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Home My WebLink About20113221.tiff COUNTY OF WELD 2012 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Barbara Kirkmeyer, Chair Sean P. Conway, Pro-Tern William F. Garcia, Commissioner David E. Long, Commissioner Douglas Rademacher, Commissioner BY THE DIRECTOR OF BUDGET DONALD D. WARDEN December, 2011 WIDc. TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 16 STRATEGIC PLAN 19 POINTS OF ISSUE AND POLICY MATTERS: 2012 BUDGET PLAN 49 2012 BUDGET STRATEGY 53 2012 BUDGET CALENDAR 56 Explanation of Overview of Budget and Management System 57 Overview of Budget and Management System 59 Hierarchy of Budget Information 60 Budget Process 61 2012 Guidelines 62 2012 Special Budget Instructions 64 2012 Program Issues 66 Significant Changes in Policy from Prior Years 67 Budget Policies 68 Long Range Financial Policies 69 Revenue Policies and Assumptions 71 Specific Revenue Assumptions of Significant Revenue 72 Major Revenue Historical Trends and Analysis 75 Policy Directions 77 Explanation of Individual Funds 79 Significant Budget and Accounting Policies 82 Capital Improvement Policy 84 Investment Policy 86 Fund Balance and Reserve Policy 87 Organizational Responsibility for Budget Units 88 Policy Matters/Points of Issue with Fiscal Impact 91 EMPLOYEE SALARY SCHEDULE AND BENEFITS: 2012 Salary and Benefit Recommendations 93 2012 Other Benefits 94 Position Authorization Changes Due to 2012 Budget 95 SUMMARY OF FUNDS: Graph - -All Funds Revenue 97 Graph - -All Funds Expenditures 98 Graph -- Mill Levy 99 2012 Summary of Fund Balances 100 2012 Summary of Major Revenues and Expenditures 102 2011 Estimated Summary of Major Revenues and Expenditures 104 2010 Actual Summary of Major Revenues and Expenditures 106 PAGE SUMMARY OF FUNDS (CONTINUED): Governmental Funds -2010 -2012 Summary of Estimated Financial Sources and Uses 108 2011 Assessed Values to be Used for 2012 Budget 110 Net Program Cost 111 Summary of 2010 Allocated Costs Applicable for 2012 113 Seven Year Trend Data: County Expenditures 114 Beginning Fund Balance 115 Weld County - Organizational Chart 116 Summary of County Funded Positions 117 GENERAL FUND: Graph -- General Fund Revenues 121 Graph -- General Fund Expenditures 122 Seven Year Trend Data: General Government 123 Public Safety 124 Health and Welfare 125 Narrative Fund Summary 126 Summary of Revenue 128 Summary of Expenditures 130 Office of the Board 132 County Attorney 134 Public Trustee 136 Clerk to the Board 138 Clerk and Recorder: Recording/Administration 140 Elections 142 Motor Vehicle 144 Treasurer 146 Assessor 148 County Council 151 District Attorney: Seven Year Trend Data 152 Budget Unit Summary 154 Juvenile Diversion 157 Victim/Witness Assistance 158 Finance and Administration 159 Accounting 161 Purchasing 163 Human Resources 165 Transportation 168 Planning and Zoning 171 Buildings and Grounds 176 Information Services 178 Geographical Information System 181 Printing and Supplies 183 PAGE GENERAL FUND (CONTINUED): Sheriffs Office: Seven Year Trend Data 185 Budget Unit Summary -All Departments 186 Sheriff Administration 196 Sheriff Operations 198 Traffic Enforcement 200 Sheriff's Contract Services 202 Sheriff's Office Ordinance Enforcement 204 Regional Forensic Laboratory 206 Victim Advocate Services 208 Multi-Jurisdictional Drug Task Force 210 North Jail Complex 212 Centennial Jail 214 Contract Jail Space 215 Communications- County Wide 216 Communications System Development 219 Criminal Justice Information System 220 Coroner 222 Pre-Trial Services 224 Community Corrections 227 Building Inspection 230 Noxious Weeds 234 Office of Emergency Management 236 General Engineering 238 Missile Site Park 240 Parks and Trails 242 Airport 243 Senior Programs 244 Waste Water Management 245 Developmentally Disabled 246 Mental Health 248 Child Advocacy Center 249 Transfers: Retirement 250 Human Services 251 Health Department 252 Economic Development 253 Building Rents 254 Non-Departmental 256 Retiree Health Insurance 257 Community Agency Grants 258 Extension Service 260 County Fair 262 Veteran's Office 263 Island Grove Building 264 Contingency (Salary) 265 iii PAGE PUBLIC WORKS FUND: Graph -- Public Works Revenues 267 Graph -- Public Works Expenditures 268 Graph -- Seven Year Trend Data 269 Narrative Fund Summary 270 Concerning Local Accountability for Money Used for Highway Purposes 272 Construction Bidding for State-Funded Local Projects 273 Summary of Revenue 274 Summary of Expenditures 275 Summary—All Departments 276 Administration 277 Trucking 279 Motor Grader 281 Bridge Construction 283 Maintenance Support 285 Other Public Works 287 Mining 289 Pavement Management 291 Grants-in-Aid to Cities and Towns 293 Non-Departmental Revenue 294 Contingency (Salary) 295 SOCIAL SERVICES FUND: Graph -- Social Services Revenues 297 Graph -- Social Services Expenditures 298 Graph -- Seven Year Trend Data 299 Fund Narrative 300 Estimated Revenue 302 Mandated Programs 303 Summary of Revenue 304 Summary of Expenditures 305 Summary—All Departments 306 Cost Containment/Revenue Generation Strategies 312 County Administration 313 Non Program Revenue 315 Other Programs 316 Child Support Administration 318 Temporary Assistance to Needy Families 320 Aid to Needy Disabled 322 Child Care 324 Old Age Pension 326 Child Welfare and Administration 328 Core Services 330 LEAP Program and Administration 332 General Assistance 334 iv PAGE PUBLIC HEALTH AND ENVIRONMENT FUND: Graph -- Health Fund Revenues 337 Graph -- Health Fund Expenditures 338 Graph -- Seven Year Trend Data 339 Narrative Fund Summary 340 Summary of Revenue 342 Summary of Expenditures 344 Budget Unit Summary -All Departments 345 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 AM Single Entry Point 388 AAA (NCMC) 389 MA (VALE) 390 AAA (State Funds) 391 Part E Family Caregiver Support 392 Supplemental Foods 393 Community Services Block Grant 394 v PAGE SPECIAL REVENUE FUNDS: Narrative Summary of Special Revenue Funds 395 Conservation Trust Fund: Summary of Revenue 396 Summary of Expenditures 397 Budget Unit Summary 398 Contingency Fund: Summary of Revenue 401 Summary of Expenditures 402 Budget Unit Summary 403 Emergency Reserve Fund: Summary of Revenue 404 Summary of Expenditures 405 Budget Unit Summary 406 Solid Waste Fund: Summary of Revenue 407 Summary of Expenditures 408 Budget Unit Request Summary- Code Enforcement 409 Budget Unit Fund Summary 410 CAPITAL FUNDS: Graph - - Seven Year Trend 412 Narrative Fund Summary 413 Summary of Revenue 414 Summary of Expenditures 415 Budget Unit Summary 416 Long Range Capital Projects Five-Year Plan 417 PROPRIETARY FUNDS: Narrative Summary of Funds 459 Paramedic Services Enterprise Fund: Summary of Revenue 460 Summary of Expenditures 461 Budget Unit Summary 462 IGS - Motor Pool Fund Summary of Revenue 465 Summary of Expenditures 466 Budget Unit Summary - Motor Pool Administration 467 Budget Unit Summary - Motor Pool Equipment 469 IGS - Health Insurance Fund: Summary of Revenue 472 Summary of Expenditures 473 Budget Unit Summary 474 vi PAGE PROPRIETARY FUNDS (CONTINUED): IGS - Insurance Fund: Summary of Revenue 476 Summary of Expenditures 477 Budget Unit Summary 478 IGS - Phone Services Fund: Summary of Revenue 480 Summary of Expenditures 481 Budget Unit Summary 482 Weld County Finance Authority: Budget Unit Summary 484 GLOSSARY 485 SUPPLEMENTAL DATA: Operating Indicators by Function/Program 497 Consumer Price Index 498 Upstate Colorado: Demographic Profile 505 Largest Employers 509 Weld County Map 510 COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR: Population Distribution 511 Taxable Assessed Value by Type 512 Revenue Sources 513 Primary Sources of Revenue 514 Primary Revenue Sources (Normalized to Population) 515 Parcel Counts 516 Property Tax per Parcel 517 Citizens Served per County Employee 518 Support Functions per 1,000 Employees 519 Finance Support Functions per 1,000 Employees 520 Planning & Zoning/Building Inspection FTE per 10,000 Unincorporated Pop 521 Treasurer FTE per 100,000 Population/100,000 Tax Notices 522 Assessor FTE per 100,000 Population/10,000 Parcels 523 Clerk & Recorder FTE per 100,000 Population 524 Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations 525 District Attorney FTE per 100,000 Population 526 Sheriff Office FTE per 100,000 Population 527 Sheriff Patrol FTE per 100,000 Unincorporated Population 528 vii a Wilk COLORADO VIII GP, GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2011 President Executive Director 1 46tit1 lURe COLORADO DEPARTMENT OF FINANCE AND ADMINISTRATION Kitt4 PHONE: (970) 356-4000, EXT.4218 FAX: (970)352-0242 1150 O STREET P.O. BOX 758 GREELEY, COLORADO 80632 COLORADO December 14, 2011 Weld County Board of Commissioners 1150 O Street Greeley, CO 80631 Board Members: The Weld County 2012 Final Budget for operations and capital outlay totals a gross amount of $181,945,893 with a net of $177,968,323 when interfund transfers are excluded. The Internal Service Funds total an additional $25,608,514. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$104,011,852 anticipated fund balances of$66,145,000, and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $90,117,557. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK As we approach 2012 we find ourselves facing somewhat mixed economic indicators and possibly new challenges that are different than past economic growing and recovery cycles following a recession. The economy continues to struggle with burdensome forces related to the recent recession, such as high levels of private and public debt, high unemployment, the loss of wealth, tight credit markets, the real estate market decline, and heightened uncertainty. However, there are economic conditions that continue to be favorable, such as strong manufacturing activity, sustained export growth, and the solid financial condition of many businesses, especially large corporations. Due to these positive indicators and because of the economy's resiliency, the economy is expected to continue to grow despite the headwinds. Growth for both Colorado and the nation will be constrained over the next few years as the negative factors are likely to persist and weigh on the economy. Colorado and Weld County are well positioned for the future due to our diverse economic base and skilled workforce. Entrepreneurship and innovative activity are strengths of the Colorado 3 economy. These strengths will eventually lead the state to stronger sustained growth. However, in the meantime, the economy will have to navigate its headwinds, as well as heightened risks. These risks include the threat of sustained price increases, increased financial instability, and a rise in interest rates, all of which pose forecast risks to the downside. The new historic drive for political change across parts of North Africa and the Middle East has created unrest. As this unrest spreads, concerns about future oil supplies have driven the price of oil from under $90 per barrel to over $105. As we plan for 2012, we are assuming that the price of oil will remain high, but fairly steady, over the next few months and then gradually settle back under $90 as conditions in that part of the world stabilize. Many economists believe there is enough momentum in the economy that recent oil increases, by themselves, should not derail the recovery. With a new Congress in place, the focus is on deficit reduction through spending cuts. As efforts to pass continuing resolutions and a budget package have shown, agreement in this area will be hard to attain. Some deficit reductions are occurring automatically as the 2009 stimulus provisions expire, and lower troop commitments abroad should lead to slower growth in defense spending. We can anticipate moderation in non-defense discretionary spending as well, but spending cuts in entitlements may be difficult politically. Spending and revenue imbalances at the state and local levels nationally will likely be an impediment to economic growth over the forecast horizon. At the national and state level jobs are being added and recent economic projections indicate that job growth will continue into 2012. Weld County led the state of Colorado in new job growth by percentage in 2010. There was a 1.8% increase in employment in Weld County in 2010. Weld's increase was followed by Denver at 1.1%, Fort Collins at 0.7%, and Boulder at 0.4%. Weld County's qualified workforce, low property taxes, natural resources, and strategic location make Weld County an area that is positioned for sustained opportunity going forward. Agriculture is Weld County's heritage, and food processing is a logical adjunct. In addition, Weld County leads all of Colorado in the number of active oil and gas wells. With the recent locations of wind and solar equipment manufacturers, Weld County is a regional center for the new energy sector. Other sectors like business services and logistics continue to grow. Excitement related to exploration of the Niobrara shale formation in northern Weld County remains high, driving several significant job-creating projects in Weld County. o Halliburton broke ground on a 150,000 sq. ft. facility in Fort Lupton on March 18. Although the company has not yet disclosed how many new jobs will be created with the project, initial indications are that it will be in the hundreds. The City of Fort Lupton is in the process of extending water and sewer to the Halliburton site - a project that will open development opportunities for hundreds of acres along the utilities' path. o Chesapeake Oil, the nation's second-largest natural gas company, announced that it closed on 800,000 net oil and natural gas leasehold acres in the Denver- Julesburg (DJ) and Powder River Basins in northeast Colorado and southeast Wyoming. The company expects to have as many as 10 drilling rigs operating in the area by the end of 2011, 20 by the end of 2012, and perhaps 40 at full operation. Each rig represents as many as 100 direct jobs. o Noble Energy will construct a 66,000 sq. ft. field operations office in Greeley. The new facility will house up to 300 field and management jobs. o Anadarko will construct a new 42,000 sq. ft. building in Evans to accommodate new growth. The company expects to double its existing local workforce of 200. 4 The housing market impacts the economy substantially and is closely linked with the business cycle. Home construction remains at historically low levels. Home values affect personal saving rates and can influence national saving and investment. Home values can also affect consumer spending considerably. A strong recovery in the housing sector is necessary in order for a more robust recovery in the broader economy. Unfortunately, this is unlikely in the near future. Nationally and locally, the number of foreclosed properties continues to depress prices and will likely hamper the housing recovery. Nationally, 13 percent of all living units are vacant. According to a recent CoreLogic negative equity report, 19.8 percent of all Colorado residential properties with a mortgage were in negative equity at the beginning of 2011. Meanwhile, the projected rise in interest rates poses a risk because it would make homes less affordable, which would negatively affect the housing recovery. Building permits for all types of property remain low statewide and in Weld County. The state economist is forecasting that building activity will drop another 3.3 percent in 2011, before increasing a slight 1.3 percent in 2012. The state's economist projects rising food, fuel, and clothing prices will continue to increase in the Denver-Boulder-Greeley CPI in 2011 to 3.6 percent. Also, a lower rental vacancy rate may push rents higher, which will also contribute to growth in the CPI. Due to expectations for continued expansionary monetary policy, the weaker dollar, and continued worldwide demand for commodities, the CPI should be in the 2.8 to 3.3 range through 2013. The outlook for the economy is particularly murky at this time given the risks to certain fundamental aspects of the economy. Overall price levels have turned upward recently, and further increases will weaken the economy. Consumers, businesses, and government will have to spend more on goods they need, leaving less for investments needed to help the economy grow. Further, rising prices create uncertainty, which would further dampen economic activity. The unrest in the large oil-producing region of North Africa and the Middle East and the heightened worries about the debt crisis in Europe are adding to the uncertainty. The challenge will be limited growth in the foreseeable future. This may hinder Weld County's ability to invest in the community or invest in County employees for the next few years. Our challenge will be to leverage any savings to meet inflationary costs, mandated increases and employee investments. FOR THE FUTURE As the 2012 budget was developed we are told that the "Great Recession" is over and better times are right around the corner. While we all hope this is the case, unfortunately this not yet true for either Weld County government or for the citizens that we serve. We all continue to struggle with diminished resources and greater needs. Many people in Weld County remain unemployed, real estate values remain somewhat soft, and rates of individual bankruptcies and home foreclosures remain high. For our county government we have seen demand for service grow in the areas of human services caseloads and health services. At the same time our resources have dropped in areas, such as state and federal revenues. Property tax revenues have grown only in the last three years due to oil and gas production and energy price increases. 5 As with any budget, we are very dependent upon state and federal support. Since the start of this recession we have sustained a decline in state revenues. The state support for many programs has reached new lows. This partnership with the state was once one of the pillars of our financial foundation. Economists at the University of Denver's Center for Colorado's Economic Future are projecting that Colorado's economy is expected to come back in 2012, but even with several years of robust growth that may follow, the state budget will not grow fast enough to keep up with the demands of schools, prisons, and health care for the poor. The same economists have concluded that the state budget faces a persistent structural imbalance. Based upon their forecasts, all the growth in state revenues will be consumed by schools, Medicaid and corrections for the foreseeable future and beyond this decade. The state has a structural problem where spending expectations exceed revenue expectations. We must now face the new reality that county governments in Colorado will have far less state funding in the future. At the federal level, stimulus money has come to an end. In Washington both political parties are calling for action to get the nation's fiscal house in order. Although there is disagreement on the specifics of how to reduce federal spending, there is agreement that federal spending must be reduced to control the federal deficit. The federal government cannot continue to be financed with borrowed money at the level it has been. A predictable result is that federal spending for social programs and aid to state and local governments will shrink. Impending budget cuts at the state and federal level mean that local government will need to change the way it works. We all must recognize that in this challenging economy, citizens and businesses are strapped to meet their obligations and there is little or no appetite on the part of voters to raise taxes at any level of government. Weld County government must continue to prepare a budget that reflects the new fiscal reality with reduced resources and rising demands. There is no quick or dramatic or imminent recovery on the horizon. This new fiscal reality is not temporary, but a permanent change. Weld County elected officials, managers, and employees must continue to make every effort to maintain service levels, but to do so with declining resources will demand resourcefulness. We will need to rethink and realign many of our services in order to continue to address public safety, health needs, human services demands, job creation, community aesthetics, growth, and infrastructure requirements without asking for additional tax dollars. Because of this recession, we have leveraged our county workforce talents and examined every county program to make it through the recessionary period. During this recessionary period it has been all about sustainability and leveraging resources for continuation of excellence. As we look to the next phase of this economic cycle, the current recession has taught us that sustainability is a necessary but insufficient condition to ensure the ongoing health of a local government. A sustainable system is balanced, but an external shock (like a severe economic