
PRELIMINARY
DESIRED PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE
INDICATOR(S)
ES7-I: Receive 100% accuracy with 99% 99% 99%
documents for indexing and verification
titling and
registering Customer satisfaction 0 complaints 0 complaints 0 complaints
ES7-2: Educate Press releases 4 4 4
customers(public,
dealers,banks,title Website updates 4 4 4
clerks,etc.)
Posting of educational signs 15 15 15
•
151
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Treasurer- - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the
county, and invests reserve funds as allowed by statute and approved by the Board of
Commissioners.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 549,227 $ 577,750 $ 583,430 $ 605,642
Supplies 98,143 36,700 37,700 37,700
Purchased Services 98,602 229,367 243,497 243,497
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 745,972 $ 843,817 $ 864,627 $ 886,839
• Revenue 2,493,650 2,450,000 2,580,000 2,580,000
$ -Net County Cost 1,747,678 $ - 1,606,183 $ - 1,715,373 $ - 1,693,161
Budgeted Positions 110 10 n 10 10 I
SUMMARY OF CHANGES: Contract labor is funded at $5,680 to cover the workload during
the office's three peak periods with temporary help so that 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. Final
budget adjustments include an increase in salaries of$22,213.
Revenues are up $130,000 from Treasurer fees.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended, including $5,680 for temporary help during peak
periods.
•
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 .385 .376 .370
Per capita expenditure $2.88 $3.25 $3.28
Goal ES8: To provide County treasury and tax collection services in the most accurate,efficient and cost-
effective manner possible.
• DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES8-1: Effective Cost per tax bill $4.12 $4.84 $5.09
and cost-efficient
County tax Number of tax bills per FTE 17,400 17,400 17,400
collection
Redistribute certain inefficient seasonal
work to existing staff
ES8-2: Investments Return on investments 1.26% 1.20% 1.00%
that are safe, liquid
and deliver the best
yield possible—in
that order
•
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 lists all real and
personal property in Weld County; maintains accurate public records, including ownership
history, parcel values and parcel maps; completes appraisals of all real and personal property
using statutory mandates and mass appraisal techniques; completes statutory reports and
certifications for Weld County taxing authorities for use in the property tax system; and
completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,079,763 $ 2,199,383 $ 2,199,383 $ 2,359,215
Supplies 155,116 55,296 55,296 55,296
Purchased Services 148,525 157,500 190,500 190,500
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 2,383,404 $ 2,412,179 $ 2,445,179 $ 2,605,011
• Revenue 42,081 30,500 40,500 40,500
Net County Cost $ 2,341,323 $ 2,381,679 $ 2,404,679 $ 2,564,511
Budgeted Positions 33.5 32.5 32.5 33.5 u
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. Final budget adjustments include an
increase in salaries of$100,166. No other expenditure changes.
Revenues from fees are up $10,000.
FINANCE/ADMINISTRATION RECOMMENDATION: The Assessor made a late request for a
GIS Mapping 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: Approved as recommended, including the additional GIS Mapping position.
•
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 database 140,000 135,000 135,000
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 1.24
Per capita cost (county support) $9.08 $8.71 $9.48
Cost per parcel $11.55 $11.05 $12.21
• 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 PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ADJUST ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES9-1: Effective Complete submission of the tax warrant
County property by the January 10`h statutory date
valuation
Compliance with all statutory deadlines 100% 100% 100%
and requirements
Successful report on the annual study
audit for Assessors
ES9-2: User Percent of users satisfied with
friendly e- electronic/technology access to services
government and information
sharing for 100% 100% 100%
assessment and Percent of operations,services and
property data programs available through website
• access
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 7,344 $ 17,953 $ 17,953 $ 18,402
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 $ 47,368
Revenue 0 0 0 0
• Net County Cost $ 11,386 $ 46,919 $ 46,919 $ 47,368
Budgeted Positions III 1 PT 1 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$449.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:Approved as recommended.
•
157
•
SEVEN YEAR TREND
District Attorney
5.2 - -
5 -
4.8 - - - - -
•
4.6
O
4.4
4.2 -- -
4
3.8
2007 2008 2009 2C1;- 2011 2012 2013
158
S
SEVEN YEAR TREND
District Attorney Local Cost
4.8
4.7
4.6
4.5 -
• 4.4
z
O 4.3
J
4.2
4.1
4
: 111
_
' - - I
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 4,259,746 $ 4,556,034 $ 4,595,121 $ 4,668,186
Supplies 96,025 73,000 70,000 70,000
Purchased Services 208,580 264,900 239,100 239,100
Fixed Charges 9,694 0 0 0
Gross County Cost $ 4,574,045 $ 4,893,934 $ 4,904,221 $ 4,977,286
Revenue 237,122 221,000 226,000 242,280
Net County Cost $ 4,336,923 $ 4,672,934 $ 4,678,221 $ 4,735,006
• Budgeted Positions 54.125 55.125 55.625 55.625
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 grade 40. The office hired an Investigator at a Grade 31. With 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. Final budget adjustments include an increase in salaries of$73,065.
Revenues are up $5,000 from sale of supplies. Total revenue is $242,280 with $120,280 from
80% of reimbursement of the first $130,000 of the DA's salary and PERA contribution, $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: Board did not approve a salary increase for the Assistant DA beyond the
2.0% granted all employees. The addition vehicle was denied, so $5,000 was shifted from
vehicle expenses to local travel for mileage reimbursements. All other items approved as
recommended.
Goal PSDA1: Systematic reduction of gang violence in our community.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PSDA1-1: 80%of identified gang members will 85% 85% 85%
Increase receive sentences which include
incarceration for incarceration
identified gang
members Gang Chief will take to trial 8-10 gang
cases
PSDAI-2: Press releases will be completed in every 12 100% 100%
Increase public case where a gang member is sentenced to
awareness of court lengthy incarceration
successes against
known,tracked Press releases will be completed in every
gang members case where a gang member is convicted of
an offense at trial
• PSDAI-3: Gang sentencing motions will be filed in 15 20 20
Educate the all cases where sentencing is left to the
judiciary on discretion of the court
defendants who
are known, tracked
gang members
Goal PSDA2: Systematic reduction of traffic fatalities in Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PSDA2-I: Obtain 100%of identified persistent drunk drivers 100% 100% 100%
incarceration for will receive sentences which include
identified incarceration following a plea of guilty or
persistent drunk conviction.
drivers
PSDA2-2: In all cases where sentencing is left to the 100% 100% 1005
Educate the discretion of the court,the deputy district
judiciary on attorney will detail the defendant's driving
defendants who history for the court's consideration
are habitual traffic
offenders
PSDA2-3: Active Identification of all HTO defendants in Continued Continued Continued
participation in Weld County for targeted enforcement efforts efforts through efforts through
Weld County and through DUI DUI task DUI task
• statewide DUI Suggest on-going legislative changes task forces forces forces
task force necessary to accomplish the above goals
161
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA3: Reduction of recidivism of charged offenders.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PSDA3-1: Reduction in recidivism by juvenile 95% 95% 97%
Reduction of offenders through intervention by the successful
juvenile offenders Juvenile Diversion Program. completion of
before and after Juvenile
adjudication Diversion
[deleted]
PSDA3-2: The District Attorney's Office will 10 10-12 10-12
Increased identify and prosecute 10-12 habitual
sentences for criminal cases annually
habitual offenders
Goal PSDA4: Increase communication with the public and other customers of the District Attorney's Office.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PSDA4-1: Increased level of community satisfaction n/a Ongoing Ongoing
Increased with information sharing and accessibility
• community of information
awareness of
information
resources
PSDA4-2: Elimination complaints regarding n/a Ongoing Ongoing
Reduction of communication
complaints
regarding lack of
timely
communication
Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PSDA5-1: All new files will be in electronic form by Ongoing— Ongoing Ongoing
Elimination of the end of 2010 files arc stored
"paper files"in electronically,
lieu of electronic but an
files adequate case
management
system is
being sought
•
162
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to
reduce the juvenile caseloads for the Courts and Probation. Counseling component provides
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 83,410 $ 94,400 $ 89,510 $ 93,018
Supplies 480 500 500 500
Purchased Services 1,011 750 3,000 3,000
Gross County Cost $ 84,901 $ 95,650 $ 93,010 $ 96,518
Revenue 59,263 63,140 65,030 65,030
Net County Cost $ 25,638 $ 32,510 $ 27,980 $ 31,488
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. Final budget adjustments
include an increase in salaries of$3,508.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with
using contract interpreter as needed versus filling a position which is rarely needed.
BOARD ACTION: Approved as recommended.
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 645,280 $ 675,620 $ 651,100 $ 676,401
Supplies 1,369 3,500 1,500 1,500
Purchased Services 21,060 19,905 34,764 34,764
Fixed Charges 726,220 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,393,929 $ 699,025 $ 687,364 $ 712,665
Revenue 1,060,489 314,598 340,353 340,353
•
Net County Cost $ 333,440 $ 384,427 $ 347,011 $ 372,312
iudgeted 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
COMP/VALE Conferences. Final budget adjustments include an increase in salaries of$25,301.
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 COMP/VALE 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:Approved as recommended.
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 474,100 $ 619,811 $ 575,295 $ 521,875
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 $ 530,585
Revenue 0 0 0 0
Net County Cost $ 482,941 $ 628,521 $ 584,005 $ 530,585
• Budgeted Positions 3 [ 3.75 2.75 1.75
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. Final budget adjustments include an increase in salaries of$6,673.