downturn) can unbalance the system and perhaps even collapse it. Local governments will continue to face serious challenges from outside, including, but not limited to, economic adjustments, natural disasters, and important policy changes by other levels of government, i.e. state and federal budget reductions. As such we must strive to help Weld County, as an organization, go beyond sustainability to a system that is adaptable and regenerative - in a word - resilient. The Government Finance Officers Association (GFOA) is calling for local governments to become "financially resilient". A financially resilient organization is adaptable to changing conditions, regenerative in the face of setbacks, and produces superior value for constituents. Long-term financial planning is a closely related concept to financial resiliency, but also involves a strategic intent that is shared by all the organization's leaders of how the organization's capabilities should develop so as to remain effective in the future. Strategic intent is not a plan 6 or set of authoritative decisions. Rather, it represents an institutional argument about how the organization seeks to create value for the public over the long run. As one examines the characteristics of a resilient local government, Weld County, as an organization, possesses many of those characteristics. Weld County has developed solid mission, vision, and value statements. Strong financial policies have been adopted and have been followed for a number of years. Strong Board of County Commissioner's polices are in place and understood with respect to how the organization will be run. This gives the governing board the confidence that allows for the empowerment of managers and employees in their respective departments. This empowerment at the departmental level allows departments to identify issues, analyze them, and develop strategic solutions. It also fosters departmental managers taking on more responsibility for their budgets, and most importantly, fostering a strategic framework for creating value for the public through the government programs Weld County delivers. Financially resilient local governments are distinguished by the adoption of a policy supporting a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets, financial policies, and service policies. In resilient local governments, long-term financial planning is institutionalized in the governance of the organization; this leads to consistent decisions. Financial policies are the cornerstone to the financial well-being of the organization because they help preserve good practices through changes in elected officials and top management personnel. Weld County has long had these financial policies in place. Another characteristic of a resilient local government is having healthy fund balances and reserves in place, with strong policies that create those reserves for specific purposes. This preserves the credibility of the reserve system. The reserves are there for a widely understood and agreed upon reason, not as a slush fund to be raided without a good reason. Weld County has fund balances and reserves that approach over one-third (33%) of our operating budget. The ratio of Weld County's fund balance and reserve level to annual expenditures is one of the highest of any local government in the nation. Most local governments have reserves in the 5 to 15 percent range. Weld County's fund balance and reserve levels give the County a great deal of security and flexibility to deal with changing environments, downturn in economic conditions, or any serious fiscal challenge. Weld County has demonstrated our financial resilience the last three years by dealing with the volatility of our property tax revenues, declining state revenues and the severity of the current economic downturn at the same time. As a resilient government, when we were caught in a financial and economic decline, we quickly recognized it and reacted by updating our strategic plan, continually monitored the environment for change, and maintained open communication with departments and the governing board so corrective actions could be taken. This is an ongoing process and part of the Weld County corporate culture. As a resilient organization, Weld County has been good at using forecasts to identify the parameters within which to develop and execute strategies, rather than trying to "predict" the future. All departments are involved in regularly reviewing the environment they operate in and helping diagnose strategic issues. The involvement of the elected officials and departmental managers in strategic diagnosis promotes informed and realistic decision making in the county. All Weld County departments put a great deal of effort into their long term plans. Resilient governments connect their long term financial planning with all the long term plans to increase the quality of their forecasting and strategic diagnosis. For example, in Weld County the Comprehensive Land Use Plan suggests long-range transportation and facility requirements 7 that must be coordinated and taken into account when developing long range financial capital funding plans. This process has allowed Weld County to accommodate the capital and transportation needs of the County without incurring any long term debt. Financial resiliency is essential to continuing a consistent program of public service despite the current volatile economic environment. As many local governments across the country struggle to develop the characteristic of being a resilient government, Weld County can be proud that as a county government we have achieved financial resiliency and have realized the benefits of no long term debt, good strategic planning, and a soft landing in the current recession. Most importantly, though, Weld County has been able to maintain the trust and confidence of our constituents and continue to create value for the public through government action and programs. Weld County government has survived the most severe economic downturn in the last 70 years, and we have done so in a fashion of teamwork, collaboration, and a focus on sustaining our core services while planning for the future. Will the future be easy? No, but we are confident it will improve and we are committed to continuing our mission so all Weld County citizens are proud of their county government and pleased with the county services provided to them. GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions, including General, Special Revenue, Capital Expenditures, Internal Service, and Enterprise Funds, total $194,129,409 in 2012, an increase of 6.21 percent over 2011, primarily in property taxes and miscellaneous revenues. The amount of revenue from various sources and the changes compared to 2011 are shown in the following tabulation: 2011 2012 Increase Revenue Sources 2011 Percent 2012 Percent - Decrease Amount of Total Amount of Total from 2011 Property Taxes $78,371,679 42.9% $90,117,557 46.4% $ 11,745,878 Other Taxes 8,016,000 4.4% 8,140,000 4.2% 124,000 Licenses and Permits 1,850,500 1.0% 2,237,550 1.2% 387,050 Intergovernmental Revenues 45,638,182 25.0% 41,358,545 21.3% -4,279,637 Charges for Services 5,836,057 3.2% 5,332,890 2.7% -503,167 Paramedic Fees 5,646,856 3.1% 6,230,000 3.2% 583,144 Miscellaneous Revenue 6,785,768 3.7% 8,537,353 4.4% 1,751,585 Fee Accounts 7,722,000 4.2% 8,317,000 4.3% 595,000 Internal Service Charges 22,906,223 12.5% 23,858,514 12.3% 952,291 TOTAL $182.773.265 100.0% $194.129.409 100.0% $ 11.356.144 Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal Services, and Enterprise Funds total $203,576,837 for 2012, which is an increase of 5.22 percent over 2011. The amounts by function and the increase over 2011 are as follows: 8 2011 2012 Increase 2011 Percent 2012 Percent -Decrease Expenditure Sources Amount of Total Amount of Total from 2011 General Government $ 27,377,959 14.1% $ 29,603,298 14.5% $ 2,225,339 Social Services 28,564,500 14.8% 26,697,167 13.1% -1,867,333 Road and Bridge 27,110,957 14.0% 32,570,248 16.0% 5,459,291 Public Safety 39,210,086 20.3% 41,627,280 20.4% 2,417,194 Human Services 9,372,035 4.8% 7,344,889 3.6% -2,027,146 Health 8,269,631 4.3% 8,371,193 4.1% 101,562 Capital 6,800,000 3.5% 7,600,000 3.7% 800,000 Public Works 1,891,263 1.0% 1,972,097 1.0% 80,834 Contingency 12,800,000 6.6% 14,000,000 6.9% 1,200,000 Miscellaneous 699,591 0.4% 699,591 0.3% 0 Culture and Recreation 903,999 0.5% 885,876 0.4% - 18,123 Auxiliary 419,168 0.2% 419,705 0.2% 537 Paramedic Services 5,646,856 2.9% 6,176,979 3.0% 530,123 Internal Services 24,406,223 12.6% 25,608,514 12.6% 1,202,291 TOTAL $ 193.472.268 100.0% $203.576,837 100.0% $ 10,104.569 Enterprise Operations: The County's only enterprise operation is the Paramedic Service. The Paramedic Service is a county-wide advanced life support emergency medical service. The program is totally supported by fees. The operation anticipates nearly 18,000 calls in 2012 and generated revenue of$6,230,000. Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2012 program is funded at $7,600,000, with $7,200,000 from property tax, $100,000 from capital expansion fees, and $300,000 from interest. Anticipated projects include $2,350,000 for the communications system upgrade, $250,000 for upgrades of Public Works facilities, and $900,000 for special projects. A carry- over beginning fund balance of $3,300,000 is anticipated, and $7,400,000 ending reserve fund balance for the future jail expansion ($6,200,000) and Downtown Greeley land reserve ($1,200,000) is anticipated at the end of 2012. Debt Administration: The County continues to have no bonded indebtedness. The passage of HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of the assessed valuation of the county. Thus, Weld County maintains over a $160 million allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of Participation Bonds for the construction of the Correctional Facility were paid off on the call date of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local jurisdictions that can make that claim. Cash Management: Cash temporarily idle during the year will be invested in time deposits ranging up to 180 days to maturity. Interest earned on investments of cash held by the County Treasurer will be recorded as revenue in the General Fund, with the exception of interest attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust Funds, and the interest earned on certain deposits held for other taxing authorities. The amount of interest anticipated in 2012 is $1,764,500. 9 The County's investment policy is to minimize credit and market risks while maintaining a competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository insurance or collateralized. All collateral on deposits is held either by the government, its agent, or a financial institution's trust department in the government's name. Risk Management: During 2012, Weld County will continue to be a member of Colorado Counties Casualty and Property Pool, therefore, all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be provided via a state approved self-insurance program. Mill Levy: The mill levy will be 16.804, unchanged from last year. The assessed value for the 2012 Budget is $5,362,863,410, which is up $698,992,948, or 15 percent over last year. The assessed value for vacant land is down $24.9 million, or 23 percent. With the reappraisal, residential is down $51.2 million, or 4 percent; and commercial property is down $13.6 million, or 2 percent. Agricultural property is up $16.2 million, or 16 percent; industrial is up $5.5 million, or 2 percent; natural resources is up $0.45 million, or 4 percent; and State assessed property is up $22.8 million, or 4 percent. The major increase is in oil and gas, up $765.5 million, or 46 percent, which is due to price and production being up after a prior year of lower energy prices. There is an actual value increase of new construction of$225.3 million, or 1.1 percent. Employee Compensation Pay: For the 2012 budget, a salary increase of 2 percent to Weld County employees is included. Employees will get step increases for longevity and performance. Health insurance rates are anticipated to go up 10 percent for 2012. Health coverage will be provided by CIGNA on a partially self-insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option. Retirement costs will increase 3.5 percent overall, based upon the Board's policy to fully fund the Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each year. Fund Balances: County fund balances continue to remain very healthy, with an anticipated $66,145,000 to begin 2012. This remains at one of the highest levels in many years. The strong fund balance figures have been achieved through conservative budget practices and the high assessed value from oil and gas revenues. The ending fund balances are projected at $56,697,572. However, the ending fund balance is actually understated because the Contingency Fund and Emergency Reserve Fund are appropriated, thus not showing up in the ending fund balance figure. These two amounts are not anticipated to be spent in 2012, and if no emergencies or unforeseen events happen, the amounts should be in the ending fund balance. There is no fund balance earmarked in the 2012 budget. All other fund balance amounts are undesignated. With the above projection, ending fund balances should be $70,697,572. 10 MAJOR FACTORS IMPACTING THE 2012 BUDGET The major factors impacting the 2012 budget continue to be related to the slow economic recovery. As consumer costs for fuel, utilities, and food continue to rise, high unemployment, and as homeowners face mortgage foreclosure situations, more Weld County citizens are being placed in a position of requiring assistance. Food Assistance and Low Income Energy Assistance (LEAP) caseloads have continued to experience significant increases in the past year. The department anticipates growth in Old Age Pension (OAP) over the next decade due to the number of citizens that are reaching retirement age. As cited earlier, another area of concern is the continued State of Colorado budget crisis with the drop in sales tax and income tax resulting from the economic slowdown. Many of the County's programs are dependent upon our funding partnership with the State. As the State seeks to balance its budget the County can expect cuts to state programs impacting the County until the economy and state revenues improve. Growth and development activity directly, or indirectly, related to oil and gas exploration seems to be the main economic driver in the majority of positive economic activities in Weld County. The County has seen several compressor stations, injection wells, and other oil and gas support and service industries seeking permits. Given the commitments of the large oil and gas companies in Weld County, the County seems primed to see considerable long-term investment and development in the oil and gas arena. A major impact to the County's budget planning the last three years has been the volatility of the assessed value associated with oil and gas assessed values. Oil and gas assessed values for the 2011 budget, due to the drop in commodity prices in 2009, were down over 40 percent over the prior year. However, oil prices in 2010, stabilizing at their historical levels of over $75 per barrel, resulted in a 46 percent increase in the assessed value for oil and gas for the 2012 budget. In addition, new energy discoveries in northeastern Weld County could bode well long-term for oil and gas production in the area. While the growth in the County's assessed value and economic stimulus of the energy industry in Weld County is positive, the downside is the County has had to add $4,000,000 to the Public Works budget in both 2011 and 2012 for the Haul Route Program (HARP). HARP has been developed, in conjunction with the energy industry, to identify haul routes that need to be improved to accommodate heavy hauling traffic, address safety issues, and improve roads impacted by the oil and gas industry's heavy hauling on county roads due to the new exploration. Despite the low activity in residential building in the unincorporated part of the County, several factors may be pointing towards an uptick in activity: 1) According to the Colorado Division of Housing, vacancy rates in the Greeley area are as low as they have been in a decade, at 3.8 percent; 2) The Greeley area has, by far, the lowest median sales price when compared to its peers — Loveland and Fort Collins (source: IRES MLS); and 3) According to Upstate Colorado 1,261 new jobs were created and $877 million in capital investment occurred in 2010. With economic recovery cautiously returning, it remains challenging to predict 2012 economic growth. However, with Weld County's continuing energy development, population growth and position in regard to affordable housing, it may be only a matter of time before activity begins to rebound. Given these indicators to Weld County's economic growth and recovery, there is reason to be cautiously optimistic about the economic future of Weld County. The General Fund is funded at the level of $78,508,097 up $5,008,385. Without including adjustments for health insurance costs, the retirement increase, cost of living, and salary step 11 increases, the budget for general government functions is up $1,436,869. The County Attorney's Office is up $55,523 for the addition of one more Assistant County Attorney to deal with the added workload of the office. Staff in the County Attorney's Office has not been increased for a number of years. Election costs are up $552,557 since in 2012 there will be a Primary and a Presidential Election with anticipated high voter turnout. The District Attorney's budget is up $62,987 due to the upgrading of the classifications of two Deputy DA III to Deputy DA IV ($21,900) and the addition of a White Collar Crime Investigator starting July 1, 2012 ($39,087). Human Resources department is up $38,887 to fund the Wellness Coordinator full-time, versus half-time. The Building and Grounds budget increased by $543,540, because of the additional maintenance costs of the new Administration Building and increased utility costs caused by higher energy prices. The Planning Department is up $76,348 with the request for an additional code enforcement position due to the department's workload from zoning complaints. Transportation decreased by $306,495 due to the elimination of the Medicaid broker function, Medicaid transports, and no longer delivering congregate meals. Information Services has increased $330,140 with $120,140 attributed to the 3.5 percent inflationary factor in the ACS contract and $150,000 additional resources for capital equipment. GIS is up $78,040 to acquire new aerial imagery in 2012 for portions of the county. The Assessor's budget is down $41,724 due to some staff restructuring and reduced postage costs ($25,000) since 2012 is a non-reappraisal year and Notice of Values do not have to be mailed. Clerk and Recording is up $34,526 for copier supplies to accommodate all the oil and gas lease activity in the county. Public safety functions are up $1,051,726 in the budget. The Sheriff increased costs in the recommended budget by only $27,034. The Sheriff made a major organization change mid-2011 that fundamentally changed the upper command staff and mid-management and realigned work groups and activities to improve span of control. The changes did not result in a change in the total number of FTE's, but did save $3,964 in personnel costs. Staff and personnel costs were shifted among the various budget units in the Sheriff's Office. In the North Jail budget significant costs have been deferred another year by continuing to hold the total secure jail bed capacity at 630 beds, which is down from 683 in 2010. Inmate census trends indicate the 630 bed capacity should be adequate in 2012; however, approximately $1,500,000 in deferred jail cost is not a permanent cost savings, since additional staff and capacity will be needed in the future. Medical costs have been reduced by $138,014 due to contract cost being lower in 2011 than anticipated and the contractor is willing to leave the contract rate the same for 2012. The Coroner's Office is up $82,726 for the cost of an additional Deputy Coroner, with the mid-year restructuring of the office to assign more administrative duties to the Chief Deputy that was promoted to the Coroner. The Community Corrections budget is up $290,065 with all costs being offset by state revenues. Justice Services is up $39,944 to add a position to help create an adult diversion services program in conjunction with the District Attorney's Office. Building Inspection has added an additional inspector to handle the added workload from all the oil and gas well inspection activity for an increase of $77,348. Communication's costs are up $324,675 primarily due to the salary adjustments for the dispatcher positions paid through the IGA with the City of Greeley. Other changes include Engineering, which is down $22,268 due to consultant contracts and lower engineering costs for projects. The General Fund's subsidy to the Public Health Department is up $255,242 due to health insurance costs and anticipated salary increases. An increase of $2,195,185 is included for other General Fund departments' health insurance costs, retirement increases, and anticipated salary increases of 2 percent in 2012. Retirement costs will increase 3.5 percent overall based upon the Board's policy to fully fund the Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each year. 12 The budgeted appropriations for Public Works, in 2012, total $32,570,248 up $5,459,291. Municipal share back is funded at $1,452,940. Budget reflects a 10 percent increase in health insurance costs. 2012 salary increases are funds for step increases due employees in 2012, and a 2 percent salary adjustment increase this budget a total of $363,207. The overall Public Works budget has been impacted $885,247 due to the increase in fuel costs. The Other Public Works budget is up $4,905,575 based on the Capital Improvement Plan (CIP). $4,000,000 has been added for the Haul Route Program (HARP). Contract payments decreased $396,000 for CIP projects. Strategic Roads increased $1,021,575 based on CIP projects which include the grant match for the Union Pacific Railroad (UPRR) grant on CR 80 ($135,000), and the intersections of CR's 49 and 54 ($65,000), CR 55 and SH 392 ($925,575), and CR's 60.5 and 53 ($169,000). Strategic Road ROW and utility costs include funds for the intersections of CR 55 and SH 392 ($61,500) and CR's 60.5 and 53 ($50,000). Grants decreased $80,000, as there will be no bridge grants in 2012. ROW Purchases and utility relocations increased $360,000 based on CIP projects which include the project at CR 23/SH 392 ($250,000), CR 28-7/9.5 ($30,000) and Bridge/Road at 42/29A ($70,000). Pavement Management is funded at an increased level of $192,274, with $3,100,000 included for asphalt purchases. Overtime within the department has been reduced, where possible. Seasonal staffing is maintained at the current level. Other operating budgets for road and bridge maintenance are funded at near the 2011 funding level. With some operational economies to offset fuel costs the current service level should be able to be maintained with the funding recommended. The total Social Services Fund budget is $26,697,167. The programs are funded by property tax of $9,995,400, and state and federal funds of $16,787,167. Social Services is down $1,867,333 from 2011 primarily due to the Building Healthy Marriages program's five year grant expiring September 30, 2011. This program was funded at $2,395,000, in 2011. The Department continues to pursue innovative programs to avoid, or reduce, the duration of clients' need for services. While this may, in some cases, drive greater costs in the current year, it is anticipated that these measures will enable the Department to avoid costs in future years. As mentioned earlier, as consumer costs for fuel, utilities, and food continue to rise, high unemployment, and as homeowners face mortgage foreclosure situations, more Weld County citizens are being placed in a position of requiring assistance. Food Assistance and Low Income Energy Assistance (LEAP) caseloads have continued to experience significant increases in the past year. Quality 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. The demand for Child Welfare services continues to expand in Weld County, as it has throughout the State. The Department is continuing to seek out and encourage the provision of services, with their associated costs, early in the involvement with families, in order to avoid the need for more costly services as the involvement continues. Working with the Inter-agency Oversight Group, the Department has moved toward a policy of utilizing local placement options for children, whenever possible, to increase parental involvement and to decrease case-worker travel costs. The need for Supervised Visitations has become a significant issue in recent years. The Department continues to participate in State-wide discussions regarding the method used to allocate available Child Welfare appropriations among counties. The emphasis is on providing counties with a better understanding of the model, so that we may use this knowledge in making programmatic decisions in such a way that they both provide high quality services to 13 the citizens of Weld County and maximize our opportunity for available funding. Weld County is anticipating an over-expenditure of its Child Welfare allocation in excess of $4,000,000. This over-expenditure will be partially mitigated by the usage of excess Federal funds earned, but will require the infusion of additional property tax revenue to fully absorb. The Human Services Fund is funded at $7,133,434 for 2012, which is down $2,032,508, or 22.18 percent, from the previous year, primarily in the area of Jobs programs ($618,662) and Supplemental Foods ($1,428,630). Regarding Supplemental Food, the department has requested that the Colorado Department of Human Services (CDHS) contract directly with the Weld Food Bank for the reimbursement of these services, thus removing the County as a middle-man in the process. The change in administration will have no impact on the amount of food commodities that clients will receive in Weld County. Community Services Block Grant is down $99,270. Area Agency on Aging programs are up $42,443, or 1.9 percent. Senior Nutrition is up $35,511, or 8.4 percent. Other programs are stable with little change. On the revenue side of the budget, property taxes are budgeted at $90,117,557, the maximum amount under the Weld County Home Rule Charter's property tax limitation and TABOR. Revenue from interest earnings are down $1,050,000 at $1,400,000 for 2012 due to lower interest rates. Oil and gas leasing revenue is up $750,000 due to commodity prices and new drilling activity. Planning and Building Inspection fees are up $350,000 primarily due to all the oil and gas activity in the County. Intergovernmental revenues are up $506,726 primarily due to increased Community Correction grants of $290,065, and tax increment financing district reimbursements are up $132,338. Charges for Services are down $414,092 due Elections revenue from coordinated elections being down $140,000 and a drop in revenues from Transportation. The Treasurer's fees are anticipated to be up $150,000. Revenue from Clerk and Recorder fees are up $450,000 as vehicle sales have recovered and increased oil and gas recording activity. In addition HB 10-1007 increased revenue due to uniform filing fees, and a portion of the State vehicle emissions fee is retained by the county. All these factors have contributed to the jump in Clerk and Recorder revenue projections for 2012. All other revenues are relatively stable with little change. The resources for Public Works in 2012 total $51,394,191, which includes a fund balance of $22,800,000, in addition to the revenue shown in the budget. Property tax is set at $6,987,191. Specific ownership tax is estimated to be $6,330,000, the same as 2011. Regular HUTF is at $8,040,000 due to people driving less and more fuel efficient vehicles. However, with the passage of SB09-109, Weld County will receive $1,810,000 from the added HUTF revenue resulting from this new legislation. Total HUTF will be $9,850,000, up $320,000. Other revenues include $1,792,000 from transportation impact fees. Permit revenues are budgeted at $400,000. Motor vehicle registration fees are up $50,000, and grazing fees are up $10,000. Federal mineral lease revenues are down $200,000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects. In 2012, the district is funding $790,000 in oil and gas haul route projects. The $790,000 is budgeted in other revenues from project reimbursements. Other revenues from project reimbursements total $2,717,000 which is up $1,882,000. Transportation impact fees are budgeted at $1,792,000. There is also a grant of $135,000 from Union Pacific Railroad for the crossing improvement on WCR 80. Severance tax is budgeted at $1,810,000 up $210,000 for 2012. In accordance with the policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities. 14 During the last three 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 2012 Proposed Budget contains adequate resources to provide a level of service similar to 2011. The County will continue to focus on improving service and communication with our citizens within our resources. Demands in many areas continually exceed resources available. To serve the growing needs in the county, we will continue to explore possibilities for improved efficiency while maintaining excellence in service. Many uncertainties face county governments like Weld County, as we all deal with the worst economic conditions in a generation. The State of Colorado faces significant budget problems and the federal government continues to wrestle with a major deficit issue. Many tough decisions associated with implementation of programs, and how they are to be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully, this budget document has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials, department managers, and employees in recognizing the problems and issues confronting the County and responding with creativity and understanding. The County, as a whole, also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the County, and we pledge our commitment to continue to provide the best in county services possible. Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado. More information may be found on Weld County's website at www.co.weld.co.us. Very truly yours, Donald D. Warden, Director Budget and Management Analysis 15 ABOUT WELD COUNTY Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area. The third largest county in Colorado, Weld County has an area greater than that of Rhode Island, Delaware and the District of Columbia combined. The climate is dry and generally mild with warm summers, mild winters and a growing season of approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South Platte River and its tributaries, the Cache lal'ilmin....1 Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the county on the east. POPULATION There are 31 incorporated towns in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half the county's population. Generally, most of the remaining population resides within a 20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated. HISTORY Major Stephen H. Long made an expedition to the area now known as Weld County in 1821. He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a government expedition came through the general area; the next year a member of that party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the 1930's by the State Historical Society. The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861. Weld County was named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat. During the first 16 years of Weld County's history the county seat was moved from St. Vrain to Latham (three miles east of the present Greeley) to Evans, to Greeley, to Evans again, and finally in 1877, returned to Greeley. A large segment of the Weld County region was settled by people of German descent who migrated from Russia in the early 1900's. Originally they came as railroad workers; many soon worked in the productive beet fields and eventually became prosperous landowners. Weld County's Spanish-surname population began to arrive during the mid 1920's as laborers for the sugar beet industry. 16 Weld County's sugar beet industry began with the building of sugar factories in Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920 by one at Fort Lupton and another at Johnstown in 1926. LIVEABILITY ...""". --; Weld County's liveability is just one of the features that make it a a great place to live. Abundant Colorado sunshine, low humidity, cool !'�'�"'� summer nights, and mild winters provide a climate wherepeople 9 thrive. 116 °'Asti Recreational opportunities are almost endless. Much of Weld County is � within an hour's distance of the majestic Rocky Mountains. Sports fans don't have far to go to cheer for their favorite professional teams in Denver. Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer life on the Colorado plains. The Meeker Museum in Greeley is a national historic site. Fort Vasquez In southern Weld County has an exciting history as an early Colorado trading post. The Greeley Philharmonic Orchestra is one of the oldest symphony orchestra west of the Mississippi. The University of Northern Colorado's Little Theatre of the Rockies is one of America's premier college dramatic organizations. North Colorado Medical Center is a leading public medical facility and the Northern Colorado Oncology Center is a major cancer treatment facility in Colorado. EDUCATION Education has always been an important part of life in Weld County where twelve school districts offer educational _ry opportunities which have earned a reputation for quality. �- Greeley is the home of the University of Northern Colorado, a 4- year university offering bachelors, masters and doctorate degrees to 11,000 students. Aims Community College is a 2- year liberal arts and vocational college in Greeley with a second campus in Fort Lupton. With 3,999 square miles within its borders and a population of over 250,000, Weld County has plenty of room for growth. Its thirty-one incorporated towns offer a variety of lifestyles from urban to rural. To make certain Weld County maintains its quality of life, a comprehensive plan has been developed and implemented. The plan, simply stated, puts the right things in the right places. The result is that Weld County provides an ideal location for corporations, industry and businesses. Most importantly it's a nice place for people. RESOURCES Fertile fields of green can be found in every part County, which ranks as the third leading agricultural area in the United States. Weld County is Colorado's leading producer of cattle, grain and sugar beets. An abundance of water has been important to not only the agricultural community, but also to industrial development. 17 Weld County is the second leading area in Colorado in the production of oil and gas. The county's many abundant resources provide a sound economic base and a secure future for the area. One of Weld County's most valuable resources is its labor force. The people resources provide a healthy labor climate for any corporation or industry. OPPORTUNITY Weld County offers unbounded opportunity for both employers and employees. The available services, recruitability, location, resources and livability make Weld County a desirable place in which to work and live. Weld County has one more important ingredient, a positive attitude toward growth. We love Colorado and we'd love having you here, too. INDUSTRY Numerous industrial sites are located throughout Weld County. Fully developed rail and non-rail parks; undeveloped parcels, many zonedLomme,... -. • and with rail utilities adjacent to the property; a variety of industrial and commercial sites; and availability of both new and renovated 'tprime office space are indicative of this area's attitude towardgrowth. Convenient access to every type of supply artery facilitates } the industrial possibilities in Weld County. Major employers who already call Weld County "home" include: BURRIS COMPANY, INC. CARE STREAM HEALTH CARE HARSH INTERNATIONAL HENSEL-PHELPS CONSTRUCTION ]BS SWIFT BEEF COMPANY KODAK METAL CONTAINER CORPORATION NORTHERN COLORADO MEDICAL CENTER OWENS-ILLINOIS PLATTE VALLEY STEEL ROCHE CONSTRUCTORS STARTEK STATE FARM INSURANCE VESTAS WIND SYSTEMS 18 STRAM4 U C PLiot N • • ,,• • 1- i f. r 7 q• `�. i r, ,.. __ .... .... _. .. STRATEGIC , (--Thf41!". 11PR . ip LAN ... . . . • , . .. ., . , 2012 2010 COLORADO r. _, Sti ff-U' r•h*'', ',ff...i-4may, .i, •L. . 1 r ar-' ? 1It .., , 1vi 'i ..+ 4 1.,z`t. ' t� � t. ',....a,;"..•:,1111'.'-' is .f.'..'.,;r;; L sIP , .� t. ., i%fit a Y't''''',.. V'� t I rill; J`li ` 1 , r •• r_.r.,, .„.,,.. ., . . ..... , ,..,,,,,.,..,.+' ., . . • A.- 1. .4 y• :.}� I I\ ( s { 'it ),,„ :„, ::,!, 1..1 ,, ,,,,,ii,! ,14. , t Y 'j . 1 . t q_ �,; - 19 fit 11 !FAA iBuiL Weld County is a changing and diverse community. Our strategic planning process will provide a methodology to achieve a consensus of what is needed for the future. As such the strategic plan provides Weld County policy makers, managers and employees with a game plan or blueprint that guides decision making towards our shared priorities and a rationale for resource allocation. These plan priorities provide the measuring stick we need to determine if Weld County is fulfilling its responsibilities. Strategic planning also provides for ;) *I. v4 government accountability and continuous improvement. 20 OUR PRIORITY STRATEGIC THEMES These themes guide Weld County towards our vision of the fixture. • Operate in a fiscally responsible and stable manner • Improve the quality life for all residents • Protect the safety and quality of Weld County • Develop and maintain an effective transportation system • Continuously improve the performance and capabilities of Weld County operations by maximizing technology, fostering innovation, and increasing access to and information regarding services • Promote a healthy economy through business development and economic diversification • Promote responsible and comprehensive policy development through effective planning for land use, transportation, and growth management • Protect and preserve our unique environment • Promote cooperation and coordination among all government services 21 OUR VISION FOR THE FUTURE This vision statement ,/ reflects our citizens' ,,expectations p s�. for Weld County government into ` - ' . `- , , ..,. i the future. i4` tft.i!,..' t , 111 „,Ji i GOVERNMENT WORKING FOR YOU! t.'nr �: �t 22 OUR GUIDING PRINCIPLES { These guiding principles are the basic values of every level of Weld County government. They guide the way we make our decisions and carry out our actions eve y 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 . M =. r:0_ 23 TRENDS IMPACTING WELD COUNTY We identified the trend and events that may impact our ability to provide and improve services. Analyzed the strengthens and weaknesses of Weld County government to meet these challenges. The major trends affecting Weld County are: • • Growth And Its • Demographic Impact Chan•es • Changing Economy • 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 begins. 24 TRENDS IMPACTING WELD COUNT Changing Economy The impacts of the credit crisis, housing bubble, and recession are adversely impacting Weld County and all other units of government in the U.S. The consensus among most economists is that the impacts from the credit crisis, housing bubble, and recession will probably take four to five • years at a minimum to stabilize the financial and economic system. This will translate into Weld County having four to five years of difficult financial planning and budgeting to meet the needs of the Weld County Citizens. Weld County has many positives going for it in these tumultuous financial and economic times to deal with the challenges we will face, such as no long term debt, a healthy fund balance,and a diversified local economy and tax base. Weld County is in excellent financial condition compared to most other local governments because for many years Weld County has been fiscally conservative in its approach to budgeting and funding its services and capital programs. With the difficult economic conditions being faced probably for the next four or five years,Weld County managers are going to have continue to find ways to reduce costs and increase program productivity. Weld County government's trends of being more creative and innovative to make better use of resources -- human, financial, and technological-- must continue. It is only through improved practices and approaches that services are maintained and public confidence in government is enhanced.Weld County's budget strategy for the next five years must continue to use the proven methodologies which have allowed the county to successfully deal with past budgets. Looking at future strategic approaches must continue as Weld County is challenged by these new economic times. 25 TRENDS IMPACTING WELD COUNTY - 4 4.