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: Board eliminated the Criminal Justice Planner position ($60,093) since it has
not been filled for two years. The Board indicated they would reconsider funding the position
once the need was re-justified. All other items approved as recommended.
•
165
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 4.1% 3.0% 3.0%
Budgeted fund balance vs. actual variance 4.4% 3.0% 3.0%
Efficiency Measures
FTE'S per 10,000/capita 0.106 0.141 0.065
Per capita cost (county support) $1.86 $2.36 $1.96
Goal ES10: Ensure the financial viability of the County throu•h sound financial management practices.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
• PERFORMANCE INDICATOR(S)
ES 10-1: Sound Number of audit exceptions 0 0 0
asset management
and financial Return on investments 2.75% 2.25% 2.25%
investment
strategies
ES10-2: Plan Percent of cash reserves 25.0% 33% 33%
necessary
resources to meet
current and future
operating and
capital needs
(priority outcome)
Goal ES11: Deliver on promises and be accountable for performance.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE 1NDICATOR(S)
ES11-1: Percent of strategic plan outcomes with 100% 100% 100%
Alignment of appropriate performance indicators
services provided
with community's Community satisfaction with value of 93% 95% 95%
needs and desires County services for tax dollars paid
•
166
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general
accounting functions, and must maintain and produce accurate records for 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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 493,073 $ 520,086 $ 520,086 $ 523,729
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 $ 673,729
Revenue 0 0 0 0
Net County Cost $ 608,433 $ 662,086 $ 670,086 $ 673,729
Budgeted Positions 6.0 6.0 I 6.0 6.0
SUMMARY OF CHANGES: The only change is an increase in computer software to cover the
costs of PeopleSoft maintenance. Final budget adjustments include an increase in salaries of
$3,643.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increase is for a
contractual software license is fixed priced.
BOARD ACTION:Approved as recommended.
•
167
ACCOUNTING
(CONTINUED)
• 1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 15,606 16,000 16,000
Average number of employees paid 1,395 1,400 1,400
Number of employees trained on General 200 200 200
Ledger
Total County federal funds $29.0 $28.0 $27.0
Efficiency Measures
FTE's per 10,000/capita .231 .225 .222
Per capita cost (county support) $2.35 $2.48 2.49
Account Payable warrants per week per 300 310 310
NP FTE
• Employees paid monthly per Payroll FTE 1,395 1,400 1,400
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES12-l: Government Financial Officers Achieved Achieved Planned
Compliance with Association awards
financial laws and
generally accepted Complete submission of CAFR to Achieved Achieved Planned
accounting required agencies by July Is`
principles, etc.
ES12-2: Cohesive, Annual external audit has no major Achieved Achieved Planned
standardized issues
County-wide
financial systems
and processes
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 144,508 $ 152,406 $ 152,406 $ 157,830
Supplies 411 500 500 500
Purchased Services 11,182 6,944 6,944 87,275
Gross County Cost $ 156,101 $ 159,850 $ 159,850 $ 245,605
Revenue 0 0 0 0
Net County Cost $ 156,101 $ 159,850 $ 159,850 $ 245,605
Budgeted Positions r 2 r 2 2 2.5
• SUMMARY OF CHANGES: Line items have been reallocated to reflect historical expenditure
patterns. Final budget adjustments include an increase in salaries of$5,424.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: With the creation of the Director of General Services on October 8, 2012, the
overhead charge to Purchasing was increased $80,331 for the 0.5 FTE. All other items
approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed $20 million $25 million $25 million
Dollar value of purchase cards $2.3 million $2.5 million $2.5 million
Number of formal bids 170 180 180
Number of Purchase Orders placed 540 600 600
Efficiency Measures
FTE'S per 10,000/capita 0.077 0.075 0.092
Per capita cost (county support) $0.602 $0.601 $.908
• Cost per Purchase Order $289.08 $266.42 $268.42
169
PURCHASING
(CONTINUED)
• 1000-16300
Goal ES13: Ensure the timely acquisition of"best value"goods and services while maintaining integrity and
inclusion
DESIRED PRELIMINARY PERFOR-MANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES 13-1: 95%of internal users satisfied with 98%of 98%of 98%of
Streamlined and overall service internal users internal users internal users
responsive satisfied with satisfied with satisfied with
procurement overall service overall service overall service
process
95%of internal users satisfied with 95 %of 98%of 98%of
timeliness internal users internal users internal users
satisfied with satisfied with satisfied with
overall quality overall quality overall quality
ES13-2: Full and Approximately$30 million value or Approximately Approximately Approximately
open competition percent of cost savings from prior $35 million $35 million $35 million
contacts and/or results of market value or value or value or
research and/or change in the economy percent of cost percent of cost percent of cost
• savings from savings from savings from
prior contacts prior contacts prior contacts
and/or results and/or results and/or results
of market of market of market
research research research
ES13-3: "Best- Approximately$30 million value or Approximately Approximately Approximately
value"goods and percent of cost savings from prior $35 million $35 million $35 million
services(price, contacts and/or results of market value or value or value or
quality,terms and research,and/or change in economy. percent of cost percent of cost percent of cost
conditions) savings from savings from savings from
prior contacts prior contacts prior contacts
and/or results and/or results and/or results
of market of market of market
research research research
•
170
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification, and compensation. Full
scope employment efforts managed by Human Resources, with assistance given as needed,
especially in the areas of recruiting, hiring, discipline and terminations. Training of staff
including supervisors, managers and line employees play an important role in this department,
especially with the ongoing need for our Emerging Leaders. This training enables better
succession planning for department needs because of the focus on leadership qualities and
managing tips given.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 460,636 $ 481,054 $ 490,830 $ 542,641
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 $ 711,348
Revenue 40 0 0 0
Net County Cost $ 513,502 $ 636,761 $ 659,537 $ 711,348
Budgeted Positions 5.5 r 6 6 6 I
SUMMARY OF CHANGES:
The department is requesting reclassification of a HR Analyst (Benefits) position to Grade 45
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. Final budget adjustments include an increase in salaries of $51,811. 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: Approved as recommended, including the reclassification of the HR Analyst
position to Benefit Manager (Grade 45).
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S) 1,320 1,322 1,300
Occupied FTE'S 1,300 1,300 1,245
Employees 145 150 110
Terminated/Resigned/Retired 131 100 110
Employees Hired
Turnover Rate 11% 10% 8.5%
Efficiency Measures
• FTE'S per 10,000/capita 0.212 0.225 0.222
Per capita cost (county support) $1.98 $2.39 $2.63
Personnel served per FTE 264 220 208
Goal ES14: Attract,develop and retain an effective diverse and dedicated team of employees. I
PRELIMINARY
DESIRED PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE
INDICATOR(S)
ES14-1: Continue working with our Hiring Hiring Hiring process streamlined-
Provide Departments in recruiting Managers see Managers see Managers spend less time
departments and hiring efforts to ALL only topl0-12 with applications and only
with best provide the best qualified applicants. applicants. sec top candidates for their
qualified individuals for their open positions. Freeing up their
personnel positions. time for other duties.
•
172
PRELIMINARY
DESIRED PERFORMANCE
• OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE
INDICATOR(S)
PeopleSoft Enhance PeopleSoft use for Managers put Managers use ePerformance as a management
ePerformance our employees& basic info in tool throughout the year to enable ability to track
system Managers. Create better ePerformance &monitor skills year round. Evaluations become
becomes evaluations and data for all to look at better tool for managing performance level&
greater value to see. Enable Managers to PAST discussions had with employees on an ongoing
for our use ePerformance as a performance basis.
Managers and successful management
employees tool.
Anticipate 90%completion once enhancements
arc complete.
ES 14-4: Approx-80% Average 3.0—3.5 average,with the average
Achievement Performance evaluations full time actual performance improving year to year,
of performance for all staff done timely employees causing average performance to actually be
targets completed. improved each year(meaning an employee who
Overall rating of employee Not currently is an average employee currently and does not
performance increased each tracked train or improve them may be below average the
year following year because the bar is always raised.
ES 14-3: Develop training programs Development Currently in development Supervisor/Manager
Workforce for skills needed for staff in process training
skills to development. Develop and Customer Service Training
support County initiate leadership training
priorities for our employees to Project 20-25 individual courses(2 courses or
• (leadership, enable them to grow and seminars/month—offered several times during
customer be successful as managers that month for greater participation. that will be
service, fiscal and leaders. available for employees/supervisors/managers to
problem- participate in to grow skills and abilities
solving,etc) countywide.
County Skills
Training Work within our Ongoing training at all levels will enhance the
Departments and outside skills and employee satisfaction and help reduce
resources to offer specific turnover.
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),
Enhance Continue to enhance Goal is to reduce the health risks affecting the
Wellness Wellness Program, individuals thereby affecting our claims for both
Program to partnering with our Health Insurance as well as Workers Comp by
provide cost providers to provide .75%annually. (Approximately
savings and effective metrics and proof $103,000/annually)
benefits to of County cost savings.