#: ' f.r '''''•.;',..:z Demographic Changes ¶ . As growth has occurred the demographics of Weld County have changed.The Weld County population is much more diversified than it was even a decade ago as in migration has added to the ethnic diversity with the growing Latino population, and even recently a large community of Somalia immigrants. Weld County's changing demographics are evident in the shift from a rural charter to a more and more urbanized population.The age of the population is shifting in Weld County,as it is nationwide with aging baby boomers. All these demographic changes impact the kind of services provided, the manner in which they are provided, and the service levels. It will fall upon Weld County's elected officials and managers to find more creative and innovative solutions to better use the limited resources of the county to maximize delivery of services to the more diverse citizenry of Weld County. il 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. 26 TRENDS IMPACTING WELD COUNTY Transporta ton Growth in the county has put an ever increasing demand on county services and the county's infrastructure. The growth has increased the use of county roads and created congestion on several county roadways that need to be mitigated.Although the county has made tremendous progress the last twenty-five years in improving the over all condition of county roads and bridges, the growth is adding a whole set of new problems. The character of many county roads in the Greeley-Windsor area and Southwest part of the county have changed from rural roads to urbanized roads due to traffic volume demanding a higher capacity and level of services. Even though the county has increased funding in this area and imposed a traffic impact fee in these areas, additional investments will have to be made in the future to keep the transportation system at an acceptable level. • 27 Weld County's 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 x,. 28 Weld County's Strengths, Weaknesses, Opportunities and Challenges Identified. OFFOR T UNITES 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 29 STRATEGIC AREA PLANS OVERVIEW 11 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 30 STRATEGIC AREA: PUBLIC SAFETY 31 STRATEGIC AREA: PUBLIC SAFETY • Mission Statement: To seek justice, promote public safety and fight for our community. (District Attorney) o Goal PSDA 1: Systematic reduction of gang violence in our community. o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County. o Goal PSDA 3: Reduction of recidivism of changed offenders. o Goal PSDA 4: Increase communication with the public and other customers of the District Attorney's Office. o Goal PSDA5: Reduction of paper files and duplicated date entry efforts. • Mission Statement: Provide excellent customer service, improve quality of life, and protect the constitutional rights of all people. (Public Safety Bureau) o Goal 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. 32 • Mission Statement: To provide excellent customer service, improve quality of life, and protect the constitutional rights of all people. (Offender Supervision Bureau) o Goal PSOSB1: To accept and lawfully hold prisoners in a safe,humane, and wholesome environment that return people to the community better, or no worse, than they arrive. o Goal PSOSB2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre-adjudication options to secure custody. • Mission Statement: The Weld County Regional Communications Center will provide professional public safety communications support to the agencies we serve as we work together to preserve and improve the quality of life for our citizens. This is accomplished through the prompt, efficient and accurate collection and dissemination of information. (Weld County Regional Communications Center. o Goal PS 1: To answer 100% of 911 calls within 15 seconds. o Goal PS2: To provide a responsive, proactive, medico-legal investigation in an efficient and compassionate manner. (Coroner) • Mission Statement: To support and improve the functions of our criminal justice system by providing innovative and cost-effective services and/or programs to those functions; enhancing public safety and quality of life of our citizens; and creating opportunities for the individuals processed by our justice system to demonstrate their potential as contributing, responsible members of our community. (Community Corrections) o Goal PS-3: Provide safe, constructive and less expensive alternatives to use of jail and prisons; promote an accountable, coordinated justice system that focuses on present and future needs of Weld County. 33 STRATEGIC AREA : HUMAN SERVICES 34 STRATEGIC AREA: HUMAN SERVICES • Mission Statement: We are an innovative organization that provides comprehensive and responsive services to the Weld County community, always exceeding performance expectations. o Goal HHS1: To continuously strengthen services and support innovation that leads to a culture that empowers people to improve their quality of life. o Goal HHS2: Develop and deploy consistent performance management approaches across the Human Services Depaitinent. o Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human Services Department. o Goal HHS4: To prepare for the future by identifying appropriate actions to external threats that may impact the Department of Human Services. o Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service programs to any person inside and outside of the organization on a continuous basis. o Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all employees and partners of the Department of Human Services. o Goal HHS7: Assist in providing veterans access to eligible state and federal benefits to meet their needs. 35 STRATEGIC AREA: HEALTH SERVICES 36 STRATEGIC AREA: HEALTH SERVICES • Mission Statement: In partnership with the communities we serve, Weld County Department of Public Health and Environment preserves, promotes and protects the health and environment of the residents of Weld County. (Department of Public Health and Environment) o Goal HS 1: To improve the health of our diverse communities by assuring individuals, families, and communities gain greater control of factors that influence their health. o Goal HS2: To assure dignified access to necessary, appropriate, affordable, continuous, and timely health care, including wellness and prevention services o Goal HS3: To lessen adverse public health impacts of chronic and communicable diseases, land use developments, and disasters. o Goal HS4: To enhance our organization's effectiveness by continually monitoring our performance and evaluating our programs. • Mission Statement: To provide the highest professional quality, cost-effective mobile health care service to all of our customers. (Paramedic Services) o Goal HS5: Maintain and improve billing/collection process to ensure operating revenue as Enterprise Service. o Goal HS6: Provide < 9 minute emergency response times 90% of the time or greater within the City of Greeley; provide < 20 minute emergency response time 90% of the time or greater in rural Weld County. o Goal HS7: Provide < 20 minute routine response times 90% of the time or greater to all areas of Weld County. o Goal HS8: Provide hospital door to intervention times of < 90 minutes to all cardiac alert patients within Weld County. 37 STRATEGIC AREA: TRANSPORTATION 38 STRATEGIC AREA: TRANSPORTATION • Mission Statement: To provide an efficient rural transit system throughout Weld County to citizens with public transit needs. (Transit) o Goal TT1: Maximize the use and efficiency of the existing transit system on a County-wide basis. • Mission Statement: To design, build, and maintain safe and economical roads and bridges, buildings, and other facilities for the safe and efficient use by the citizens of Weld County and others. (Public Works Administration) o Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the Public Works Department. • Mission Statement: To design, build and maintain safe and economical roads and bridges, buildings and other facilities for the safe and efficient use by the citizens of Weld County and others. (Public Works Mining) o Goal TPW2: To perform mining, crushing, and screening of aggregate materials and recycled asphalt. • Mission Statement: To design, build, and maintain safe and economical roads and bridges, buildings, and other facilities for the safe and efficient use by the citizens of Weld County and others. (Public Works Bridge) o Goal TPW3: To repair and replace bridges, construct capital improvement projects, assist with snow removal on road system and county parking lots, install and replace culverts and cattle guards and perform tree removal/trimming in county right of ways. • Mission Statement: To designs, build, and maintain safe and economical roads and bridges, buildings, and other facilities for the safe and efficient use by the citizens of Weld County and others. (Public Works Grader) o Goal TPW4: To provide for the maintenance of 2,400 miles of gravel roads. 39 • Mission Statement: To design, build, and maintain safe and economical roads and bridges, buildings, and other facilities for the safe and efficient use by the citizens of Weld County and others. (Public Works Trucking) o Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and asphalt road construction and overlay projects. Clear paved roads of snow and ice. • Mission Statement: To design, build and maintain safe and economical roads and bridges, buildings, and other facilities for the safe and efficient use by the citizens of Weld County and others. (Weld County Maintenance Support) o Goal TPW6: Assure safe travel for the general public by maintaining clearly marked and signed roads and bridges; assist in plowing of snow from county parking lots and roads; install and maintain snow fence in selected areas of the county. • Mission Statement: To design, build and maintain safe and economical roads and bridges, buildings, and other facilities for the safe and efficient use by the citizens of Weld County and others. o Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted services as assigned. o Goal TPW8: Provide engineering services including design, development, inspections, and all phases of highway engineering, bridge engineering and construction inspection and testing. o Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious weed control) on County property and assist land owners with compliance with the law through public education and assistance. 40 STRATEGIC AREA: ECONOMIC DEVELOPMENT 41 STRATEGIC AREA: ECONOMIC DEVELOPMENT • Mission Statement: Create a region with a healthy and sustainable economy that creates wealth, preserves the quality of life, and improves the standard of living for area residents. Focus on facilitating and attracting investment, creating new job opportunities, stimulating income growth and expanding the local community tax base. o Goal EDl: Encourage the expansion of existing businesses and the location of new industries that will provide employment opportunities in Weld County. o Goal ED2: Support and facilitate public and private economic development efforts that are consistent with the Goals and Policies of Weld County. o Goal ED3: Structure land use policies and regulations so they encourage County- wide economic prosperity and economic growth. o Goal ED4: Recognize and promote specific places and resources in Weld County that can uniquely support economic development. o Goal ED5: Maintain relevant economic data that is specific to Weld County and which complements other sources of similar information. o Goal ED6: Expand economic opportunity for local residents, businesses and governments by building and diversifying the primary job base in Southwest Weld County. 42 STRATEGIC AREA: LAND USE 43 STRATEGIC AREA: LAND USE • Mission Statement: To work with the citizens of the County, the board of County Commissioners, and the Planning Commission to plan for the future development of Weld County in a manner that protects and enhances the quality of life for its citizens o Goal LU1: Increase effectiveness by maintaining regular communication with the public, outside agencies, County departments, the County Planning Commission, and the County Commissioners, providing information about land use issues and responding to requests for research. o Goal LU2: Plan for the long-term development of the County to ensure efficiency of services, to promote economical infrastructure investments, and to promote positive connections to community among citizens. o Goal LU3: Develop and maintain fundamental land use tools, for use by the Planning Services Department, the County at large, and Weld County citizens. • Mission Statement: To promote quality, well planned development, while respecting the agricultural tradition, by cultivating and maintaining positive relationships with our greater community, so that quality of life and property values are maintained for County residents, businesses and property owners through a coordinated and cooperative planning process. (Current Planning Development Services) o Goal LU4: Provide consistent, quality, well planned rural and urban planning and development, and transportation development services. • Mission Statement: To ensure Weld County citizens are provided professional, friendly and quality customer service. To safeguard life, health, property and public welfare by regulating the construction, use and occupancy of buildings by fairly and uniformly administering and enforcing the Building Codes as adopted by Weld County. (Building Inspection) o Goal LU5: Ensure safe construction throughout unincorporated Weld County. o Goal LU6: Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors, and builders through education. o Goal LU7: Maintain quality, professional and timely site inspections 44 STRATEGIC AREA: ENABLING STRATEGIES 45 STRATEGIC AREA: ENABLING STRATEGIES • Mission Statement: To provide expertise and resources to support and facilitate excellent public service delivery. (Office of the Board) o Goal ES 1: Enable County departments and its service partners to deliver quality customer service. o Goal ES2: Enhance community access to reliable information regarding services and County government issues. o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and department heads. (County Attorney) o Goal ES4: To improve service, increase efficiency and provide greater information access and exchange between the County Commissioners and the citizens of Weld County. (Clerk to the Board) • Mission Statement: To ensure the process of recording and maintaining permanent records which are accessible to the public. (Clerk &Recorder- Recording) o Goal ES5: Ensure statutory requirements and regulations governing the recording, indexing, imaging and electronic archiving. To be accountable and responsible to the public's needs. Ensure that the citizens receive professional, timely and quality service at all times. • Mission Statement: To ensure the process of elections is open, error free, convenient and accessible to all eligible voters. (Clerk& Recorder - Elections) o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Vote Center voting, Mail-In Ballots, Early voting or Provisional voting. Register all voters that have a desire to vote and allow them to cast a ballot at the time of the election. Provide a Vote Center that is organized, safe and free of influence. Maintain a staff of highly-trained professionals who have the responsibility for the administration of the election office and all duties charged to the office. o Goal ES7: Ensure every motor vehicle is properly titled and registered according to current Colorado laws. To be accountable and responsible to the public's needs within the guidelines of the law. Ensure that the citizens receive professional, timely and quality service at all times. (Clerk& Recorder - Motor Vehicle) o Goal ES8: To provide County treasury and tax collection services in the most accurate, efficient and cost-effective manner possible. (Treasurer) 46 o Goal ES9: Correctly discover, list, value and defend values for property taxes for Weld taxing authorities. (Assessor) o Goal ES10: Ensure the financial viability of the County through sound financial management practices. (Finance &Administration) o Goal ES11: Deliver on promises and be accountable for performance. (Finance & Administration) o Goal ES12: Ensure the financial accounting of County funds is accurate (Accounting) o Goal ES13: Ensure the timely acquisition of "best value" goods and services while maintaining integrity and inclusion (Purchasing) o Goal ES 14: Attract, develop and retain an effective diverse and dedicated team of employees. (Human Resources) o Goal ES15: Plan, construct, and maintain well-designed County facilities in time to meet the needs of Weld County. (Building & Grounds) • Mission Statement: To provide expertise and resources to support and facilitate excellent public service delivery. (Information Services & GIS) o Goal ES16: Capitalize on technology to improve service, increase efficiency and provide greater information access and exchange. o Goal ES17: Deliver timely, high quality, and cost-effective printing and supply services to County departments (Printing &Supply) • Mission Statement: To provide phone services expertise and resources to support and facilitate excellent public service delivery. (Phone Services) o Goal ES18: Capitalize on phone technology to improve service, increase efficiency and provide greater phone access and exchange. o Goal ES19: To provide quality, sufficient, and well-maintained county vehicles to county departments. (Motor Pool) 47 COLORADO POI NTS OF 1SSL'tE ANt> POL1 M.41 tRS _ 2012 BUDGET PLAN As we enter the 2012 budget process we are told that the "Great Recession" is over and better times are right around the corner. While we all hope this is the case, unfortunately this not yet true for either Weld County government or for the citizens that we serve. We all continue to struggle with diminished resources and greater needs. Many people in Weld County remain unemployed, real estate values remain somewhat soft, and rates of individual bankruptcies and home foreclosures remain high. For our county government we have seen demand for services grow in the areas of human services caseloads and health services. At the same time our resources have dropped in areas, such as state and federal revenues, and our property tax revenues have only grown in the last three years due to oil and gas production and price increases. As with any budget, we are very dependent upon state and federal support. Since the start of this recession we have sustained a decline in state revenues. The state support for many programs has reached new lows. This partnership with the state was once one of the pillars of our financial foundation. Economists at the University of Denver's Center for Colorado's Economic Future are projecting that Colorado's economy is expected to come back in 2012, but even with several years of robust growth that may follow, the state budget will not grow fast enough to keep up with the demands of schools, prisons, and health care for the poor. The same economists have concluded that the state budget faces a persistent structural imbalance. Based upon their forecasts, all the growth in state revenues will be consumed by schools, Medicaid and corrections for the foreseeable future and beyond this decade. The state has a structural problem where spending expectations exceed revenue expectations. We must now face the new reality that county governments in Colorado will have far less state funding in the future. At the federal level, stimulus money has come to an end. In Washington both political parties are calling for action to get the nation's fiscal house in order. Although there is disagreement on the specifics of how to reduce federal spending, there is agreement that federal spending must be reduced to control the federal deficit. The federal government cannot continue to be financed with borrowed money at the level it has been. A predictable result is that federal spending for social programs and aid to state and local governments will shrink. Impending budget cuts at the state and federal level mean that local government will need to change the way it works. We all must recognize that in this challenging economy, citizens and businesses are strapped to meet their obligations and there is little or no appetite on the part of voters to raise taxes at any level of government. Weld County government must continue to prepare a budget that reflects the new fiscal reality with reduced resources and rising demands. There is no quick or dramatic or imminent recovery on the horizon. This new fiscal reality is not temporary, but a permanent change. Weld County elected officials, managers, and employees must continue to make every effort to maintain service levels, but to do so with declining resources will demand resourcefulness. We will need to rethink and realign many of our services in order to continue to address public safety, health needs, human services demands, job creation, community aesthetics, growth, and infrastructure requirements without asking for additional tax dollars. 49 Because of this recession, we have leveraged our county workforce talents and examined every county program to make it through the recessionary period. During this recessionary period it has been all about sustainability and leveraging resources for continuation of excellence. As we look to the next phase of this economic cycle, the current recession has taught us that sustainability is a necessary but insufficient condition to ensure the ongoing health of a local government. A sustainable system is balanced, but an external shock (like a severe economic downturn) can unbalance the system and perhaps even collapse it. Local governments will continue to face serious challenges from outside, including, but not limited to, economic adjustments, natural disasters, and important policy changes by other levels of government, i.e. state and federal budget reductions. As such we must strive to help Weld County, as an organization, go beyond sustainability to a system that is adaptable and regenerative - in a word resilient. The Government Finance Officers Association (GFOA) is calling for local governments to become "financially resilient". A financially resilient organization is adaptable to changing conditions, regenerative in the face of setbacks, and produces superior value for constituents. Long-term financial planning is a closely related concept to financial resiliency, but also involves a strategic intent that is shared by all the organization's leaders of how the organization's capabilities should develop so as to remain effective in the future. Strategic intent is not a plan or set of authoritative decisions. Rather, it represents an institutional argument about how the organization seeks to create value for the public over the long run. As one examines the characteristics of a resilient local government, Weld County as an organization, possesses many of those characteristics. Weld County has developed solid mission, vision, and value statements. Strong financial policies have been adopted and have been followed for a number of years. Strong Board of County Commissioner's polices are in place with respect to how the organization will be run and are understood. This gives the governing board the confidence that allows for the empowerment of managers and employees in their respective departments. This empowerment at the departmental level allows departments to identify issues, analyze them, and develop strategic solutions. It also fosters departmental managers taking on more responsibility for their budgets, and most importantly, fostering a strategic framework for creating value for the public through the government programs Weld County delivers. Financially resilient local governments are distinguished by the adoption of a policy supporting a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets, financial policies, and service policies. In resilient local governments, long-term financial planning is institutionalized in the governance of the organization. This leads to consistent decisions. Financial policies are the cornerstone to financial well-being of the organization because they help preserve good practices through changes in elected officials and top management personnel. Weld County has long had these financial policies in place. Another characteristic of a resilient local government is having healthy fund balances and reserves in place with strong policies that create those reserves for specific purposes. This preserves the credibility of the reserve system. The reserves are there for a widely understood and agreed upon reason, not as a slush fund to be raided without a good reason. Weld County has fund balances and reserves that approach over one-third (33%) of our operating budget. The ratio of Weld County's fund balance and reserve level to annual expenditures is one of the highest of any local government in the nation. Most local governments have reserves in the 5 to 50 15 percent range. Weld County's fund balance and reserve levels give the county a great deal of security and flexibility to deal with changing environments, downturn in economic conditions, or any serious fiscal challenge. Weld County has demonstrated our financial resilience the last three years by dealing with the volatility of our property tax revenues, declining state revenues, and the severity of the current economic downturn at the same time. As a resilient government, when we were caught in a financial and economic decline we quickly recognized it and reacted by updating our strategic plan, continually monitoring the environment for change, and maintaining open communication with departments and the governing board so corrective actions could be taken. This is an ongoing process and part of the Weld County corporate culture. As a resilient organization, Weld County has been good at using forecasts to identify the parameters within which to develop and execute strategies, rather than trying to "predict" the future. All departments are involved in regularly reviewing the environment they operate in and help diagnose strategic issues. The involvement of the elected officials and departmental managers in strategic diagnosis promotes informed and realistic decision making in the county. All Weld County departments put a great deal of effort into their long term plans. Resilient governments connect their long term financial planning with all the long term plans to increase the quality of their forecasting and strategic diagnosis. For example, in Weld County the Comprehensive Land Use Plan suggests long-range transportation and facility requirements that must be coordinated and taken into account when developing long range financial capital funding plans. This process has allowed Weld County to accommodate the capital and transportation needs of the county without incurring any long term debt. Financial resiliency is essential to continuing a consistent program of public service despite the current volatile economic environment. As many local governments across the country struggle to develop the characteristic of being a resilient government Weld County can be proud that as a county government we have achieved financial resiliency and have realized the benefits of no long term debt, good strategic planning, and a soft landing in the current recession. Most importantly, though, Weld County has been able to maintain the trust and confidence of our constituents and continues to create value for the public through government action and programs. As we embark on the preparation of the 2012 budget, we must continue our strategic planning process and our budget processes that have made Weld County a financially sound local government. With the decline in residential and commercial property values, it is not anticipated with the reappraisal of properties this year that the assessed value of Weld County will grow significantly. Any increase in property tax revenues realized from increased oil and gas assessed values will most likely have to be devoted to backfill the loss in state grant funding. Fortunately, we have planned for the reappraisal's impact on property tax revenues and state budget cuts by not fully utilizing all of the property tax capacity we had available in the 2011. The nearly $3 million in property tax carry over from 2011, coupled with the slight grow in assessed values from oil and gas will allow us to fund the 2012 budget at the same level as 2011, even with the reductions of state funding, the added costs of the 2012 Presidential election, increased energy costs, and increased health insurance rates. During the economic down turn and challenging fiscal times, Weld County has called upon our employees to share in the solution by not being granted any cost of living pay increases for two years. Fortunately, the Consumer Price Index for the area has not increased measurably during the last two years. We have tried to minimize the financial impact by avoiding some of the 51 actions that other local governments and the state have had to take, such as large layoffs, furlough days, pay reductions, and employee benefit "give backs". Weld County has still granted longevity and merit increases and provided increased employer contributions to health insurance so that employees would have no "net pay" decrease the last two years. Until all the budgets are presented, the state finalizes its budget, there is more clarity on the impacts of the federal budget cuts, and the assessed value is finalized, there is no decision regarding any salary adjustments. In the Final Budget the decision was made to grant a cost of living amount for 2012. By using our sunset review process we will continue to look at every new vacancy that arises as an opportunity to further realign staff resources. Our employees have risen to the challenge of finding new ways to provide current services and work above and beyond their job descriptions to help their fellow employees throughout the organization. In addition, we have solicited cost savings suggestions from all employees and we are grateful for their ideas. Departments acted upon many of their ideas that range from a few dollars to hundreds of dollars. Finally, as we put together the 2012 budget, parts of our financial plan and the related key services will be dependent upon state funding assumptions. We must all commit ourselves to work with our legislative delegation to craft budgets which will maintain appropriate levels of state support for programs and mandates the state has placed upon us and to use these resources to maximize their impact to the citizens of Weld County. Weld County government has survived the most severe economic downturn in the last 70 years, and we have done so in a fashion of teamwork, collaboration, and a focus on sustaining our core services while planning for the future. Will the future be easy? No, but we are confident it will improve and we are committed to continuing our mission so all Weld County citizens are proud of their county government and pleased with the county services provided them. 52 2012 BUDGET STRATEGY The budget strategy uses proven methodologies of dealing with past budgets and looking at future strategic approaches. The budget is based upon the following assumptions and approaches: ➢ No local property tax initiative will be approved by the voters and the 16.804 mill levy cannot be raised without political fallout in these economic times. ➢ In the 2012 budget request, any net county cost increase in a budget unit must be offset with a corresponding decrease in a department's total budget. ➢ Unless a change is legally mandated, the county's share of partnership programs will not increase, it will decrease wherever possible. Local dollars will not displace federal or state reductions. ➢ Program managers and the public will be made aware of the proposed service reductions as soon as possible. ➢ Early warning sessions will be held in September addressing budget issues identified early in the process. ➢ All county departments and offices will receive a set target amount for 2012 before budget preparations begin. ➢ A target of ten percent off the 2011 budget base will be uniformly applied to all budget units. ➢ Fringe benefits will be left at the current level of benefit. ➢ No salary adjustments will be included in the requested budget. The Board will determine any salary adjustments above the 2011 level in the Final Budget process. Any Department Head or Elected Official justifying to the Board a higher salary for a class unique to that department or office should include the additional salary within the assigned target budget amount. ➢ Any 2012 classification upgrades will be treated like new position requests in the budget process, with the department funding any requests within the target amount. ➢ There will not be any recommended increases in staff in the recommended budget to the Board. Increased workload will be absorbed by existing personnel wherever possible through increased productivity. ➢ Outside agencies will be treated like county departments, since most provide contractual services. 53 ➢ New or expanded mandates will be absorbed within the 2012 target amount by all budget units. ➢ Additional program options outside the overall budget plan will be proposed for Board consideration. Staff will explore the options as directed by the Board, and these options will be topics of discussion at the public work sessions and hearings. ➢ Self supporting budgets will float at the 2011 funding levels. ➢ A review of all discretionary programs will be done by the Department Head or Elected Official and the Board. ➢ All vacant positions in 2012 will follow the "sunset review" process to determine if the position needs to be filled. ➢ Resources for new activities will come from increased productivity and termination of existing activities wherever possible. No new non-mandated programs will be proposed without proportionate cutbacks in other programs. ➢ All user and service fees will be examined and recommendations made for increases or other adjustments to match the cost of providing such services. ➢ As 2012 budget requests accommodate or are integrated with long term program strategies, they will be highlighted. The budget strategy will permit Weld County to cope with the new fiscal and program challenges faced in 2012, while accomplishing a balanced budget. The 2012 budget must be structured to attempt, within available funds, to ensure that: ➢ Basic services are funded at adequate levels. ➢ Revenue has been estimated at realistic levels. ➢ Reserves that afford protection for the future are funded. ➢ Productivity improvement programs are continued. ➢ Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. ➢ TABOR Amendment limits will be adhered to in the budget. ➢ Legislative and regulatory changes are accommodated. ➢ GIS, e-government, web based applications and other technologies are employed in cost effective manners in the county. ➢ Population growth and development is planned for and accommodated. 54 ➢ New initiatives associated with the human capital management strategies are accommodated. ➢ Weld County must continue the initiatives required to foster area economic development and to improve the quality of life. ➢ The third year of the 2010-2014 Strategic Plan developed for Weld County in the prior year's budget process must be executed and incorporated into the 2012 budgets of the departments. 55 2012 BUDGET CALENDAR April 25 Board reviews the 2012 budget plan. April 26-30 Director of Budget discusses target budgets and 2012 budget plan with department heads and elected officials. June 17 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance. June 17 Elected officials and department heads submit phone service requests to Phone Services. June 17 Elected officials and department heads submit new position requests and any reclassification requests to Personnel. June 17 Elected officials and department heads submit requests for information services requests to ACS. June 17 Elected officials and department heads submit requests for vehicles to the Controller. July 8 Submit budget request to Director of Budget. July 9 - September 19 Finance office review. September 20 Early warning budget work session and community agency requests. September 20 Budget Message to Board and transmit Proposed Budget to Commissioners. October 25 and 27 Budget work session hearings with Commissioners and elected officials and department heads. November 11 Publish notice of final budget hearing. October 27 - December 13 Prepare final budget. December 14 Public Hearing to adopt mill levy. December 14 Public Hearing on Final Budget, 9:00 a.m. 56 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. 57 The budget and management system is supported by the Banner Accounting System, fiscal control and cost accounting by program, and workload and performance management systems and reports. In summary, Weld County's budget process is virtually a year-around process, combining months of planning, analysis, program and policy review, and constant monitoring. The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end, the budget represents a balance between the political process represented by citizen input, policymakers, county departments and offices, and teamwork. The following two pages show the process graphically. 58 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION (------- alyze Community Needs Develop County-Wide Goals Community Assess Prior Year's Assessment —� Performance Long Range Planning Capital Improvements Review Policy Alternatives Establish General Priorities Establish Fiscal Policy ///r \ • SUPPORT PROGRAM Accounting System (lies Review Program Design Program Performance Define Program Objectives Performance Relate to Present Examine and Evaluate Measurement Alternatives Operations Systems and Reports Revise as Necessary /BUDGETING BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Service Allocate Resources by Delivery Program Area \N„....„,„,...„..... Develop Multi-Year Projections Schedule Action 59 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 60 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. 61 2012 GUIDELINES ➢ There will be no recommended increases in personnel in the recommended budget to the Board. Increased workload should be absorbed by existing personnel wherever possible through increased productivity. ➢ Resources for new activities should come from increased productivity and termination of existing activities wherever possible. No new non-mandated programs should be proposed without proportionate cutbacks in other programs. Any new programs or expansion of existing programs will be highlighted as a policy issue for the Board. ➢ All newly mandated program costs should be clearly identified for the Board. ➢ Unless a change is legally mandated, the county's share of partnership programs should not be increased, the share should be decreased wherever possible. ➢ Methods to maximize manpower avoidance or substitution should be encouraged by all departments through automation, productivity improvements, or cost cutting strategies. ➢ Capital outlay expenses for equipment should only be recommended when the need has been fully justified, the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Motor Pool Contract Administrator for consideration in the budget process. ➢ Budgets are to be prepared on a program basis with submission in a program format, as well as in the normal line item format like 2011's budget presentation. ➢ Salaries should be budgeted at the 2011 level. Any salary increase for a class unique to a department must be absorbed in target amounts. ➢ All user and service fees should be examined and recommendations made for increases or other adjustments to match the cost of providing such services. ➢ Those areas where increased personnel productivity has shown gains in services and/or reductions in cost should be identified. ➢ Target budget amounts will be provided to each department and office. Any amount exceeding the target base will be competing for a small amount of unallocated funds during the budget hearing process in November. Therefore, all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted. Ranking forms will begin at 90% of target, and must be completed by each department. 62 ➢ In reviewing the 2012 budget request, The Director of Budget will develop preliminary recommendations to the Board of County Commissioners. The Director of Budget will ask the same basic questions that, hopefully, each of the departments asked regarding the evaluation of their program activities. These questions concern need and purpose, objectives, departmental priorities and rank, achievements and benefits expected, means, if any for measuring results, consequences of not implementing the request, impact on other agencies or departments, alternative approaches or service level, resources required, means of financing, and whether or not all cost cutting and revenue generating strategies have been applied. ➢ Unless a significant organizational change has occurred, upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2012 budget process. ➢ Use the following budget population data for performance measures: YEAR POPULATION 2010 (Actual) 252,825 2011 (Estimated) 259,400 2012 (Projected) 266,140 ➢ Interns: Any department planning on using interns in the next fiscal year must include any costs associated with the interns in the budget request. Costs should include any salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid-year intern position requests will be approved that have a cost that is not already budgeted in the final budget. 63 2012 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used for submission of your 2012 budget. 1. All budgets (including Enterprise and Intergovernmental Service funds) must be submitted by July 8, 2011. 