• County and
employees
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY 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 $ 368,615 $ 250,307 $ 0 $ 0
• riudgeted Positions 10 6.25 n/a n/a
SUMMARY OF CHANGES: On January 1, 2012, the State of Colorado contracted with First
Transit to do the Medicaid transports statewide. Prior to that date, Weld County provided the
Medicaid transport service and served as the Medicaid broker for the Weld County area. With
the Medicaid transports being done by First Transit, the ridership on the Weld County transit
vehicles dropped to one or less clients per day. As a result of the drop of ridership, the Board of
County Commissioners on February 7, 2012, decided to end the service effective February 20,
2012. The CDOT grant was terminated concurrently. The program will no longer be offered, so
there is no 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 recommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan, zoning, and the issuance of land use
entitlements. The department provides information, guidance, and assistance to Weld County
citizens and jurisdictions with land use decisions and community development activities.
RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 727,890 $ 811,823 $ 946,272 $ 1,045,207
Supplies 132,187 23,500 23,500 23,500
Purchased Services 700,749 733,925 801,552 721,221
Contra Account - 98,082 -102,099 -128,460 -157,015
Gross County Cost $ 1,462,744 $ 1,467,149 $ 1,642,864 $ 1,632,913
Revenue 327,559 226,000 376,000 376,000
Net County Cost $ 1,135,185 $ 1,241,149 $ 1,266,864 $ 1,256,913
• Budgeted Positions —I 9.25 10.25 11.25 11.00
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 Building Technician position reducing
personnel costs by $48,134. Final budget adjustments include an increase in salaries of$85,529.
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$15,764 in the final budget.
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: Due to promoting the Planning Manager to the full time position of Director of
Planning (Grade 61) on October 8, 2012, instead of the Director of Environmental Health
managing this department, salaries were increased $13,406. The reorganization also caused
the chargeback for the Environmental Health position (0.25 FTE) to be decreased $40,165, and
the Contra Account charging 50% of the Planning Director's position to Building Inspection had
a net increase of$28,555.
The $10,000 for the pilot voucher program to mitigate code enforcement was approved for one
year along with all other items being approved as recommended.
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 .407
• Per capita cost (county support) $4.38 $4.66 $4.64
176
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU1: 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 PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LUI-I: Improved Revise website as needed but no less than 100% 100% 100%
community access monthly
to land use trend
information and Implementation of Citizen Access 0% 75% 100%
services module in Accella.
0% 100% 100%
Implement EDR(Electronic Document
Review)
LU1-2: Prepare a A survey will be sent out to all customers
survey to gain that completed an entitlement process
feedback from with the County,e.g. RE,SE,SPR,USR,
customers on the Subdivision,etc. The purpose of the 50% 100% 100%
land use process survey is to gain feedback about level of
service and to provide suggestions.
• LU1-3: Strong relationships with Staff attendance of monthly meetings 10 12 12
w/Municipal planning staff.
municipal planning
departments and Attend one Annual Summit with
excellent municipal staff and conduct 2020 Forum 1 1 1
knowledge of as precursor to Comp Plan Amendment
current regional
issues
LU 1-4: A well- Minimum of six Planning Commission 6 6 6
informed and training sessions throughout 2013
prepared Planning
Commission
A well-informed Minimum of one BOA training sessions 1 1 1
and prepared Board throughout year
of Adjustment
LII-5: Adequate Update Ordinance and Policies per 100% 100% 100%
decision making Commissioner direction
tools for BOCC
100%of special projects requested by the
Board arc completed 100% 100% 100%
•
177
PLANNING AND ZONING
(CONTINUED)
• 1000-17100
Goal LU2: Plan for the long-term development of the County to ensure efficiency of services,to promote
economical infrastructure investments and to promote positive connections to community among citizens.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU2-1: Updated Completion of any Comprehensive Plan 1 0 0
Regional amendments related to RUA's
Urbanization Area
Plans
LU2-2: Provide Staff attendance at HWY 85 Coalition 12 12 12
staff to support the meetings.
HWY 85 Coalition
Progress towards a HWY 85 Regional
Plan 25% 75% 75%
Goal LU3: Develop and maintain fundamental land use tools for use by the Planning Services Department,
the County at large,and Weld County citizens.
DESIRED PRELIMINARY PERFORMANCE
• OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU3-l: Useful Population and Development Report 100% 100% 100%
population and posted on the county website with data
development not older than six months at any given
information time.Update Department Wcbsite
LU3-2: An up-to- Maintenance of Urban Development Map 1 1 NA
date Urban
Development Node
Map
LU3-3: Fair, Department's review of a fee analysis. 100% 100% 100%
equitable and Revised fee schedule,if relevant
adequate
development impact
fees
LU3-4: Zoning and Two sets of Code changes based on need 100% 100% 100%
subdivision and Commissioner direction.
regulations that are
improved in Attendance by at least two staff members
effectiveness and at a land use regulations web seminar or 100% 100% 100%
clarity conference
LU3-5: Accella. Attendance by at least two staff members 100% 100% 100%
Create planning at annual Accella conference to maintain
module to knowledge of functionality in effort to
streamline continue to improve efficiency and
development usability of software.
• process
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 PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU4-1: Increased Support new non-agrarian development n/a n/a n/a
infill development, to occur within intergovernmental
located where agreement area and urban growth
public infrastructure boundaries
is available
LU4-2: Continue to Revision of WCC in response to research 100% 100% 100%
develop and evolve and applicant feedback concerning Weld
land use process County's process versus land use
which minimizes processes in other jurisdictions
burdensome
restrictions
•
•
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 Grounds maintains all county buildings and
grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn
and grounds care, furniture moves, snow removal, etc. This Department performs cleaning
tasks in the Courthouse, Centennial Complex, Human Services Buildings, South County
Services Building, Public Works Headquarters, Paramedic Buildings, North County Jail, Health
Building, Training Center, Southwest Weld Administration Building, Public Safety Administration
Building, Alternative Programs Building, Community Corrections Building, Crime Lab, and Weld
Business Park Administrative Buildings.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,728,033 $ 1,795,119 $ 1,795,119 $ 1,871,103
Supplies 1,182,770 1,152,500 1,252,500 1,252,500
Purchased Services 3,254,089 3,105,600 2,995,600 2,995,600
Fixed Charges 18,301 11,000 21,000 21,000
Contra Account - 219,983 - 240,000 - 240,000 - 240,000
• Gross County Cost $ 5,963,210 $ 5,824,219 $ 5,824,219 $ 5,900,203
Revenue 0 0 0 0
Net County Cost $ 5,963,216 $ 5,824,219 $ 5,824,219 $ 5,900,203
Fudgeted Positions 1 28 28 r 28 28
SUMMARY OF CHANGES: No increase in the overall budget. With the drop in natural gas
prices the savings on utilities offset the increases and budget adjustments in the other accounts.
Line items have been adjusted to reflect historical trends. Final budget adjustments include an
increase in salaries of$75,984.
In 2013, the department will maintain approximately 1,133,236 square feet of building space at
an average cost of $5.21 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:Approved as recommended.
•
180
BUILDINGS AND GROUNDS
(CONTINUED)
• 1000-17200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 1,078,739 1,133,236 1,133,236
Number of preventative maintenance work orders
(PMs) 525 535 535
Number of tracked repair work orders 7,200 7,300 7,300
Efficiency Measures
FTE'S per 10,000/capita 1.08 1.05 1.03
Per capita cost (county support) $22.99 $21.88 $21.80
Cost per square foot $5.53 $5.14 $5.21
Goal ES15: Plan,construct,and maintain well-designed County facilities in time to meet the needs of Weld
County.
DESIRED PRELIMINARY PERFORMANCE
• OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES15-l: Safe, Percent of projects completed within
convenient and budget 100% 100% 100%
accessible facilities
planned and built 100%of facilities meeting ADA 100% 100% 100%
ready to meet requirements
needs
ES15-2: Worker 90%of internal customers satisfied with 90% 90% 90%
friendly and functionality of County facilities
worker functional
facilities 90% of department users satisfied with 90% 90% 90%
quality and timeliness of facility
management services
ES15-3: Well 90%of citizens satisfied with functionality 90% 90% 90%
maintained of County facilities
facilities
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Supplies $ 561,408 $ 0 $ 0 $ 0
Purchased Services 3,456,096 3,644,705 4,106,597 4,106,597
Fixed Charges 0 0 0 0
Contra Account - 1,308,317 - 1,592,000 - 1,490,000 - 1,490,000
Capital 483,161 1,400,000 1,400,000 1,400,000
Gross County Cost $ 3,192,348 $ 3,452,705 $ 4,016,597 $ 4,016,597
Revenue 0 0 0 0
Net County Cost $ 3,192,348 $ 3,452,705 $ 4,016,597 $ 4,016,597
• Budgeted Positions J 0 0 0 0
SUMMARY OF CHANGES: On February 6, 2008, Weld County entered into a new seven-year
contract with ACS, beginning January 1, 2009. The contract calls for a cost-of-living adjustment
(COLA) based upon the Consumer Price Index with a floor of 3.5 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 hardware that will be allocated 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. 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 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 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 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 November this budget may need to 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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal Computer systems
supported 1,700 1,550 1,500
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
•
183
INFORMATION SERVICES
(CONTINUED)
• 1000-17300
Goal ESI6: Capitalize on technology to improve service,increase efficiency and provide greater information
access and exchanre.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES 16-1: Increase in"hits"on the website 10,000,000 10,500,000 11,000,000
Expansion of e-
government Less phone calls to offices
delivery
Less traffic in offices
ESl6-2: County Imaged and electronically stored Approximately Approximately Approximately
processes documents are more secure and safe 5,000,000 5,500,000 6,000,000
improved through from loss through fire and other disasters
information
technology Savings from use of less paper and All of the Property Portal Property Portal
printer supplies estimated were completed in Being further
completed 2012 enhanced
Savings in staff time when data is readily except
and easily available Aceclla. It Online filing Online filing
will be done in of declarations of declarations
Increased efficiency of staff 2013. We will
• also do back
scanning for
the Recorders
remaining
microfilm
dots.
ES16-3: Easy Facilitate display of presentations in all Have reported Will track and Will track and
meeting setup and County meeting rooms to governance report report
electronic will continue quarterly quarterly
presentations Eliminate time spent adjusting to track.
presentations and electronic equipment
ES16-5: 90%of projects completed on time and On schedule Will track and Will track and
Responsive IT on budget will continue report report
service to track. quarterly quarterly
deployment 75%of IT critical problems resolved
within 4 hours
75%of routine problems resolved within
24 hours
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY 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
LBudgeted Positions V 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: Approved as recommended.
•
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 division 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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 2,000,000 2,000,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 2,000,000 $ 2,000,000
• Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 2,000,000 $ 2,000,000
Budgeted Positions 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 Grounds: Johnson Control and SetPoint 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 optimizing 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: The Board approved the following two projects:
• Building and Grounds: Johnson Control and SetPoint System for 10 Buildings -
$242,000
• Health: Data Management and Display System - $25,000
The Sheriff's video conferencing project was deferred for one year until the courts complete
• their video conferencing project. The Social Services projects were deferred pending the
completion of the Technology Tools Analysis Project. Once the Technology Tools Analysis
Project is completed, staff will present recommendations for 2013 for technology enhancements
identified in the project to the Board for their consideration. The Board left the $2,000,000 in the
budget to fund the technology enhancements that may be recommended in the Technology
Tools Analysis Project.
•
188
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to
the County.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 169,169 $ 168,764 $ 168,764 $ 174,287
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 $ 347,967
Revenue 257,297 334,000 277,500 277,500
Net County Cost $ 67,243 $ 64,944 $ 64,944 $ 70,467
Budgeted Positions 3 3 y 3 3
• SUMMARY OF CHANGES: Due to direct purchases and direct 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.
Final budget adjustments include an increase in salaries of$3,712.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the
reclassification of the Print Shop Technician position ($1,811)
BOARD ACTION: Approved as recommended, including the reclassification of the
Copy/Supply/Mail Technician (Grade 16) to a Print Shop Technician (Grade 20).
•
189
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,550 2,750 2,850
Mail Pieces 700,000 700,000 700,000
Supply Orders 1,250 1,250 1,250
Efficiency Measures
FTE's per 10,000/capita 0.116 0.113 0.111
Per Capita cost (county support) $0.257 $0.244 $0.260
Goal ES17: Deliver timely,high quality and cost-effective printing and supply services to County
departments.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
• PERFORMANCE INDICATOR(S)
ES17-l: User 98%of users satisfied with quality and 98% 99% 99%
friendly printing timeliness of services
services to meet
expanding user
needs
•
190
•
SEVEN YEAR TREND
Sheriffs Office Local Costs
$35
•
$30 -
$25
•
$20
z
O
J
-J
$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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 25,325,888 $ 25,944,558 $ 26,083,500 $ 27,496,855
Supplies 744,669 820,576 810,312 810,312
Purchased Services 5,492,869 5,870,803 5,928,892 6,316,892
Fixed Charges 46,921 -45,680 -53,876 -53,876
Capital 36,530 57,200 50,000 50,000
Gross County Cost $ 31,646,877 $ 32,647,457 $ 32,818,828 $ 34,620,183
Revenue 3,904,168 3,881,461 3,504,472 3,504,472
Net County Cost $ 27,742,709 $ 28,765,996 $ 29,314,356 $ 31,115,711
[udget Positions 344.25 344.25 346.25 346.25
• SUMMARY OF CHANGES: See individual budget units
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See Individual budget units.
•
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
OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
OUTCOMES
PERFORMANCE INDICATOR(S)
(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 (2) 1844 (2) 1577 (2) 1469
number of Part A Crimes
(3) Monitor and react appropriately to the (3)449 (3)374 (3)393
number of Part B crimes
(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 submissions to the crime lab (2)29% (2)28% (2)35%
effectiveness of (3)DNA Confirmation/Hits divided by all
forensic science to submissions to the Weld County DNA (3) (3) (3)
reduce crime analyst(will begin tracking in 2013)
0 (1) Percentage of criminal filings in (1)45% (1)46% (1)47%
PS PSB 1-3: relation to Part A&B crimes. (total
Bring justice to crime/criminal filings)
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: (1)Total civil process served (1) 8120 (1)7209 (1)6400
Service of civil (2)Total civil process served by public
process safety deputies divided by the total civil (2)36% (2)33% (2)31%
process served by agency.
•
193
Goal PS PSB 2: Establish and maintain meaningful communication with the citizens of Weld County
• DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
(1)Advocate contacts divided by criminal
PS PSB 2-1: incidents for unincorporated Weld County.
Inform victims of (2)Documented VRA info distributed (I)48% (1)68% (1)54%
restorative divided by criminal incidents. (will begin
services available tracking in 2013) (2) (2) (2)
to them in the
community
(1) Number of required violent sexual
PS PSB 2-2: offender notifications. (1)0 (1)0 (1)0
Appropriate (2)Number of registered sex offenders for
dissemination of unincorporated Weld County and the (2) 170 (2) 170 (2) 170
public safety jurisdictions serviced by the Weld County
information Sheriff's Office for sex offender (3)Unk (3) 1 (3)1
registration. 83%contact
(3)Number of reverse 911 calls(to
include percentage of calls where (4)Unk (4)64 (4)80
successful contact was made)
(4)Number of press releases(to include
Amber alerts)
(1) Total number of people graduating (1) 18 (1)20 (1)25
PS PSB 2-3 from citizen's academy per year.
• Establish and (2)Monitoring of total number of
maintain law community events and public (2)247/1277 (2)308/1412 (2)308/1412
enforcement demonstrations. (events/hours dedicated)
partnerships with
the community
•
194
SHERIFF'S OFFICE
• OFFENDER SUPERVISION B UREA U
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 PRELIMINARY PERFORMANCE
OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
OUTCOMES
PERFORMANCE INDICATOR(S)
PS OSB 1-1: (1) The number of rule violations in the
Inmates comply past 12 months divided by the average
3
with facility rules daily jail population in the past 12 months .67 3.75
3.75
and regulations
(2)The number of violent infractions in
the past 12 months divided by the average 500
500 .500
daily jail population in the past 12 months
PS OSB 1-2: (1)The number of documented inmate
Food service illnesses attributed to food service
operations are operations in the past 12 months divided 0.0 0.0 0.0
hygienic,sanitary by the average daily jail population in the
and provide a past 12 months
• nutritional diet
(2)The number of inmate grievances
about food service decided in favor of the
inmate in the past 12 months divided by .080 .050 .050
the average daily jail population in the
past 12 months
PS OSB 1-3: (1)The average daily jail population in the
Actual secure bed past 12 months divided by the total
occupancy is number of general population beds 91% 90% 96%
within reasonable available in the past 12 months
operational jail
capacity (2)The number of inmate grievances
about crowding and housing conditions .015 .010 .012
decided in favor of the inmate in the past
12 months divided by the average daily
jail population in the past 12 months
PS OSB 1-4: (1)The number of inmates with positive
Inmates have initial tests for TB, Hepatitis A, B,or C,
access to a HIV or MRSA in the past 12 months .11 .075 .085
continuum of divided by the average daily jail
health care population in the past 12 months
consistent with (2)The number of inmate deaths due to
that available in suicide or homicide in the past 12 months
the community divided by the average daily jail 0.0 0.0 0.0
population in the past 12 months
(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: (I)The number of inmates completing
Inmates have preparation for GED while confined in jail
opportunities to the last 12 months divided by the number 12.0% 12.0% 12.0%
• improve of inmates sentenced to jail 6 months or
themselves while more in the past 12 months
confined
(2)The number of inmates passing the
GED examination while confined in jail 5.0% 5.0% 5.0%
the last 12 months divided by the number
of inmates sentenced to jail 6 months or
more in the past 12 months
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 PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY ACTUAL ESTIMATED PROJECTED
OUTCOMES
PERFORMANCE INDICATOR(S)
PS OSB 2-1: (1)The average daily population of work
Secure county jail release and electronic home detention
beds are used programs in the past 12 months divided by
efficiently and the average daily population of all 33.6% 33.3% 33.3%
effectively offenders supervised by the Sheriff s
Office in the past 12 months
(2)The number of offenders released from
jail within 24 hours of admission in the 38.8% 36.5% 37.0%
past 12 months divided by the number of
jail admissions in the past 12 months
• (3)The number of jail bed days used for
pre-trial detention by the county/district 59.7% 63.9% 63.9%
courts in the past 12 months divided by the
total number of jail bed days in the past 12
months
(4)The number of jail bed days used for
jail sentences by the county/district courts 39.6% 35.8% 35.8%
in the past 12 months divided by the total
number of jail bed days in the past 12
months
(5)The number of jail bed days used by
other than the county/district courts in the 0.6% 0.2% 0.2%
past 12 months divided by the total number
of jail bed days in the past 12 months
PS OSB 2-2: (1)The number of clients successfully
Jail alternative completing the work release program in
programs the past 12 months divided by the number 81.0% 84.0% 84.0%
effectively of clients admitted to the work release
supervise clients program in the past 12 months
in the community
(2)The number of clients successfully
completing the electronic home monitoring
program in the past 12 months divided by 97.0% 98.0% 98.0%
the number of clients admitted to the
electronic home monitoring program in the
• past 12 months
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
Sheriffs Office. This budget unit provides for policy development, formulation of written
directives and overall direction by the Sheriff and upper agency staff. Typical activities
performed within this budget unit include, but are not limited to, professional standards and
internal affairs, clerical staff support, staff training, agency procurement, Human Resources
Department support, recruiting, selection, personal uniform and equipment issue, agency
service billing, civil process service and lobby counter service access to the public.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,339,075 $ 1,539,155 $ 1,539,155 $ 1,597,578
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 $ 1,832,313
Revenue 299,033 345,287 295,007 295,007
Net County Cost $ 1,259,195 $ 1,480,225 $ 1,478,883 $ 1,537,306
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.