2. All departments are requested to submit, on or before June 11, 2011, the following items that will be part of your 2011 budget: A. Special Project Request for Building and Grounds projects estimated to be over$5,000. B. Any additional position requests or reclassifications, as outlined in the Budget Manual, to allow Human Resources to assess the need. C. Phone Service Requests for phone changes in 2012. Unplanned moves will only be done if absorbed in the 2012 budget. D. Information Services requests for computer hardware, software, system upgrades or system study. D. New or replacement vehicle requests to the Controller for inclusion in the Motor Pool budget. 3. Salary and fringe benefits will be budgeted at the 2011 level. Any anticipated increase over 2011 level must be absorbed in target amount. 4. For budgetary purposes, please use the 53.50 per mile reimbursement rate in developing your 2012 budget. 5. Any requests for equipment should be submitted as part of your departmental budget request. Once a determination has been made as to whether or not the Board of County Commissioners will approve your request for equipment purposes, the total amount will be moved to a Capital Outlay budget unit as has been the practice in past years. 6. Motor Vehicle Intergovernmental Agreement rates should be ascertained from the Controller for budget purposes. This is necessary because of the varying rates for unique kinds of vehicles, such as ambulances, patrol cars, etc. Fuel costs should be budgeted as follows: unleaded $3.00/gallon, diesel $3.25/gallon, and E85 $3.00/gallon. 7. Any new or replacement vehicles should be discussed with the Controller and a Vehicle Request Form completed. Vehicles being replaced must be identified on the Vehicle Request Form and will be turned in when the replacement arrives in 2012. 8. Postage costs are anticipated to be 450 in 2012. 64 9. The target budget amount provided to your budget unit(s) can only be adjusted after discussing it with the Director of Budget in order to coordinate the overall target amounts. 10. Any amount in excess of the 90% target amount must have an Appropriation Request Exceeding Target Budget Level form and be ranked on the Budget Unit Ranking Form for the regular budget. 11. Any budget unit with project account codes should prepare a worksheet summarizing each account with total comparison to 2012. See Director of Budget for exact format. 12. Any 2012 position classification upgrades will be treated the same as a new position request in the budget process, with the department funding any requests within the target amount. Unless there has been a significant organizational change, reclassification requests made in the last two years and denied by the Board will NOT be reconsidered in the 2012 budget process. 13. Early Warning Budget Hearings will be held in September. 14. As revenues are budgeted, each department should examine whether credit cards should be implemented at the point of sale for the specific service being offered. If credit card services for payment are an option, discuss with the Director of Budget, the manner in which the credit card service fee can be recovered or absorbed in the fee structure in compliance with all legal and credit card service provider requirements. 15. A worksheet showing each line item with five years' history is being provided to show historical expenditure patterns. 16. INTERNS: Any department planning on using interns in the next fiscal year must include any costs associated with the interns in the budget request. Costs should include any salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid-year intern position requests will be approved that have a cost that is not already budgeted in the final budget. 17. The training budget for your department should be delineated in the format per the attached instructions in conjunction with the Human Capital Management Strategy. If, in the development of your budget request, you determine that there are unique requirements or unique situations in your department that affect your budget presentation, please do not hesitate to contact the Director of Budget at extension 4218 to answer questions, or to get approval for variation to the normal procedures outlined in the special instructions. 65 2012 PROGRAM ISSUES + Implement third year of the new Strategic Plan approach. + Fully implement Criminal Justice Planner strategy to coordinate the Criminal Justice System in the county. + Implement new criminal justice computer system. ♦ Identify technology uses to improve services and cost-effectiveness of services. ♦ Continue implementation of e-government strategy. ♦ Complete the upgrading of the towers and county-wide communications system. + Continue to explore revenue and operational options to keep the Paramedic Services a viable and affordable service to the citizens. ♦ Add an additional Zoning Compliance Officer to better respond to zoning violations. ♦ Implement a number of cost containment and strategies to mitigate growing cost of Human Services programs. + Implement an Adult Diversion Services program for adult offenders in Justice Services in coordination with the District Attorney's Office. + Fund a Haul Route Program (HARP) to improve county roads impacted by the energy industry due to new oil and gas drilling exploration. ♦ Have Weld Food Bank contract directly with the state for the Supplemental Foods program, thus removing the county as the middle-man in the process. + Offer both a Preferred Provider Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option to employees and dependent for health insurance coverage. + Retirement costs will increase 3.5 percent overall based upon the Board's policy to fully fund the Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each year. + Office of Emergency Management will be reorganized and moved from the Sheriff's supervision to be under the direct supervision of the Board of County Commissioners effective January 1, 2012. 66 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS • Implement a new criminal justice computer system. • Sheriff's Office will implement a major reorganization to realign work groups and activities to improve span of control. • Implement the third year of new strategic planning process. End the five year grant for Support Healthy Marriages program. Complete the upgrade of the towers and county-wide communication system. • Add an additional Zoning Compliance Officer to better respond to zoning violations. • Execute the restructuring of the Coroner's Office. • Implement a number of cost containment and strategies to mitigate growing cost of Human Services programs. > Continue to operate the new employee health clinic as a means to improve employees' health and contain health care costs. • Implement an Adult Diversion Services program for adult offenders in Justice Services in coordination with the District Attorney's Office. • Fund a Haul Route Program (HARP) to improve county roads impacted by the energy industry due to new oil and gas drilling exploration. • Study in conjunction with City of Greeley the delivery of emergency medical services in the City of Greeley and the county. • Have Weld Food Bank contract directly with the state for the Supplemental Foods program, thus removing the county as the middle-man in the process. • Offer both a Preferred Provider Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option to employees and dependent for health insurance coverage. • Retirement costs will increase 3.5 percent overall based upon the Board's policy to fully fund the Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each year. The County will fund the total 3.5 percent. > Office of Emergency Management will be reorganized and moved from the Sheriff's supervision to be under the direct supervision of the Board of County Commissioners effective January 1, 2012. 67 BUDGET POLICIES The basic budget policies of Weld County are stated in the following forms: • Budget Process • Program Policy Changes/Impacts • County Strategic Objectives • Revenue Policies and Assumptions • Policy Directions • Significant Budget and Accounting Policies • 2012 Budget Guidelines The overall County budget policies are reflected at the program level on each of the "Budget Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact operations, service levels, and/or finances at the program level. In addition, comments on the summaries explain implementation issues and provide goals and workload and performance data for monitoring purposes. The "Budget Unit Summary" has been structured, as follows, to accommodate the governing board and public reader: • Department Description • Resources • Summary of Changes • Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators • Workload Measures • Staff Recommendations NOTE: In accordance with Article IV, Section 4-2(6)(b) of the Weld County Home Rule Charter, 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. 68 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. 69 Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay cash for major projects rather than borrowing. Any existing debt will be retired at the earliest possible time during the life of the debt unless circumstances change significantly. Weld County's debt level, per Weld County's Home Rule Charter and state law, cannot exceed three percent of the current assessed value of the county. The current debt capacity is over $160 million. Debt under the debt limit includes all financial obligations over one year in duration, e.g. general obligation bonds, revenue bonds, certificates of participation, notes, lease purchase agreements, letters of credit, revenue warrants, long term lease obligations, or any other multiple-fiscal year direct or indirect debt or other financial obligation. Obligations for pension plans are excluded under Colorado state law. Stabilization Funds: Weld County maintains a prudent level of financial resources in the form of contingent and emergency reserves, plus adequate fund balances for cash flow, to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. See fund balance policy in policy section of the Budget Message for more details. Operating/Capital Expenditure Accountability: A budgetary control system will be maintained by the Finance Department to ensure accountability and adherence to the budget by restricting the expenditure of funds above the amount appropriated for the spending agency. Monthly financial reports will be available on-line through the accounting system for elected officials and department heads, detailing the progress towards budget compliance. These reports will, at a minimum, compare the current budget and year-to-year revenues and expenditures by department. Contingency Planning: Weld County supports a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets, budget policies, cash management, and investment policies, programs and assumptions that will permit Weld County to deal with future contingencies in a reasonable and responsible way without adversely impacting County citizens. 70 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2012 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 end date. 9. Assume a recovering local economy similar to 2011 with little recovery of residential development. Assume interest rates averaging 1.25 percent throughout 2012. 10. Property taxes are based upon the maximum allowable under Amendment One (TABOR) and the Weld County Home Rule Charter limitation. 11. Assume that unless there is proven evidence to the contrary, federal and state categorical and entitlement grants will continue at the current level of funding. 71 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Where appropriate, the local economic conditions and forward-looking economic indicators have been noted and taken into account in forecasting revenue trends. Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and Amendment One (TABOR) limitation. Although little increase in assessed value growth is anticipated due to the lack of construction activity, the assessed value is anticipated grow significantly due to increased energy prices and new exploration in Weld County. Oil and gas values accounts for nearly 45 percent of the county's assessed valuation. The new historic drive for political change across parts of North Africa and the Middle East has created unrest. As this unrest spreads, concerns about future oil supplies have driven the price of oil from under $90 per barrel to over $105. As we plan for 2012 we are assuming that the price of oil will remain high, but fairly steady, over the next few months and then gradually settle back under $90 as conditions in that part of the world stabilize. Many economists believe there is enough momentum in the economy that recent oil increases, by themselves, should not derail the recovery. 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. Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be flat in 2012 due to lower vehicle sales the last two years that figure into the five year sliding fee schedule. Building Inspection and Planning Permits: Based upon continuation of 2011 land use and construction activity level with 2012 rates applied, with little recovery of residential construction anticipated in 2012. Despite the low activity in residential building in the unincorporated part of the County several factors may be pointing towards an uptick in activity: 1) According to the Colorado Division of Housing vacancy rates, in the Greeley area, are as low as they have been in a decade at 3.8 percent; 2) The Greeley area has by far the lowest median sales price when compared to its peers — Loveland, Fort Collins (source: IRES MLS); and 3) According to Upstate Colorado 1,261 new jobs were created and $877 million in capital investment occurred in 2010. State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level provided by state or federal agency. At the federal level the focus is on deficit reduction through spending cuts. As efforts to pass continuing resolutions and a budget package have shown, agreement in this area will be hard to attain. Some deficit reductions are occurring automatically as the 2009 stimulus provisions expire, and lower troop commitments abroad should lead to slower growth in defense spending. We can anticipate moderation in non-defense discretionary spending as well, and some spending cuts in entitlements. Spending and revenue imbalances at the state and local levels nationally will likely be an impediment to economic growth over the forecast horizon and will most likely result in lower intergovernmental revenues for the county. Police Service Contract: Based on signed contractual agreements. Charges for Services: Charges to special districts and other public entities are based upon signed contracts. 72 Drunken Driving Fines: Based on $30 per offender at anticipated level of 1,020 with two percent waiver rate. Earning on Investments: Calculated on an average earnings rate of 1.25 percent on estimated average daily balances. Based upon Federal Reserve projections interest rates will not change dramatically in 2012. Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral interests owned by Weld County. Increased energy prices and new exploration on county lease should result in added revenues in the future. Rental: All rental income is based upon signed leases. Overhead/A-87 Cost Plan: Revenues based upon the 2010 Indirect Cost Plan approved by the Department of Health and Human Services that results in federal revenue allowable from grants. County Clerk Fees: Calculated on the historical level of activity, and recent legislative changes. Increased oil and gas recording activity in the county is resulting in higher projected revenues in this area over the next 2 to 3 years. Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively constant. Highway Users - Special Bridge: Revenue based upon signed state and federal grant contracts. Motor Vehicle Registration Fees: Based upon a drop in the historical level of activity for fees, due to slower car sales. Vehicle sales are projected to begin increasing over the next 12 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. Health Grants: Based upon contracts signed July 1, 2011. Health Fees: Based upon historical patient/client caseload with 2012 rates applied. With more and more uninsured patients, utilization continues to increase in county clinic due to affordability. Human Resource Grants: Based upon contract funding level as of October 1, 2011. State Lottery: Funded at the current level, with no anticipated legislative changes. 73 Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on projected volume from landfill operators. Paramedic Service Fees: Calculated based upon 2010 - 2011 call volume with no rate increase. Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated expenditures in user departments' budgets. Work Release Inmate Fee: Based upon average of 200 work release inmates per day. Severance Tax: See policy on severance tax direct distribution in Public Works Non- Departmental Revenue (Budget Unit 2000-90100). 74 MAJOR REVENUE HISTORICAL TRENDS AND ANALYSIS DESCRIPTION 2008 2009 2010 2011 2012 Property Taxes $75,033,756 $76,642,132 96,940,646 78,371,679 90,117,557 Other Taxes 7,0303,000 7,475,000 8,030,000 8,016,000 8,140,000 Fees 6,902,500 7,425,300 7,412,000 7,722,000 8,317,000 Intergovernmental 56,366,866 57,304,370 47,121,030 45,638,182 41,358,545 Licenses/Permits 2,211,400 1,893,900 1,860,400 1,850,500 2,237,550 Charges for Services 4,606,876 5,153,111 5,131,355 5,836,057 5,332,890 Internal Services 16,788,922 20,507,205 21,939,772 22,906,223 23,858,514 Paramedic Fees 5,444,053 5,692,558 5,791,647 5,646,856 6,230,000 Miscellaneous 6,383,444 8,214,875 6,285,729 6,785,768 8,537,353 TOTAL REVENUES $180,767817 $190,308 451 $200,512.579 $ 18 26, $ 194129409 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 • -0—Property Taxes c • 60 ■ —II—Intergovernmental 40 �—�y fInternal Service '"" —Other Revenue 20 Ars, r• 0 2007 2008 2009 2010 2011 Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations, which are growth in actual property value, plus cost-of-living. Although little increase in assessed value growth is anticipated due to the lack of construction activity, the assessed value is anticipated grow significantly due to increased energy prices and new exploration in Weld County. Oil and gas values accounts for nearly 45 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 46 percent. 75 Intergovernmental: State and federal revenues have declined with state deficit cutting state funded programs. However, in 2010 revenues dropped 21.6 percent due to lower human services funding levels and the relinquishment of Head Start programs. The drop in 2012 is due to transferring the Supplemental Foods program to the Weld Food Bank, and the end of the five year Building Healthy Marriages Grant. Internal Services: Predictable revenue based on stable usage. OTHER REVENUE TRENDS 12 10 - -41-OtherTaxes 8 —M—Fees c 6 �*4/ airy— —i—Licenses Permits 4 - Charge For Srvs 2 fr A • * — —+--Paramedic Fees 0 I I I I tMiscellaneous 2008 2009 2010 2011 2012 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 begin 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, little recovery of residential construction is anticipated in 2012. Despite the low activity in residential building in the unincorporated part of the County, several factors may be pointing towards an uptick in activity within the next two to three years. The increase in fees is primarily from oil and gas well inspections. Charges for Services: Revenue is predictable based on contracts for service and reimbursable projects. Paramedic Fees: Fees have fluctuated due to volume of calls, and fewer transports due to economy. No rate increase in 2012. Revenues are projected to be up due to the rate change and changing to a bundled rate in 2010-2011. Miscellaneous: Revenue predictable, even though some variation in specific years. Interest revenue is found in this category. Public Works contracts are up $1,882,000 due to reimbursable road projects in 2012. Fines from traffic violations are stable. 76 POLICY DIRECTIONS - Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget submission. Continue revenue maximization policy to support County services to users. - Continue policy of identifying ways to minimize the reliance upon property tax funding. Advocate legislative positions. Examine County programs on a continual basis to maximize productivity and maintain current service levels with current or reduced workforce. - Examine County programs and services to prepare Weld County for continuing financial uncertainties and future limitations. Utilize cost cutting/revenue raising strategies to hold down costs and support County services. This may be accomplished by: Organization assessment Contraction in services Productivity improvement Reprivatization and contracting Automation Energy conservation - Administrative reorganization Innovation/technological transfer Continue position sunset review process to assess the need for any vacated positions. - Utilize a target budget approach with the following features: Identifies County's resource capacity Clearly identifies targets and related reductions Identify proposed non-funding early Allows time to accommodate reductions (employees) - Offers support to managers to eliminate marginal services, less productive employees, etc. Allows board discretion in allocating funds to unfunded programs in critical service areas Targets all offices, departments, and outside agencies - Better reflects County priorities Since limits are known, allows planning of alternative expenditure levels six months before fiscal year begins Constrains growth in existing levels, so high priority requests can be granted while lower priority projects are cut - Examine all user and service fees and make recommendations for increases or other adjustments to match the cost of providing such services. 