Final budget adjustments include an increase in salaries of$58,423.
•
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 the 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: The Board allowed the Sheriff to retain a used vehicle for the Civil Unit to
support evictions but did not approve a new vehicle to replace it. All other items were approved
as recommended.
• PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received 8,120 7,630 7,401
Concealed Weapon Permits Issued 829 1097 937
Efficiency Measures
FTE's per 10,000/capita .73 .75 .74
Per Capita Net County Cost $4.85 $5.56 $5.68
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: Sheriffs Operations - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety in unincorporated areas of county and within municipalities
contracting for law enforcement service. Department provides crime prevention information and
strategy education, serves arrest warrants, transports prisoners, and conducts criminal
investigations. Activities are frequently coordinated with municipal, other county, state, and
federal law enforcement and regulatory agencies.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 5,875,808 $ 5,702,933 $ 5,702,933 $ 6,023,260
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 $ 7,280,005
Revenue 133,092 182,398 41,040 41,040
•
Net County Cost $ 6,915,546 $ 6,764,591 $ 6,918,638 $ 7,238,965
Budgeted Positions r 67.75 r 63.75 63.75 63.75]
SUMMARY OF CHANGES: Restructuring within the Sheriffs 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.
Final budget adjustments include an increase in salaries of$320,327.
•
199
SHERIFF'S OPERATIONS
(CONTINUED)
• 1000-21200
SUMMARY OF CHANGES (CONTINUED): $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 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 more 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: Approved as recommended. Sheriff is to provide information to the Board
during 2013 on how the officers' time freed up from Speakwrite is being reallocated to improve
public safety in Weld County.
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 $26.75
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 county roads, and public
education on traffic safety.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,046,237 $ 854,839 $ 854,839 $ 860,675
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 $ 1,067,483
Revenue 401,739 464,110 282,500 282,500
Net County Cost $ 789,902 $ 639,496 $ 779,147 $ 784,983
• 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. Final budget adjustments include an increase in salaries of
$5,836.
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:Approved as recommended.
•
201
TRAFFIC CONTROL
(CONTINUED)
• 1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
MTC Tickets Issued 4,500 4,500 3,500
State Tickets Issued 2,100 2,100 1,600
Accident Reports Investigated 615 615 605
Alcohol Related Driving Arrests 280 280 275
Certified VIN Inspections 175 175 150
Efficiency Measures
FTE's per 10,000/capita .424 .376 .370
Per capita net cost $3.05 $2.40 $2.90
• GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriffs 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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 654,993 $ 698,714 $ 698,714 $ 766,148
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 $ 877,782
Revenue 880,265 920,553 956,653 956,653
Net County Cost $ - 108,545 $ -111,407 $ -146,305 $ -78,871
Budgeted Positions 9.5 9.55 9.5 9.5 U
• SUMMARY OF CHANGES: Office supplies 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. Final budget
adjustments include an increase in salaries of$67,434.
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:Approved as recommended.
•
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 1,142 1,171 954
Efficiency Measures
FTE's per 10,000/capita 0.366 0.357 0.351
Per capita cost (county support) $ - 0.42 $ - 0.42 $ - 0.29
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. Animal control officers routinely collect
illegally dumped items from county roadways and public property to ensure the safety of
motorists traveling within the county.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 154,639 $ 160,493 $ 160,493 $ 164,494
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 $ 206,342
• Revenue 1,241 0 0 0
Net County Cost $ 202,004 $ 253,821 $ 202,341 $ 206,342
Budgeted Positions 3 I 3J 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. Final budget adjustments include an increase in salaries
of$4,001.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:Approved as recommended.
•
205
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 4,656 4,772 5,426
Animals Transported to Shelter 763 782 564
Efficiency Measures
FTE's per 10,000/capita 0.116 0.113 0.111
Per capita cost (county support) $0.78 $0.95 $0.76
Miles Driven per Call for Service 25.56 26.19 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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 120,966 $ 193,460 $ 193,460 $ 204,516
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 $ 318,340
Revenue 104,138 131,595 134,595 134,595
Net County Cost $ 94,522 $ 183,189 $ 172,689 $ 183,745
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 upgrading some work standards, a slight 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.
Final budget adjustments include an increase in salaries of$11,056.
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:Approved as recommended.
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 3-5 30 24
appearances
Efficiency Measures
FTE's per 10,000/capita .077 0.75 .073
Per capita cost (county support) $0.364 $0.688 $0.68
Effectiveness Measures (desired results)
• Quality Audit 1 6 6
Proficiency Testing (Test Run/Errors) 2/0 5/0 5/0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriffs 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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 106,229 $ 117,977 $ 117,977 $ 120,699
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 $ 152,018
Revenue 88,189 76,968 96,077 96,077
Net County Cost $ 44,322 $ 81,228 $ 53,219 $ 55,941
rBudgeted Positions r 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 of the recommended
budget are down $28,009. Final budget adjustments include an increase in salaries of$2,722.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:Approved as recommended.
•
209
VICTIM ADVOCATE SERVICES
(CONTINUED)
• 1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,092 1,326 1,084
Victims served per 10,000/capita 42.10 49.82 40.01
Efficiency Measures
FTE's per 10,000/capita 0.077 0.075 0.074
Per capita cost (county support) $0.17 $0.31 $0.21
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriffs 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. Task Force personnel are directly supervised
by the Greeley Police Department with policy and strategic direction from a Control Group of
area chiefs and the Sheriff.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 86,311 $ 105,957 $ 105,957 $ 109,516
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 $ 109,516
Revenue 0 0
Net County Cost $ 191,683 $ 176,205 $ 105,957 $ 109,516
• 'udgeted Positions 1 C 1 1 1
SUMMARY OF CHANGES: The Multi-jurisdictional Drug Task Force is not 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. Final budget adjustments include an
increase in salaries of$3,559.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:Approved as recommended.
•
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 $0.40
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 safely keep all adult prisoners lawfully committed and hold them in a clean,
wholesome, safe, and well-maintained jail. Professional jail support services such as medical
care, food preparation, and facility programming are provided to meet these mandates.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 13,644,062 $ 13,920,419 $ 13,920,419 $ 14,661,306
Supplies 310,920 301,238 303,209 303,209
Purchased Services 3,533,877 3,575,029 3,661,760 4,049,760
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 $ 19,014,275
Revenue 1,081,699 796,200 738,200 738,200
• Net County Cost $ 16,437,638 $ 17,010,882 $ 17,147,188 $ 18,276,075
Budgeted Positions 197.0 197.0 197.0 r 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 $374,731 reflects an increase in contracted inmate medical services
($466,940), 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 state statues, i.e. Religious Land Use 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 clergy volunteers from faiths
represented in the inmate population under the direction of the Inmate Services Director.
Final budget adjustments include an increase in salaries of$740,887.
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: Approved as recommended. Board approved a personal services contract for
the Chaplain position immediately. $388,000 was added for inmate medical services.
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 19,750
Court Appearances
New Correctional Officers Entering 28 30 30
Basic Training
Efficiency Measures
Offender Supervision FTE's per 8,99 8.76 8.68
10,000 Capita
Per capita net cost $71.84 $72.51 $77.89
Avg. Medical Cost Per Inmate Daily $12.58 $12.54 $13.95
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,297,568 $ 2,650,611 $ 2,789,553 $ 2,988,663
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 $ 3,762,109
• Revenue 914,772 964,350 960,400 960,400
Net County Cost $ 1,916,442 $ 2,287,766 $ 2,602,599 $ 2,801,709
Budgeted Positions 32.0 36.0 38.0 38.0 J
SUMMARY OF CHANGES: Restructuring 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. Final budget adjustments include an
increase in salaries of$199,110.
•
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: The Board approved the additional transport position. The fugitive warrant
position was approved on a one year pilot basis to see what impact the effort will have. The
Sheriff is to report back to the Commissioners periodically during 2013 on how the fugitive
warrant program is working. The vehicle to support the position was also approved. The GPS
system was approved. The Board also asked that once the courts' video system is fully
implemented that the staffing needs for inmate transports be evaluated and a report made back
to the Board. All other items approved as recommended.
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
• Budgeted Positions 0 01
0' 0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on-site jail capacity. This indication, however, is based upon
reasonable forecasts about the future and does not account for unforeseen impacts on jail
utilization during 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with
assessment that contract jail space will not be needed in 2013.
BOARD ACTION:Approved as recommended.
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 BUDGETED REQUESTEDN FINAL
LAST FY CURRENT FY EXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 152,573 $ 254,058
Supplies 52,887 0 0 36,255
Purchased Services 2,032,095 2,323,488 2,513,102 2,850,108
Fixed Charges 17,168 0 0 0
Gross County Cost $ 2,102,150 $ 2,323,488 $ 2,665,675 $ 3,140,421
Revenue 199,746 264,649 605,792 661,377
Net County Cost $ 1,902,404 $ 2,058,839 $ 2,059,883 $ 2,479,044
• Budgeted Positions 0 0 1 2 1
SUMMARY OF CHANGES: On May 3,1993, Weld County entered into a contract with the City
of Greeley to operate and maintain the Weld County Regional Communications Center
(WCRCC), criminal records management, and Criminal Justice Information Center. On July 7,
2010, the contract was updated to continue the arrangement.
The new contract changed the method of allocating the cost for the WCRCC among the users.
The total costs of the WCRCC facility will be determined by adding all the costs incurred by the
City, County, and the E911 Authority to support the WCRCC. Cost per incident will then be
determined by taking the total costs of the WCRCC less E911 Authority contribution, E911 costs
paid, and any other grant amounts to determine 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 per a formula
adopted by the Communications Advisory Board. 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 $398,394 for 2013. In addition,
the County recovers $117,654 for indirect costs per the formula. The county will earn $39,140
from tower rental leases. Total revenues for 2013 will be $661,377.
Weld County's share, per the contract formula for 2013, is $543,718 for county functions, plus
the other agencies' share of$2,342,645 for a total of$2,886,363.
FINANCE/ADMINISTRATION RECOMMENDATION: Funding of a Communications Director
position ($159,040) is included in the 2013 budget due to the proposed organizational change in
the management of the WCRCC described below.
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. Recommend approval.
BOARD ACTION: The final budget reflects the budget adjustment of $323,261 to include the
items the E911 Authority Board did not fund in 2013. In addition a Communications Technician
position was added ($95,018).
The Commissioners and Greeley City Council made a decision on October 12, 2012, to
transition to a new organizational model where the City of Greeley will operate from a satellite
communications center to dispatch the Greeley Police and Fire Departments under the
management direction of the Greeley Police Chief. Weld County will assume the management
of the WCRCC site to dispatch all other Weld County public safety entities under the
management of a Weld County Communications Director. The Board pulled $76,615 out of the
Greeley contract amount and budgeted the $76,615 under operating supplies and other
purchased services due to the restructuring. If additional resources are required in 2013 in order
to be prepared to accommodate the transition of the WCRCC management from the City of
Greeley to Weld County the funds will be provided via a supplemental appropriation from the
fund balance in the General Fund. All other items approved as recommended. The net costs for
Weld County in 2013 will be $2,479,044.
•
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 2.12 2.07 2.07
Per Capita Cost - Operating Budget $7.33 $7.74 $9.16
EMD Call per FTE 303 324 330
CAD Incident per FTE 6,289 6,481 6,667
ARS Document transcribed per FTE 2,062 2,128 2,170
Goal PSI: To answer 100%of 911 calls within 15 seconds.
DESIRED PRELIMINARY PERFOR-MANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PS1-01: Improved Percentage of calls answered within 15 99% 99% 99%
customer service in seconds
the most critical
component of
emergency
• dispatch services
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 550,000 550,000
Gross County Cost $ 0 $ 0 $ 550,000 $ 550,000
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 550,000 $ 550,000
• Budgeted Positions 0 0 0 I 0
SUMMARY OF CHANGES: It was decided that the communications system be upgraded in
2011-2012, at a total cost of $7,300,000. The upgrade for 2011-2012 was funded by the E911
Authority Board contributing $2,000,000 from its reserve and Weld County contributing
$2,600,000 in 2011 and 2012, with the remaining $4,700,000 coming from the Capital
Expenditure Fund for the total estimated cost of $7,300,000. 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:Approved as recommended.
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Supplies $ 0 $ 0 $ 0 $ 0
Purchased Services 876,393 987,026 1,216,652 1,214,224
Gross County Cost $ 876,393 $ 987,026 $ 1,216,652 $ 1,214,224
Revenue 34,598 60,543 0 0
Net County Cost $ 841,795 $ 926,483 $ 1,216,652 $ 1,214,224
Budgeted Positions 0 0 0
SUMMARY OF CHANGES: On May 3, 1993, Weld County entered into a contract with the City
of Greeley to operate and maintain the criminal records management system and Criminal
Justice Information Center. On July 7, 2010, the contract was updated to continue the
• arrangement. The new contract changed the method of allocating the cost for the WCRCC
among the users.
Records management and information services costs shall be allocated based upon resources
used by each agency being served. A cost allocation system formula and methodology agreed
to by the City of Greeley Finance Director and the Weld County Director of Finance and
Administration shall be applied annually to allocate costs. The County shall pay the total costs
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 will be $406,002 for records and $808,222 for information services, for a total of
$1,214,224. 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
$287,741.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. If the Speakwrite
crime report system is approved for the Sheriff in the 2013 budget the cost allocation for
Records needs to be examined, since Records will no longer be transcribing any Sheriff Office
crime reports.
BOARD ACTION: An adjustment of $2,428 per the IGA formula was made in the final budget.
• All other items approved as recommended.
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 $4.49
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
•
•
223
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Coroner- - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County.
Autopsies are performed in all cases of suspicious death, or at the discretion of the Coroner's or
District Attorney's Office. State laboratories are available in Denver; however, Weld County's
Coroner employs the registered pathologists and laboratory facilities of McKee Medical Center.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 416,807 $ 469,035 $ 469,035 $ 492,372
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 $ 778,172
• Revenue 302 500 500 500
Net County Cost $ 686,566 $ 733,335 $ 754,335 $ 777,672
Budgeted Positions 5.5 6.5 6.5 6.5
SUMMARY OF CHANGES: The budget 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 in the recommended
budget is $21,000. Final budget adjustments include an increase in salaries of$23,337.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon
historical expenditure patterns the increases are justified.
BOARD ACTION: Approved as recommended. On October 8, 2012, along with other
reorganizations in the county the Coroner's Office was placed under the management of the
Director of General Services, instead of the Director of Finance and Administration.
•
224
CORONER
(CONTINUED)
• 1000-23200
PERFORMANCE MEASURES
2010 ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of cases 1,050 1,150 1,150
Number of investigations 450 420 435
Number of full autopsies 160 160 162
Efficiency Measures
FTE's per 10,000/capita 0.246 0.244 0.240
Per capita cost (county support) $2.65 $2.76 $2.87
Cost per autopsy/inspection $904 $925 $925
Goal PS2: To provide the highest quality medico-legal investigation in an efficient and compassionate
manner.
• DESIRED PRELIMINARY PERFOR-MANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PS2-1: 100%of Percent of investigators with valid 40% 80% 80%
investigative staff Colorado and valid national certification
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.
PS2-2: Achieve and A completed self-assessment and action 25% 50% 50%
maintain plan
departmental
accreditation through Percentage indices of necessary changes
the National
Association of Conference of accreditation from The
Medical Examiners NAME
(The NAME)
•
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 offer recommendations on
possible safe release options of these persons. They also provide supervision methods for
selected defendants released from jail before trial in order to decrease any unnecessary and
costly pretrial incarceration, to assure that they will appear and answer before the Court and to
reduce any future criminal acts.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 396,538 $ 487,583 $ 468,869 $ 496,729
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 $ 548,306
Revenue 20,428 25,000 25,000 25,000
Net County Cost $ 414,750 $ 514,160 $ 495,446 $ 523,306
• 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 Sheriffs 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.
Final budget adjustments include an increase in salaries of$27,860.
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.
•
226
PRETRIAL SERVICES
1000-24100
BOARD ACTION: Approved as recommended, including the additional 0.5 FTE Senior Pretrial
Services Specialist position. On October 8, 2012, along with other reorganizations in the county
Justice Services was placed under the management of the Director of General Services, instead
of the Director of Finance and Administration.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services 2,100 2,400 2,600
Efficiency Measures
FTE's per 10,000/capita .231 .263 .240
Per capita net cost $1.60 $1.93 $1.93
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 of operating the jail; interviews interviews interviews
incarceration.
Pretrial release& 700 800 870
supervision services Defendants Defendants on Defendants on
assure court on supervision supervision
appearances and supervision
reduce new crime
commission by
defendants released Potential cost avoidance $3,000.000 $3,500.000 $3,800,000
on bond
Low failure to appear rate for court 4%Failure 4%Failure to 4%Failure to
appearances and re-arrest of defendants to Appear Appear Appear
under pretrial services supervision.
5% 5% 5%
Commission Commission Commission of
of new of new crime new crime
crime
•
227
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services — 1000-24150
Adult Diversion Services program--Diversion Services offers persons charged with criminal
offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens
defendants for acceptance into the program and develop service plans to address defendants'
risks and needs. Completion of the program will result in dismissal of charges or its equivalent.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 49,359 $ 50,593
Supplies 0 0 500 500
Purchased Services 0 0 500 500
Gross County Cost $ 0 $ 0 $ 50,359 $ 51,593
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 50,359 $ 51,593
Budgeted Positions 0 0 1 I 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. Final budget
adjustments include an increase in salaries of$1,234.
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: Based upon the positive impact of the program thus far in 2012, the Board
approved continuation of the program as recommended.
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 51,545 $ 52,549 $ 52,549 $ 57,309
Supplies 933 900 1,000 1,000
Purchased Services 2,414,614 2,543,691 2,404,829 2,400,069
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 $ 0
Budgeted Positions 1 1 1 r 1
SUMMARY OF CHANGES: Average daily 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 beyond 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.