77 - 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. 78 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES: Funds generally used to account for tax-supported activities. General Fund The General Fund accounts for all financial transactions of the County that are not properly accounted for in other funds. Ordinary operations of the County such as public safety, County administration and other activities financed from taxes and general revenues are reflected in this fund. Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the County which finances specified activities as required by law or administrative action. Public Works Fund: The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Social Services Fund: The Social Services Fund accounts for the various public welfare programs administered by the County. Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition, development, and maintenance of new and existing conservation sites within Weld County. The funds are derived from the Colorado State Lottery. Contingent Fund: The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures. Emergency Reserve Fund: This fund was established in accordance with State Constitution Amendment One (TABOR), passed November 3, 1992. The reserve can only be used for true emergencies as defined by the amendment. Funding level must be one percent of fiscal spending in 1993, two percent in 1994, and three percent in 1995 and fiscal years thereafter. Public Health Fund: The Weld County 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. 79 Human Services Fund: The Human Services Fund accounts for various Federal and State human service grants. Primary funding agencies are DOL, HHS, and CSA. Solid Waste Fund: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites for the purpose of combating environmental problems and for further improvement and development of landfill sites within the County. Capital Project Funds Capital Project Funds are established to account for financial resources used for the acquisition or improvement of the capital facilities of the County. Capital Expenditures Fund: This fund accounts for various capital improvement projects on County property as required by Section 29-1-301, C.R.S., 1973. PROPRIETARY FUND TYPES: Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. Internal Service Funds Internal Service Funds are established to account for goods and services provided to other departments of the County on a cost-reimbursement basis. Motor Vehicle Fund: This fund accounts for the revenue and costs generated by equipment and vehicles rented to the Public Works Fund and to various departments of other County funds. Insurance Fund: This fund accounts for all insurance costs for the County. The program is a combination of insured risks and protected self-insurance risks. Phone Services Fund: This fund accounts for all phone costs provided to the County and other outside agencies on a cost-reimbursement basis. Health Insurance Fund: This fund accounts for the self-insured health, dental, and vision plans offered County employees. Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of county facilities. There are no active leases. The last lease was paid off on August 1, 2007. 80 Enterprise Funds Enterprise funds are established to account for operations (a) that are financed and operated in a manner similar to private business enterprises -- where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Paramedic Services Fund: This fund accounts for all the rescue unit fees and costs associated with the operation of a County-wide paramedic service for the citizens of Weld County. 81 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES BUDGETARY ACCOUNTING BASIS: The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers to when revenue and expenditures are recognized in the accounts and reported in the financial statements. Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. Under this method revenue is recorded in the year in which it becomes both measurable and available as net current assets. "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Revenue susceptible to accrual, that is, measurable and available to finance the County's operations, or of a material amount and not received at the normal time of receipt, primarily consists of 1) state highway users tax; 2) property taxes, assessed in 2011, payable in 2012, and 3) various routinely provided services (ambulance and health department). Unbilled charges for services are recorded in the appropriate funds at year end. Expenditures are generally recorded when the related fund liability is incurred. Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which it is earned and becomes measurable. Expenses are recorded when liabilities are incurred. Due to Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary Funds. BUDGET ADOPTION: An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is prepared on a basis consistent with generally accepted accounting principles for all governmental, proprietary, and expendable trust funds. The accounting system is employed as a budgetary management control device during the year to monitor the individual departments (level of classification which expenditures may not legally exceed appropriations). All annual appropriations lapse at year end. The Director of Finance and Administration is authorized to transfer budgeted amounts within departments of each fund. Any revisions that alter the total appropriation for each department must be approved by the Board of County Commissioners through a supplemental appropriation ordinance. 82 AMENDMENT TO BUDGET PROCESS: Section 29-1-111.5, C.R.S., provides that, if during the fiscal year, the governing board deems it necessary, in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies from one or more spending agencies in the fund to one or more spending agencies in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund. Section 29-1-111.6, C.R.S., provides that, if during the fiscal year, the governing body or any spending agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget from any source other than the local government's property tax mill levy, the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than December 15 and are payable the following year in two installments on February 28 and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes as well as property taxes for all school districts, cities and towns and special districts located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county purposes, when applied to the total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year, plus five percent (5%), except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council and, if in the opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant an increased levy for the county in such amount as it deems appropriate, and the county is authorized to make such increased levy. Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter approval. 83 CAPITAL IMPROVEMENT POLICY 1. Capital Improvement Plan - A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a Long Range County-wide Capital Improvement Plan for all major capital expenditures within the County after surveying County-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital Assets - Capital assets are defined as land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period. 4. Capital Projects - Capital projects are defined as those major, non-recurring projects that have a time interval of at least three (3) years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 5. Annual Action Program - Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 6. Relationship Between Capital Funding and Operating Budget - Capital assets, which include property, plant equipment, software, and infrastructure assets (e.g., roads, bridges and similar items,) are reported in the applicable governmental or business-type funds. Capital assets are defined by the County as assets with an initial, individual cost of more than $5,000 and a useful life of more than one year. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Donated capital assets are recorded at estimated fair market value at the date of donation. 84 The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized. All reported capital assets, except for gravel roads, are depreciated. Improvements are depreciated over the remaining useful lives of the related capital assets. Depreciation on all assets is provided on the straight-line basis (asset value divided by years of useful life) over the following estimated useful lives: Buildings 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. 85 INVESTMENT POLICY On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment policy. A copy of the detailed investment policy can be obtained by contacting the Weld County Treasurer at (970) 356-4000, Extension 3260. The following is a brief overview of the investment policy: The County Treasurer is responsible for the investment of all available monies. The statutes defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S. Investment priorities are (1) safety, (2) liquidity, and (3) yield. In compliance with statutes, deposits/investments are made only in "qualified" financial institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any deposit/investment amount in excess of $250,000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners, Sections 11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged to secure the total deposit. Deposits/investments shall be made in the name of the treasurer in one or more state banks, national banks having their principal offices in this state, or in compliance with the provisions of Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners. The Board of County Commissioners can designate, by resolution, an average annual rate of interest income to be paid to a specific fund or funds. All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levy thus reducing the amount of revenue required from property tax. The County maintains a cash and investment pool that is available for use by all funds except the Pension Trust Fund. Several of the County's funds also hold investments on their own account. The cash and investments of the Pension Trust Fund are held separately from those of the other County funds. Deposits: At year end, the estimated carrying amount of the County's deposits is over$110 million. Of this amount, approximately $1 million will be covered by Federal deposit insurance, and the remainder was collateralized with securities held by the pledging financial institution's trust departments or agents in the County's name. Investments: Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and instrumentalities, commercial paper, and repurchase agreements. The Pension Trust Fund is also authorized to invest in corporate bonds and mortgages. Interest revenue is projected on the basis of an average interest rate of 1.25 percent in 2012. 86 FUND BALANCE AND RESERVE POLICY Weld County considers maintenance of adequate operating reserves to be a prudent management tool and important factor in providing financial flexibility to the County. A financial reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures. The reserves provide a first line of defense against deficit spending and help maintain liquidity when budget downturns become inevitable. The appropriate size of such fund balance reserves depends on the potential viability of the County's revenues and expenses, as well as its working cash needs to handle seasonality of revenues or expenditures. At a minimum as required by Article X, Section 20 of the Colorado Constitution, Weld County will maintain an Emergency Reserve Fund to assist with the expenses of unforeseen emergencies in the amount which shall be no less than three percent of the fiscal year spending limit. The County will budget a year-end fund balance in each fund, other than the Contingent and Emergency Reserve Fund, sufficient to reduce the likelihood of its having to enter the short-term debt market to pay current operating expenditures. Annually, the County will, in total, maintain satisfactory levels of fund balance reserves and contingent/emergency reserves to insure a continued strong financial position within the County. The actual fund balance and reserve amounts will be reviewed and set annually by the Board of Weld County Commissioners at the time of the adoption of the annual budget. In formulating the fund balance reserve levels the County has considered the two most frequent methods of determining a public entity's adequate reserve level by allocating enough money to cover a specific number of days of operating expenses, or allocating a flat percentage of operating revenues. As a prudent financial standard in the former case, a minimum of one to two months of operating expenses should be considered and in the latter instance, a minimum level of five to fifteen percent should be targeted. In addition, the reserve should be defined as only the unreserved or undesignated portion of the fund balance, not the total fund balance that includes receivables, accrued items, encumbrances, inventories, and subsequent year's expenditures. The unreserved or undesignated fund balance is totally liquid and has the most financial flexibility. With the above guidance Weld County has adopted the target reserve fund balance to be in the range of ten to fifteen percent of the budgeted expenses of the annual operating and capital funds in total, excluding internal service funds. The reserve in 2012 will approach thirty-three percent due to the volatility of the oil and gas assessed value and the potential impact of the State of Colorado's budget crisis over the next three to four years. 87 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund: Office of the Board Chairman, Board of County Commissioners County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board County Attorney Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Motor Vehicle Clerk and Recorder Treasurer Treasurer Assessor Assessor Maintenance of Building and Grounds Director, Public Works County Council Chairman, County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Finance and Administration Director, Finance and Administration Accounting Controller Purchasing Director, Finance and Administration Printing and Supply Director, Finance and Administration Human Resources Director, Human Resources Computer Services Director, Budget Geographical Information System Director, Budget Capital Outlay Director, Budget Sheriff Sheriff Crime Control and Investigation Sheriff Regional Forensic Lab Sheriff 88 BUDGET UNIT RESPONSIBLE OFFICIAL 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, Public Works Airport Director, Budget Mental Health Director, Budget Child Advocacy Center Director, Budget Developmentally Disabled Director, Budget Seniors Program Director, Budget Missile Site Director, Public Works Parks and Trails Director, Budget 89 BUDGET UNIT RESPONSIBLE OFFICIAL Building Rents Director, Budget Non-Departmental Director, Budget Community Agency Grants Director, Budget Island Grove Building Director, Budget County Fair Extension Agent Public Works Fund Director, Public Works Social Services Fund Director, Human Services Health Fund Director, Public Health and Environment Human Services Fund Director, Human Services Conservation Trust Fund Director, Budget Contingency Fund Director, Budget Emergency Reserve Fund Director, Budget Solid Waste Fund Director, Budget Capital Expenditure Fund Director, Budget Paramedic Fund Director, Paramedic Services Motor Pool Fund Controller Insurance Fund Director, Budget Phone Services Fund Director, Budget Health Insurance Fund Director, Budget 90 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED District Attorney: Upgrade 2 Deputy DA Ill's to Deputy DA's IV $ 21,900 White Collar Crime Investigator 39,087 Assessor: Upgrade an Appraiser II to Assessor Analyst Asst. 4,848 Upgrade Data Collector(Grade 25) to Grade 30 3,316 Upgrade 2 Transfer Techs to GIS Mappers 12,768 Eliminate Transfer Tech -37,656 Human Resources: 0.5 FTE Wellness Coordinator to 1.0 FTE 38,887 Finance and Administration: Information/Special Project Specialist 64,352 Planning: Add Code Compliance Officer 61,117 Sheriff Administration: Reorganization -3,964 Communications: Dispatcher Salaries in IGA Costs $208,424 Coroner: Medicolegal Investigator 71,501 0 Justice Services: Adult Diversion Specialist 39,944 Developmentally Disabled: Envision 38,225 36,775 Economic Development: SBDC 10,000 Non-Departmental: Tax Incentives 132,340 Tax Adjustment -132,340 91 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT (Continued) FUNDING INCLUDED EXCLUDED Office of Emergency Management Reorganization $ 85,327 Community Agencies: Senior Resource Services 0 5,000 TOTAL GENERAL FUND $ 449,652 $ 250,199 NOTE: • Policy matters are changes in current policies. • Points of issue are items where the Director of Budget and Management Analysis has a different recommendation than the budget unit's department head/elected official. 92 ii _, &MPLOyEE ALAR ( sc.fteDtA.Le AND gENEFIT5 2012 SALARY AND BENEFIT RECOMMENDATIONS Weld County has always strived to pay competitive and equitable salaries and benefits. To maintain this competitive position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: • Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific job. The comparison is to beginning salary and middle level salary. Weld County does not compare to maximum salary range amounts. • Ability to pay and the sustainability of the pay long term. • Benefits and supplemental pay policies. • Supply/demand situations for personnel needs. • Supply/demand situation in the labor market. • Employees' expectations. • Retention of career employees. • Taxpayers' perceptions of pay and benefits. • Economic conditions locally and nationally. Salary Surveys Utilized: Mountain States Employers' Council — Public Employers Mountain States Employers' Council — Front Range In light of the economic conditions and Weld County's own financial situation as we look forward, the following recommendations are being made: • For the 2012 budget, a salary increase of 2 percent to Weld County employees is included. Employees will get step increases for longevity and performance. • Health insurance rates are anticipated to go up 10 percent for 2012. Health coverage will be provided by CIGNA on a partially self-insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option. • Retirement costs will increase 3.5 percent overall, based upon the Board's policy to fully fund the Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each year. • All other benefits are recommended to remain the same for 2012. 93 OTHER BENEFITS VISION PROGRAM: > Coverage follows health insurance program coverage for both single and family plans > Maximum amount paid for single $300/year or family $600/year > No deductible > 50% of covered expenses incurred > Examination, lenses, and frames limited to one each year DENTAL PROGRAM: The County offers three dental plans: • County Plan • Alpha Dental Plan • Companion Life Dental Plan LIFE: Three times annual salary up to $600,000 at $0.165/$1,000/per month DISABILITY: $.32/$100 compensation EMPLOYEE ASSISTANCE PROGRAM: Program offered by Live Well Solutions. WELLNESS: Wellness program will be enhanced for all County employees with the addition of a 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.) 