Final budget adjustments include an increase in salaries of $4,760, and overhead was reduced
by $4,760 for a net impact of zero.
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Intervention Community Correction Services:
Daily Populations of Residential Transition, 222 236 236
Residential Diversion beds, Non-Residential
Diversion slots and IRT Placements.
ADP Totals:
222 236 236
Efficiency Measures
FTE's per 10,000/capita 0.039 0.038 0.037
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)
S3-1: Community Cost savings by providing a less costly 155 residential 169 residential 169 residential
Corrections- alternative jail and prison (ADP) (ADP) (ADP)
Provide safe, incarceration for adult convicted
community based offenders; 67 non 67 non 67 non
correctional residential residential residential
placement for
eligible adult Recidivism rates for offenders, 2% 2% 2%
offenders ordered completing the Community
by the Courts Corrections Program is substantially
and/or Department lower after release than offenders
of Corrections. either released from prison or placed
Ensure offenders directly on parole.
are given
opportunities& All offenders participate in some form 300 300 300
access to resources; of educational and/or vocational
treatment and programming.
employment
services,while Receive,manage,and process all $2,492,456 $2,626,220 $2,489,454
living in staff- community corrections funds from the
secure correctional State;
setting
• Cost avoidance/savings ratio of $3,000,000 $3,500,000 $3,500,000
Community Corrections Programs to
County.
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 727,243 $ 785,886 $ 834,019 $ 847,421
Supplies 65,033 61,000 76,400 76,400
Purchased Services 58,479 76,225 76,825 76,825
Fixed Charges 105,731 108,099 128,460 157,015
Capital 7,995 0 0 0
Gross County Cost $ 964,481 $ 1,031,210 $ 1,115,704 $ 1,157,661
Revenue 1,516,728 1,200,000 1,500,000 1,500,000
Net County Cost $ - 552,247 $ -168,790 $ -384,296 $ -342,339
• Budgeted Positions 10.25 10.25 11.25 r 11.00
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). Fixed Charges used to allocate costs of the
Planning Director and staff shared between Planning and Building are up $20,361. Final budget
adjustments include an increase in salaries of$13,402.
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: Due to promoting the Planning Manager to the full time position of Director of
Planning (Grade 61) on October 8, 2012, instead of the Director of Environmental Health
managing this department, chargeback from Environmental Health position (0.25 FTE) will be
decreased $40,165. The Contra Account charging 50% of the Planning Director's position to
Building Inspection had a net increase of$28,555. All other items approved as recommended.
•
231
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of inspections performed 19,056 18,600 18,600
Avg. #of inspections per building permit 15.5 15.5 15.5
Number of Inspectors 4.25 4.5 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 1 1.5 1.5
# of major plan reviews 253 285 285
# of minor plan reviews 1,111 1,400 1,400
Technical Support Work Outputs
# of building permits processed (if this is 2,316 2,700 2,700
changed to issued permits, these numbers
would change)
Efficiency Measures
FTE's per 10,000/capita 0.395 0.385 0.407
Per capita gross cost $ -2.12 $ -0.63 $ -1.27
•
232
BUILDING INSPECTION
(CONTINUED)
• 1000-25100
Goal LU5: Ensure safe construction throughout unincorporated Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU5-l: Conduct Attendance of each Plans 12 14 14
safe and quality Examiner/Building Inspector/Building
plan reviews and Official/Tech at 2 ICC classes(7 staff) 100% 100% 100%
inspections
following Maintenance of appropriate certifications
adopted codes
Goal LU-6: Increase knowledge and understanding of adopted codes to citizens,homeowners,contractors,
and builders through education.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU6-I: To ensure Revise handouts and update website 100% 100% 100%
current and updated quarterly
information is
• available to the
public on handouts
and website
Ensure routine Host/attend two Building Trades 2 2 2
communication Advisory meetings per year
with builders and
contractors
Ensure inspectors Plans examiner present to the Building 4 4 4
have more Official any changes to code quarterly
handouts in the
field for a non-
technical audience
Consistent Provide"team training"in the field to 2 3 3
inspections ensure consistency by inspectors
conducted in the
field
•
233
BUILDING INSPECTION
(CONTINUED)
• 1000-25100
Goal LU7: Maintain quality,professional and timely site inspections.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU7-l: Maintain a Percentage of complete records 100% 100% 100%
record of permit
expirations and
inspections to
ensure permits are
current.
Provide 24 hour
turnaround time Percentage of 24 hour turnaround 99.5 99.5 99.5
for inspections. inspections(measured by complaints)
Ensure timeliness 90% 90% 90%
of entering Maintain proficiency in Accella to ensure
inspections and information is updated and available
appropriate follow-
up.
• Provide plan
review turnaround Review plans in a timely manner current 99% 100% 100%
within current with policy time frame—measurable by corn
policy time frame. plaints
Return customers
call and questions Measurable by number of complaints 98% 100% 100%
within 24 hours. annually
Maintain quality
customer service Measurable by annual complaints 90% 90% 100%
with existing staff
levels
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 263,551 $ 285,150 $ 285,150 $ 346,895
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 $ 790,370
Revenue 8,070 6,000 6,000 6,000
Net County Cost $ 397,404 $ 497,625 $ 722,625 $ 784,370
Budgeted Positions 2 FTE 2 FTE 2 FTE 2 FTE
4 PT 4 PT 4 PT 6 PT
• SUMMARY OF CHANGES: Purchased Services increased $225,000 for tree trimming which
was transferred from the Bridge Div budget (2000-32300). Final budget adjustments include an
increase in salaries of$29,245.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
BOARD ACTION: Approved as recommended, except the Board added two seasonal workers
for six months to do roadside mowing for a cost of$32,500.
•
235
NOXIOUS WEEDS
(CONTINUED)
• 1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
All operations will meet established codes,
polices, and procedures 100% 100% 100%
Attendance at all safety meetings 95% 95% 95%
Efficiency Measures
FTE's per 10,000/capita .07 .07 .07
Per capita cost (county support) $2.78 $2.71 $2.90
• Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious weed
control) on County property and assist land owners with compliance with the law through
public education and assistance.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
TPW9-l: Weed 100%accuracy 100%of the time 100% 100% 100%
operations will meet
established codes,
policies,and
procedures.
TPW9-3: Roads 95%accuracy 100%of the time 90% 90% 90%
spot treated for
noxious weeds
•
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 serves the entire county. The Director or
Coordinator of the Disaster Agency is responsible for the planning and coordination of local
disaster services, develops plans, and coordinates emergency planning in case of either natural
or other disasters on county, state, and federal level. Beginning in 2012 the department started
reporting directly to the Board of County Commissioners instead of the Sheriff.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 104,312 $ 199,633 $ 199,633 $ 186,648
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 $ 228,833
Revenue 66,172 60,000 60,000 70,500
Net County Cost $ 93,786 $ 206,383 $ 181,818 $ 158,333
Budgeted Positions 1 j 2.5 2.5 2.5
SUMMARY OF CHANGES: The OEM budget for 2013 includes 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 requested budget.
Final budget adjustments include a decrease in salaries of$12,985.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The restructuring
approved by the Board in the 2012 budget appears to be working well.
BOARD ACTION: Approved as recommended. Revenues from grants are up $10,500 in the
final budget based upon grant approval amounts for 2013.
S
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 .039 .094 .092
Per capita cost $0.36 $0.78 $0.59
Goal OEM: Reduce the risk and mitigate the impact to communities and citizens due to all hazard incidents.
S PRELIMINARY PERFORMANCE
DESIRED OBJECTIVE/KEY
OUTCOMES PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED
Comprehensive Plans will be reviewed and updated on
Preparedness an annual basis or after a Man—made
Planning; or Natural incident.
Develop/Review of
Emergency Operations Coordinate preparedness planning with
Plan,Hazmat, County Departments to include;
Mitigation and COOP updates to safety plans and COOP
plans. Collect and planning.Work with local communities
document Tier II on COOP Planning and EOP
reports for Facilities Updates/Development. Participate with 50% 100% 100%
that have reportable the County IMT(COG)for emergency
chemicals.Utilize planning and EOC operations.
CAMEO for tracking
incidents. 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.
•
238
PRELIMINARY PERFORMANCE
DESIRED OBJECTIVE/KEY
OUTCOMES PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED
•
Collaborative Provide opportunities for citizens to
Coordination; attend preparedness classes through
Sponsor Citizen Corps/ Citizen Corps Programs
Ready Colorado 75% 100% 100%
programs and Provide opportunities for Citizens and
initiatives for citizen First Responders to attend Storm
preparedness Spotter Training sponsored by NOAA.
Progressive Training Work with Weld County Departments,
and Exercise agencies and organizations for planning
Provide opportunities of one Full Scale exercise each year.
for Table Top, Participate in one EOC exercise each
Functional and Full year and coordinate with other 50% 100% 100%
Scale Exercises each jurisdiction on Table top exercises and
year that meet HSEEP DOC exercises. (See EMPG Exercise
standards and include Plan from OEM)
multi disciplinary
incidents.
Resource Stay compliant with the Colorado
Management; Connect and WebEOC Resource
Develop and maintain inventory.Work with Local
up-to-date information Jurisdictions to stay compliant and 100% 100% 100%
on available resources complete a review of the resource
in Weld County systems by July 31 of each year.
• Integrated Emergency Ensure unity of effort among all levels
Management of government and all elements of
Prepare for,respond to, communities,partner with NGO's and
recover from,and local jurisdiction for a consistent, 100% 100% 100%
mitigate against enhanced County wide program.
disaster
Grants Management Coordinate with county agencies to
Identify gaps in complete capability assessments and
capabilities and seek gap analysis at the County level. Use
grant funding to the information to support priority 50% 100% 100%
support increasing projects from available grants
capability.
Incident and Provide information on current incident
Emergency or emergencies using media sources;
Communication texts,web,EAS etc. Provide
provides emergency information to First Responders and 75"/0 100% 100%
communication to end Citizens with the most current
users for active information utilizing PTO's
incidents and
emergencies.
•
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 subdivision construction; performs laboratory tests to
determine soil properties, construction and materials quality; all phases of highway engineering,
bridge engineering, design and construction inspection.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,779,712 $ 1,937,365 $ 1,957,365 $ 2,082,410
Supplies 68,903 81,900 114,958 114,958
Purchased Services 647,551 554,920 870,920 1,020,920
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 $ 2,575,851
Revenue 0 0 0 0
• Net County Cost $ 1,908,722 $ 1,972,097 $ 2,300,806 $ 2,575,851
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 the 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: Other 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. Final budget adjustments include an increase in salaries of$139,045.
•
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: At the Early Warning Budget session the Board added $150,000 for
additional pavement testing in 2013. All other items approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 17 7 13
Number of construction projects completed 14 7 10
Number of plats reviewed 456 450 450
Goal TPW8: Provide engineering services including design,development,inspections,and all phases of
highway engineerin',bridge engineering and construction inflection and testing.
• DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
TPW8-1: Capital 95%accuracy 100%of the time 100% 100% 100%
Improvement
TPWB-2:
Construction 99%accuracy 100%of the time 100% 100% 100%
Testing
TP W 8-3:
Development 99%accuracy 100%of the time 100% 100% 100%
Review
TPW 8-4: Five Year 90%accuracy 100%of the time 100% 100% 100%
Plan
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 47,809 $ 48,511 $ 48,511 $ 56,400
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 $ 86,425
Revenue 2,697 2,000 2,600 2,600
• Net County Cost $ 62,139 $ 76,536 $ 75,936 $ 83,825
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Revenues from park fees are up $600 to $2,600. Final budget
adjustments include an increase in salaries of$7,889.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
242
MISSILE SITE PARK
(CONTINUED)
• 1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors 600 625 700
Work Outputs
FTE's per 10,000/capita 0.039 0.038 0.037
Per capita cost (county support) $0.240 $0.288 $0.310
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 29,000 29,000 29,000 29,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 29,000 $ 29,000 $ 29,000 $ 29,000
Revenue 0 0 0 0
Net County Cost $ 29,000 $ 29,000 $ 29,000 $ 29,000
Budgeted Positions
i
• SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration of the Poudre River Trail with Windsor and Greeley. This represents $18,000
towards the staff position and $11,000 towards maintenance. The budget is the same as last
year. The Board agreed, in April, 2004, to fund the County's share. A new IGA was developed
in 2006, which includes full maintenance and administration of the trail, with each party paying
one-third of the costs. The City of Greeley actually does the maintenance and administration
through its Parks Department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit
consolidates all spending on trail maintenance and development, as well as any new park
development. Recommend the $29,000 for maintenance of the Poudre River Trail. No other
projects have been requested for 2013.
BOARD ACTION:Approved as recommended.
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY 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
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: Approved as recommended.
•
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 nineteen senior
centers throughout the county.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 10,360 12,500 12,500 13,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 10,360 $ 12,500 $ 12,500 $ 13,000
Revenue 0 0 0 0
Net County Cost $ 10,360 $ 12,500 $ 12,500 $ 13,000
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 nineteen (19) senior centers throughout Weld County. Each
site determines how the money can best be spent to benefit their senior program
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Due to the addition of the Erie Senior Center the Board increased the funding
to $13,000 for the nineteen (19) senior centers.
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 9,216 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 I n/a i n/a n/a r 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:Approved as recommended.
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 38,225 38,225 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
• Budgeted Positions n/a n/a n/a1 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 to 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
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-50130
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): In Envision's request, it
states that Colorado Revised Statute (C.R.S.) 27-10.5-104, which established the Community
Centered Board system in Colorado, contains the intent that state funding should be
supplemented by local funds. Finance disputes that claim in light of the 2008 amendment to
Section 27-10.5-104(7)(a), C.R.S. Prior to 2008, the statute stated that there should be five
percent local funding. With the 2008 amendment to Section 27-10.5-104(7)(a), C.R.S., the local
funding reference was removed and only references state and federal funding, except for
certain required local school district funds specified in the statute. With the 2008 amendment
there is no requirement for local funding from the county, not even the $38,225 recommended.
Envision has the option of asking the voters of Weld County for a dedicated mill levy, up to one
mill. The ballot issue seeking a mill levy failed a few years ago.
BOARD ACTION:Approved as recommended at the $38,225 funding level.
•
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 108,225 183,225 203,225 203,225
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 108,225 $ 183,225 $ 203,225 $ 203,225
Revenue 0 0 0 0
Net County Cost $ 108,225 $ 183,225 $ 203,225 $ 203,225
Budgeted Positions 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 Support 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: Board funded the additional $20,000 request for Suicide Education and
Support Services (SESS) for a one year pilot program. The Board wants demonstrated
outcomes to justify any future funding after this pilot year.
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $0 $ 0
Supplies 0 0 0 0
Purchased Services 9,530 9,530 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 I n/a n/a J n/a V
• SUMMARY OF CHANGES: The base contract of $9,530 is the same as 2012. Program is
used by the Sheriffs Office, District Attorney, and Social Services. Social Services will
reimburse the General Fund $2,750.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 3,000,000 5,000,000
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 3,000,000 $ 5,000,000
Revenue 0 0 0 0
• Net County Cost $ 0 $ 0 $ 3,000,000 $ 5,000,000
Budgeted Positions n/a n/a n/a ! n/a J
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: Board increased the funding level to $5,000,000 to accelerate covering the
unfunded liability.
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 12,351 12,351 12,351 12,351
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351
Revenue 0 0 0 0
Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351
dgeted Positions 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:Approved as recommended.
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 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
dgeted Positions n/a , n/a n/a n/a
• SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
•
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 255,903 89,700 135,000 114,700
Gross County Cost $ 255,903 $ 89,700 $ 135,000 $ 114,700
Revenue 62,209 0 0 0
Net County Cost $ 193,694 $ 89,700 $ 135,000 $ 114,700
Budgeted Positions n/a n/a r n/a n/a
• SUMMARY OF CHANGES: Upstate Colorado Economic Development (Upstate Colorado)
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, and 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
resources 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 approach is consistent with the Strategic Investment Plan for the Future of Weld County.
BOARD ACTION: Board approved $35,000 for SBDC, but left the funding for Upstate Colorado
Economic Development at the 2012 funding level of $79,700. Administrative costs for the
Colorado Enterprise Fund are not included in the 2013 budget.
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
Budgeted Positions 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:Approved as recommended.
•
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LEASE-PURCHASE AGREEMENTS
• The following supplemental data regarding lease-purchase agreements involving real property
is required under Section 29-1-104(2)(d), C. R. S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements
involving real property $ -0-
B. The total maximum payment liability of the
local government under all lease-purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms $ -0-
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 $ -0-
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-
•
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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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 12,671 $ 0 $ 0 $ 0
Supplies 199,247 85,500 85,500 85,500
Purchased Services 313,554 328,000 328,000 358,000
Fixed Charges 384,397 99,000 99,000 99,000
Gross County Cost $ 909,869 $ 512,500 $ 512,500 $ 542,500
Revenue 64,156,051 61,046,800 74,310,816 75,428,289
Net County Cost $-63,246,182 $- 60,534,300 $- 73,798,316 $- 74,885,789
SUMMARY OF CHANGES: On the expense side, this budget's total is unchanged from 2012,
except for the final budget change of $30,000 added for the cost of the Family Medical Leave
• Act (FMLA) administration that is included as part of the new short term disability insurance
program. Line item amounts have been adjusted to reflect recent expenditure patterns.
Revenues are up $14,381,489 over the current year. Property taxes are budgeted at
$71,116,616, up $14,931,650. 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 ambulance stations ($23,700). Oil and gas
leases are down $1,500,000 due to an accounting change. Recovery of indirect costs is
$900,000, and revenues from Urban Renewal Authorities (URA) are budgeted at $493,941 for
Brighton URA and $4,087 for South Firestone URA. Other smaller revenues are stable with
little change. Total revenues are $75,428,289.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board adopted the policy effective July 1, 2012, that the Social Services
Fund will be charged the full costs of the indirect costs from the Countywide Cost Plan done
annually. Under federal regulations (OMB A-87) the amount charged per the 2011 Cost Plan for
2013 will be $1,552,763. The revenue amounting to 33% of cost allocation ($512,412) from the
federal government previously deposited in the General Fund will be deposited in the Social
Services Fund. The impact will be an increase in Overhead revenue of$1,097,263 for 2013.
Tax incentive credits were approved for Owens-Illinois ($108,508), Praxair ($6,648) and
• Specialty Products ($1,461)for a total of$116,617. All other items approved as recommended.
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 BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY 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
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