94 POSITION AUTHORIZATION CHANGES DUE TO 2012 BUDGET FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 1000-10200 County Attorney 1.0 Sr. Asst. Co. Attorney 2.0 Asst. Co. Attorney IV 1000-11200 Elections 1.0 Office Tech II 1.0 Outreach Coord. (Grade 21) 1000-13100 Assessor 1.0 Transfer Tech (Grade 17) None 1000-13100 Assessor 1.0 Appraiser II (Grade 25) 1.0 Assessor Analyst Asst. 1000-13100 Assessor 1.0 Data Collector(Grade 15) 1.0 Data Collector(Grade 19) 1000-13100 Assessor 2.0 Transfer Techs (Grade 17) 2.0 GIS Mappers (Grade 24) 1000-15100 District Attorney 2.0 Deputy DA III 2.0 Deputy DA IV 1000-15100 District Attorney None 1.0 White Collar Crime Inv. 1000-15300 Victim Witness 0.625 Victim Comp Asst. 0.5 Victim Comp Asst. 1000-16100 Finance &Admin. None 1.0 Information Specialist 1000-16400 Human Resources 0.5 Wellness Coordinator 1.0 Wellness Coordinator 1000-16500 Transportation 1.0 Transportation Admin. None 1000-16500 Transportation 7.25 Bus Drivers 4.5 Bus Drivers 1000-17100 Planning None 1.0 Code Enforcement Officer 1000-21210 Sheriff Admin. None Bureau Chief 1000-21210 Sheriff Admin. None 2.0 Deputy III Civil 1000-21210 Sheriff Admin. Commander None 1000-21210 Sheriff Admin. 1.0 Deputy II/III None 1000-21200 Sheriff Operations Commander None 1000-21200 Sheriff Operations 4.0 Deputy II/III None 1000-21200 Sheriff Operations None Deputy Chief 1000-21210 Traffic Enforcement 1.0 Commander None 1000-24410 Centennial Jail None 4.0 Deputy II/III 1000-23200 Coroner 1.0 Chief Deputy Coroner 1.0 Coroner 1000-23200 Coroner None 1.0 Medicilegal Investigator 1000-24100 Justice Services None 1.0 Diversion Svc. Specialist 1000-26200 OEM 1.0 Director(Grade 43) 1.0 Director(Grade 50) 1000-26200 OEM None 1.0 OEM Specialist(Grade 30) 1000-26200 OEM None 0.5 Office Tech II 2520-41110 PH Administration 8.0 FTE 8.0 FTE 2520-41210 PH Communication 10.0 FTE 9.00 FTE 2530-41300 Community Health 42.68 FTE 42.98 FTE 2360-41400 Environmental Health 23.25 FTE 23.25 FTE 2580-41500 PH Preparedness 2.6 FTE 2.6 FTE 95 ist: 111k C 1 S RMMAR OF FRNtS .,i ,. ,‘ . „. ,u i . • , 4** —ALLI- L_ :'" ,' L-Lart-. Li_ -9 ALL FUNDS REVENUE $100,000,000 90,000,000 - • 80,000,000 70,000,000 02011 60,000,000 50,000,000 •■2012 III 40,000,000 30,000,000 2ft888;888 _ . air .. mi _r_s__. F- x a) c E• U O C U a) LI- = (15 LL I— E a) ai a) o a) U N " E Il (. E m i5 r t a n m a> 2 — > a� o 0 c co a o c c co `m a) U LL J fl C 2012 Revenue Total $260,274,409 (2011 $246,613,265) Internal Services Paramedic Fees $23,858,514 $6,230,000 9% 2% Property Tax Fund Balance +•-,•!�Jr_ , $90,117,557 $66,145,000 35% 26% ''-ice Miscellaneous \-""- ,,. Other Taxes $8,537,353 _._ $8,140,000 3% Chg for Service Intergovernmental 3% 3e7s $5,332,890 $41,358,545 2% 16% $8,310,000 3% Licenses/Permits $2,237,550 1% 97 ALL FUNDS EXPENDITURES $45,000,000 $40,000,000 $35,000,000 - O2012 ■2011 $30,000,000 - $25,000,000 - $20,000,000 - $15,000,000 - $10,000,000 - $5,000,000 - $0 nilII1III r-on IL \oe, o�'y of \`a6 -e e� .1%0 • ea`�oc Feces �O .e �z, .,,e' e,.. e G\e5e� J�\\� GoC`\� Ti'''')� G 1 x\`O5 ��eoc Go ecc oaa�0 �a 5e `e00 `�,,,\ ea\5 coo 62.\ Q GJ\�Jc Gececq' •Jo \,,`e Qa�aF 2012 EXPENDITURES Total $203,576,837 (2011 $193,472,268) Auxiliary Public Works 0$419,705 Capital $1,972,097 Contingency $7,600,000 ° ° $14,000,000 4% Social Services 7%Health $26,697,167 , $8,371,193 4% 13% Public Safety Paramedic Service $41,627,280 $6,176,979 20% 3% Internal Services Culture/Recreation $25,608,514 $885,876 13% 0% Miscellaneous General Government $699,591 $29,603,298 0% 15% Human Services $7,344,889 Road&Bridge 4% $32,570,248 16% 98 MILL LEVY 2011 TOTAL 16.804 CapSocial Services 1.41t 5l 1.415 1.965 8% 12% Insurance_ 0.322 General Public 2% Works 11.389 1.498 Contingency 68% 9% 0.215 1% 2012 TOTAL 16.804 Capital 1.343 Social Services 8% 1.864 11% Insurance_ 0.326 General 2% Public Works 10.476 62° ° 1.303 Contingency 8% 1.492 9% 99 2012 BUDGET SUMMARY OF FUND BALANCES 2011 2011 2012 2012 2012 BEGINNING MILL BEGINNING MILL PROPERTY FUND BALANCE LEVY BALANCE LEVY TAXES 1000 General Fund $ 4,475,904 11.389 $ 3,000,000 10.476 $ 56,184,966 SPECIAL REVENUE FUNDS: 2000 Public Works 18,718,200 1.498 22,800,000 1.303 6,987,191 2100 Social Services 2,679,031 1.965 1,675,000 1.864 9,995,400 2200 Conservation Trust 272,533 0.000 270,000 0.000 0 2300 Contingent 26,946,930 0.215 20,000,000 1.492 8,000,000 2400 Emergency Reserve 6,000,000 0.000 6,000,000 0.000 0 2500 Health Department 2,030,550 0.000 1,400,000 0.000 0 2600 Human Services 1,330,410 0.000 1,300,000 0.000 0 2700 Solid Waste 541,267 0.000 500,000 0.000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 6,381,019 1.41511 3,300,000 1.343 7,200,000 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0.000 0 0.000 0 GROSS TOTALS $ 69,375,844 16.482 $ 60,245,000 16.478 $ 88,367,557 LESS INTERFUND TRANSFER 0 0.000 0 0.000 0 NET TOTALS $ 69,375,844 16.482 $ 60,245,000 16.478 $ 88,367,557 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 2,130,994 0.000 2,000,000 0.000 0 6200 Health Insurance 1,593,425 0.000 1,600,000 0.000 0 6300 Insurance 1,418,090 0.322 1,400,000 0.326 1,750,000 6400 Phone Services 978,165 0.000 900,000 0.000 0 6500 Weld Finance Corp 0 0.000 0 0.000 0 NET TOTALS - IS FUNDS $ 6,120,674 0.322 $ 5,900,000 0.326 $ 1,750,000 GROSS TOTALS -ALL FUNDS $ 75,496,518 16.804 $ 66,145,000 16.804 $ 90,117,557 100 ASSESSED VALUATION: $ 5,362,863,410 2012 2012 2012 2012 2012 TOTAL 2012 INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 4,232,366 $ 18,566,373 $ 0 $ 81,983,705 $ 78,508,097 $ 3,475,608 10,350,000 11,257,000 0 51,394,191 32,570,248 18,823,943 16,701,767 0 0 28,372,167 26,697,167 1,675,000 382,500 4,500 0 657,000 387,000 270,000 0 0 0 28,000,000 8,000,000 20,000,000 0 0 0 6,000,000 6,000,000 0 3,110,829 1,111,920 3,965,219 9,587,968 8,187,968 1,400,000 6,581,083 540,000 12,351 8,433,434 7,133,434 1,300,000 0 685,000 0 1,185,000 685,000 500,000 0 400,000 0 10,900,000 7,600,000 3,300,000 0 6,230,000 0 6,230,000 6,176,979 53,021 $ 41,358,545 $ 38,794,793 $ 3,977,570 $ 232,743,465 $ 181,945,893 $ 50,797,572 0 0 -3,977,570 -3,977,570 -3,977,570 0 $ 41,358,545 $ 38,794,793 $ 0 $ 228,765,895 $ 177,968,323 $ 50,797,572 0 7,732,111 0 9,732,111 7,732,111 2,000,000 0 14,457,555 0 16,057,555 14,457,555 1,600,000 0 220,000 0 3,370,000 1,970,000 1,400,000 0 1,448,848 0 2,348,848 1,448,848 900,000 0 0 0 0 0 0 $ 0 $ 23,858,514 $ 0 $ 31,508,514 $ 25,608,514 $ 5,900,000 $ 41,358,545 $ 62,653,307 $ 0 $ 260,274,409 $ 203,576,837 $ 56,697,572 101 2012 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 $ 3,000,000 $ 56,184,966 $ 4,232,366 $ 18,566,373 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 22,800,000 6,987,191 10,350,000 11,257,000 0 2100 Social Services 1,675,000 9,995,400 16,701,767 0 0 2200 Conservation Trust 270,000 0 382,500 4,500 0 2300 Contingent 20,000,000 8,000,000 0 0 0 2400 Emergency Reserve 6,000,000 0 0 0 0 2500 Health Department 1,400,000 0 3,110,829 1,111,920 3,965,219 2600 Human Services 1,300,000 0 6,581,083 540,000 12,351 2700 Solid Waste 500,000 0 0 685,000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 3,300,000 7,200,000 0 400,000 0 ENTERPRISE FUNDS: 5000 Paramedic Service 0 0 0 6,230,00 0 GROSS TOTALS $ 60,245,000 $ 88,367,557 $ 41,358,545 $ 38,794,793 $ 3,977,570 INTERFUND TRANSFER 0 0 0 0 -3,977,570 NET TOTALS $ 60,245,000 $ 88,367,557 $ 41,358,545 $ 38,794,793 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 2,000,000 0 0 7,732,111 0 6200 Health Insurance 1,600,000 0 0 14,457,555 0 6300 Insurance 1,400,000 1,750,000 0 220,000 0 6400 Phone Services 900,000 0 0 1,448,848 0 6500 Weld Finance Corp 0 0 0 0 0 NET TOTALS - I S FUNDS $ 5,900,000 $ 1,750,000 $ 0 $ 23,858,514 $ 0 GROSS TOTALS -ALL FUNDS $ 66,145,000 $ 90,117,557 $ 41,358,545 $ 62,653,307 $ 0 102 2012 2012 20112 2012 2012 TOTAL 2012 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 81,983,705 $ 48,368,700 $ 28,682,197 $ 1,457,200 $ 78,508,097 $ 3,475,608 51,394,191 9,988,804 22,581,444 0 32,570,248 18,823,943 28,372,167 18,900,000 7,797,167 0 26,697,167 1,675,000 657,000 0 387,000 0 387,000 270,000 28,000,000 0 8,000,000 0 8,000,000 20,000,000 6,000,000 0 6,000,000 0 6,000,000 0 9,587,968 6,257,556 1,930,412 0 8,187,968 1,400,000 8,433,434 4,170,819 2,962,615 0 7,133,434 1,300,000 1,185,000 0 685,000 0 685,000 500,000 10,900,000 0 0 7,600,000 7,600,000 3,300,000 6,230,000 4,436,476 1,550,503 190,000 6,176,979 53,021 $ 232,743,465 $ 92,122,355 $ 80,576,338 $ 9,247,200 $ 181,945,893 $ 50,797,572 -3,977,570 0 -3,977,570 0 -3,977,570 0 $ 228,765,895 $ 92,122,355 $ 76,598,768 $ 9,247,200 $ 177,968,323 $ 50,797,572 9,732,111 0 7,732,111 0 7,732,111 2,000,000 16,057,555 0 14,457,555 0 14,457,555 1,600,000 3,370,000 0 1,970,000 0 1,970,000 1,400,000 2,348,848 162,572 1,036,276 250,000 1,448,848 900,000 0 0 0 0 0 0 $ 31,508,514 $ 162,572 $ 25,195,942 $ 250,000 $ 25,608,514 $ 5,900,000 $ 260,274,409 $ 92,284,927 $ 101,794,710 $ 9,497,200 $ 203,576,837 $ 56,697,572 103 2011 ESTIMATED 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 $ 4,475,904 $ 53,118,155 $ 3,725,640 $ 18,455,680 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 18,718,200 6,987,191 10,260,000 17,165,000 0 2100 Social Services 2,679,031 9,166,333 19,311,276 0 0 2200 Conservation Trust 272,533 0 410,000 2,467 0 2300 Contingent 26,946,930 1,000,000 0 0 0 2400 Emergency Reserve 6,000,000 0 0 0 0 2500 Health Department 2,030,550 0 3,231,884 1,154,065 3,084,907 2600 Human Services 1,330,410 0 8,582,081 540,100 12,351 2700 Solid Waste 541,267 0 0 643,733 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 6,381,019 6,600,000 0 181,858 0 ENTERPRISE FUNDS: 5000 Paramedic Service 0 0 0 5,646,856 0 GROSS TOTALS $ 69,375,844 $ 76,871,679 $ 45,520,881 $ 43,789,759 $ 3,097,258 INTERFUND TRANSFER 0 0 0 0 -3,097,258 NET TOTALS $ 69,375,844 $ 76,871,679 $ 45,520,881 $ 43,789,759 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 2,130,994 0 0 7,638,511 0 6200 Health Insurance 1,593,425 0 0 13,351,543 0 6300 Insurance 1,418,090 1,500,000 0 331,910 0 6400 Phone Services 978,165 0 0 1,363,585 0 6500 Weld Finance Corp 0 0 0 0 0 NET TOTALS - I S FUNDS $ 6,120,674 $ 1,500,000 $ 0 $ 22,685,549 $ 0 GROSS TOTALS -ALL FUNDS $ 75,496,518 $ 78,371,679 $ 45,520,881 $ 66,475,308 $ 0 104 2011 2011 2011 2011 2011 TOTAL 2011 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 79,775,379 $ 46,765,854 $ 29,952,529 $ 56,996 $ 76,775,379 $ 3,000,000 53,130,391 9,665,804 20,664,587 0 30,330,391 22,800,000 31,156,640 18,001,000 11,410,640 70,000 29,481,640 1,675,000 685,000 0 415,000 0 415,000 270,000 27,946,930 0 46,930 0 7,946,930 20,000,000 6,000,000 0 0 0 0 6,000,000 9,501,406 5,962,848 2,138,558 0 8,101,406 1,400,000 10,464,942 4,569,710 4,595,232 0 9,164,942 1,300,000 1,185,000 0 685,000 0 685,000 500,000 13,162,877 0 0 9,062,877 9,862,877 3,300,000 5,646,856 4,276,712 1,350,144 20,000 5,646,856 0 $ 238,655,421 $ 89,241,928 $ 71,258,620 $ 9,209,873 $ 178,410,421 $ 60,245,000 - 3,097,258 0 - 3,097,258 0 - 3,097,258 0 $ 235,558,163 $ 89,241,928 $ 68,161,362 $ 9,209,873 $ 175,313,163 $ 60,245,000 9,769,505 0 7,759,505 10,000 7,769,505 2,000,000 14,944,968 0 13,344,968 0 13,344,968 1,600,000 3,250,000 0 1,850,000 0 1,850,000 1,400,000 2,341,750 156,913 1,034,837 250,000 1,441,750 900,000 0 0 0 0 0 0 $ 30,306,223 $ 156,913 $ 23,989,310 $ 260,000 $ 24,406,223 $ 5,900,000 $ 265,864,386 $ 89,398,841 $ 92,150,672 $ 9,469,873 $ 199,719,386 $ 66,145,000 105 2010 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2010 2010 2010 2010 2010 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 3,603,687 $ 53,834,949 $ 5,701,169 $ 22,491,404 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 16,922,183 7,325,465 12,126,432 8,714,032 0 2100 Social Services 1,120,521 6,141,431 23,006,140 9,883 1,000,000 2200 Conservation Trust 258,765 0 382,578 4,422 0 2300 Contingent 6,449,006 20,465,137 0 32,787 0 2400 Emergency Reserve 6,000,000 0 0 0 0 5000 Health Department 1,442,384 0 3,416,153 1,467,638 3,559,810 2600 Human Services 1,211,369 0 8,388,871 804,120 12,351 2700 Solid Waste 148,503 0 0 1,143,587 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4,043,568 7,269,163 0 182,466 2,500,000 ENTERPRISE FUNDS: 5000 Paramedic Services 406,809 0 0 5,382,769 0 GROSS TOTALS $ 41,606,795 $ 95,036,145 $ 53,021,343 $ 40,233,108 $ 7,072,161 INTERFUND TRANSFER 0 0 0 0 -7,072,161 NET TOTALS $ 41,606,795 $ 95,036,145 $ 53,021,343 $ 40,233,108 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 2,218,711 0 0 7,782,949 0 6200 Health Insurance 3,447,074 0 0 11,930,003 0 6300 Insurance 879,753 1,496,370 0 223,236 1,000,000 6400 Phone Services 1,062,803 0 0 1,146,796 0 6500 Weld Finance Corp 0 0 0 0 0 NET TOTALS - I S FUNDS $ 7,608,341 $ 1,496,371 $ 0 $ 21,082,984 $ 1,000,000 GROSS TOTALS -ALL FUNDS $ 49,215,136 $ 96,532,515 $ 53,021,343 $ 61,316,092 $ 1,000,000 106 2010 2010 2010 2010 2010 TOTAL 2010 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 85,631,209 $ 48,429,731 $ 32,613,763 $ 111,811 $ 81,155,305 $ 4,475,904 45,088,112 9,361,091 16,988,971 19,850 26,369,912 18,718,200 31,277,975 19,160,727 9,183,217 255,000 28,598,944 2,679,031 645,765 0 373,232 0 373,232 272,533 26,946,930 0 0 0 0 26,946,930 6,000,000 0 0 0 0 6,000,000 9,885,985 5,786,693 2,016,214 52,528 7,855,435 2,030,550 10,416,711 4,483,211 4,603,090 0 9,086,301 1,330,410 1,292,090 0 750,823 0 750,823 541,267 13,995,197 0 0 7,614,178 7,614,178 6,381,019 5,789,578 4,251,709 1,537,869 0 5,789,578 0 $ 236,969,552 $ 91,473,162 $ 68,067,179 $ 8,053,367 $ 167,593,708 $ 69,375,844 -7,072,161 0 -7,072,161 0 -7,072,161 0 $ 229,897,391 $ 91,473,162 $ 60,995,018 $ 8,053,367 $ 160,521,547 $ 69,375,844 10,001,660 0 7,870,666 0 7,870,666 2,130,994 15,377,077 0 13,783,652 0 13,783,652 1,593,425 3,599,359 0 2,181,269 0 2,181,269 1,418,090 2,209,599 146,632 1,084,802 0 1,231,434 978,165 0 0 0 0 0 0 $ 31,187,695 $ 146,632 $ 24,920,389 $ 0 $ 25,067,021 $ 6,120,674 $ 261,085,086 $ 91,619,794 $ 85,915,407 $ 8,053,367 $ 185,588,568 $ 75,496,518 107 GOVERNMENTAL FUNDS 2010 -2012 Summary of Estimated Financial Sources and Uses ACTUAL PROJECTED BUDGET REVENUES 2010 2011 2012 Taxes $102,079,791 $ 84,887,679 $ 96,507,557 Licenses and permits 2,512,999 1,850,500 2,237,550 Intergovernmental 53,021,343 45,638,182 41,358,545 Miscellaneous 8,695,007 14,501,045 8,537,353 Fees 8,827,457 7,722,000 8,317,000 Charges for Services 7,771,230 5,836,057 5,332,890 Total Estimated Financial Sources $182,907,827 $160,435,463 $162,290,895 EXPENDITURES Current: General government $ 31,497,117 $ 27,377,959 $ 29,603,298 Public safety 40,551,255 39,210,086 41,627,280 Public works 26,369,912 30,230,391 34,542,345 Public health and welfare 28,860,288 37,583,046 35,068,360 Human Services 9,086,301 9,164,942 7,344,889 Culture and Recreation 1,215,481 903,999 885,876 Miscellaneous 9,537,437 7,286,077 1,119,296 Capital outlay 7,614,178 9,862,877 7,600,000 Contingency/ Reserves 0 7,946,930 14,000,000 Total Use of Resources $154,731,969 $169,566,307 $171,791,344 Net Increase (Decrease) in Fund Balance 28,175,858 - 9,130,844 - 9,500,449 Fund Balance at Beginning of Year $ 41,199,986 $ 69,375,844 $ 60,245,000 Fund Balance at End of Year-without Unspent Contingencies/ Reserves 69,375,844 60,245,000 50,744,551 Contingencies / Reserves Appropriated 0 0 14,000,000 but Unspent Fund Balance at End of Year-with Contingencies/ Reserves $ 69 375.844 $ 60,245.000 $ 64,744.551 108 PROPRIETARY FUNDS 2010 -2012 Summary of Estimated Financial Sources and Uses ACTUAL PROJECTED BUDGET REVENUES 2010 2011 2012 Taxes $ 1,496,370 $ 1,500,000 $ 1,750,000 Intergovernmental 0 0 0 Fees 5,382,769 5,646,856 6,230,000 Transfers 1,000,000 0 0 Charges for Services 21,082,984 22,685,549 23,858,514 Total Estimated Financial Sources $ 28,962,123 $ 29,832,405 $ 31,838,514 EXPENDITURES Paramedic Services $ 5,789,578 $ 5,646,856 $ 6,176,979 Motor Pool 7,870,666 7,769,505 7,732,111 Health Insurance 13,783,652 13,344,968 14,457,555 Insurance 2,181,269 1,850,000 1,970,000 Phone Services 1,231,434 1,441,750 1,448,848 Weld Finance Corp 0 0 0 Total Use of Resources $ 30,856,599 $ 30,053,079 $ 31,785,493 Net Increase (Decrease) in Fund Balance - 1,894,476 - 220,674 53,021 Fund Balance at Beginning of Year 8,015,150 6,120,674 5,900,000 Fund Balance at End of Year-without Unspent Contingencies/ Reserves 6,120,674 5,900,000 5,953,021 Contingencies / Reserves Appropriated but not Spent 0 0 0 Fund Balance at End of Year-with Contingencies/ Reserves $6 124 6 4 $ 5.900.000 $ 5.953.021 109 WELD COUNTY TOTAL TAXABLE PROPERTY 2011 ASSESSED VALUES Total Taxable Property Class 2010 Final Assd Value 2011 Assd Value Change$ Change % Vacant $ 107,499,350 $ 82,601,960 $ (24,897,390) -23% Residential $ 1,161,670,030 $ 1,110,455,180 $ (51,214,850) -4% Commercial $ 713,727,230 $ 700,148,970 $ (13,578,260) -2% Industrial $ 338,066,670 $ 343,525,350 $ 5,458,680 2% Agricultural $ 100,999,290 $ 117,189,830 $ 16,190,540 16% Natural Rsc $ 12,388,270 $ 12,839,310 $ 451,040 4% Oil & Gas $ 1,673,838,130 $ 2,439,298,540 $ 765,460,410 46% State Assd $ 593,020,000 $ 615,803,700 $ 22,783,700 4% Total Value: $ 4,701,208,970 $ 5,421,862,840 $ 720,653,870 15% Less TIF Value $ (37,338,508) $ (58,999,430) Net Total: $ 4,663,870,462 $ 5,362,863,410 $ 698,992,948 15% Class 2010 Final Assd Val 2011 Assd Val Change$ Change% Total Real $ 4,007,593,190 $ 4,452,267,100 $ 444,673,910 11% Total Personal $ 693,615,780 $ 969,595,740 $ 275,979,960 40% Percent of Value 2010 2011 Change % Real 85% 82% -3% Personal 15% 18% 3% Value Changes 2010-2011 Weld Assd Value By Type 2011 3000 0 R 2500. - -- - Total Personal 2000 - -- 18% soo - i 1000 Total Real — 82% 500 ama. ,1 . lra rim iii 1- .19/ •2010 ■2011 110 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 782,927 $ 210,589 $ 993,516 $265,111 PUBLIC TRUSTEE 0 4,861 4,861 $6,119 CLERK&RECORDER (2,395,403) 597,716 (1,797,687) $752,465 ELECTIONS 1,834,087 89,938 1,924,025 $113,223 TREASURER 160,618 0 160,618 $0 ASSESSOR 2,381,679 324,384 2,706,063 $408,367 COUNTY COUNCIL 46,919 9,589 56,508 $12,071 DISTRICT ATTORNEY 4,672,934 570,825 5,243,759 $718,612 SHERIFF 1,480,225 1,837,681 3,317,906 $2,313,457 CORONER 733,335 148,052 881,387 $186,383 CLERK TO THE BOARD 290,514 68,460 358,974 $86,184 TOTAL $ 9,987,835 $ 3,862,094 $ 13,849,929 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $ 17,101,882 $ 2,116,735 $ 19,218,617 $3,398,926 CENTENNIAL JAIL 2,287,766 583,182 2,870,948 $3,398,926 CONTRACT JAIL SPACE 0 0 0 COMMUNITY CORRECTIONS 0 303,327 303,327 $381,859 SOCIAL SERVICES 9,995,400 1,235,089 11,230,489 $1,554,854 HUMAN RESOURCES 12,351 666,440 678,791 $838,981 PUBLIC HEALTH 3,457,310 852,539 4,309,849 $1,073,261 TOTAL $ 32,854,709 $ 5,757,311 $ 38,612,020 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 895,359 $ 306 $ 895,665 $385 CRIME LAB 183,189 105,761 288,950 $133,142 POLICE SERVICES(LEVEL) 6,764,591 138,050 6,902,641 $173,791 SHERIFF CONTRACT SERVICES (111,407) 0 (111,407) $0 COMMUNICATIONS-COUNTY-WIDE 2,058,839 0 2,058,839 $0 COMMUNICATION SYSTEM DEVEL 0 0 0 $0 OFFICE EMERGENCY SERVICES 206,383 41,649 248,032 $52,432 DRUG TASK FORCE 176,205 3,165 179,370 $3,984 TRAFFIC ENFORCEMENT 639,496 17,877 657,373 $22,505 TOTAL $ 10,812,655 $ 306,807 $ 11,119,462 111 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION TRANSPORTATION $250,307 $ 123,705 $ 374,012 $155,732 PLANNING&ZONING/BLDG INSP 1,072,359 516,648 1,589,007 $650,408 ANIMAL CONTROL/CODE ENFORCEMENT 253,821 7,058 260,879 $8,885 NOXIOUS WEEDS 497,625 22,093 519,718 $27,813 EXTENSION SERVICE 342,535 134,952 477,487 $169,891 VETERAN'S OFFICE 74,770 4,610 79,380 $5,803 AIRPORT 0 14,934 14,934 $18,800 MENTAL HEALTH 183,225 0 183,225 $0 MISSILE SITE PARK 76,536 3,555 80,091 $4,475 COUNTY FAIR 58,945 4,295 63,240 $5,407 DEVELOPMENTALLY DISABLED 38,225 0 38,225 $0 SENIOR COORDINATORS 12,500 0 12,500 $0 VICTIM ASSISTANCE 384,427 28,681 413,108 $36,107 JUVENILE DIVERSION 32,510 13,632 46,142 $17,161 VICTIM ADVOCATES 81,228 0 81,228 WASTE WATER MANAGEMENT 10,000 21,369 31,369 $26,902 ECONOMIC DEVELOPMENT 89,700 0 89,700 $0 A KID'S PLACE 6,780 0 6,780 GEOGRAPHICAL INFORMATION SYSTEM 169,121 20,442 189,563 $25,735 COMMUNITY AGENCY GRANTS 64,250 0 64,250 PARKS AND TRAILS 29,000 0 29,000 ISLAND GROVE BUILDING 82,395 0 82,395 PRE-TRIAL SERVICES 514,160 0 514,160 RETIRMENT TRANSFER 0 0 0 TOTAL $4,324,419 $ 915,972 $ 5,240,391 $17,048,157 GENERAL ASSISTANCE: $ - $ - $ - PUBLIC WORKS $ 6,987,191 $ 1,184,550 $ 8,171,741 $1,491,230 ENGINEERING 1,972,097 44,258 2,016,355 $55,717 TOTAL $ 8,959,288 $ 1,228,809 $ 10,188,097 CAPITAL: EQUIPMENT $ - $ - $ - BUILDINGS 7,200,000 0 7,200,000 TOTAL $ 7,200,000 $ - $ 7,200,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 781,292 $ (781,292) $ - BUILDING&GROUNDS 5,824,219 (5,824,219) 0 FINANCE&ADMINISTRATION 628,521 (628,521) 0 ACCOUNTING 662,086 (662,086) 0 PURCHASING 159,850 (159,850) 0 HUMAN RESOURCES 636,761 (636,761) 0 PBX/PHONES 0 0 0 INSURANCE 1,750,000 (1,750,000) 0 NON-DEPARTMENTAL 512,500 (512,500) 0 BUILDING RENTS 0 0 0 INFORMATION SERVICES 3,452,705 (3,452,705) 0 PRINTING&SUPPLY 64,944 (64,944) 0 TOTAL $ 14,472,878 $ (14,472,878) $ - 112 CENTRAL SERVICE COST ALLOCATION PLAN SUMMARY OF 2010 ALLOCATED COSTS APPLICABLE FOR 2012 DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED OFFICE OF THE BOARD $265,111 TRAFFIC ENFORCEMENT $22,505 PUBLIC TRUSTEE 6,119 PEST&WEED CONTROL 27,813 ELECTIONS 113,223 EXTENSION SERVICE 169,891 ASSESSOR 408,367 VETERAN'S OFFICE 5,803 COUNTY COUNCIL 12,071 AIRPORT 18,800 DISTRICT ATTORNEY 718,612 MISSILE SITE PARK 4,475 SHERIFF 2,313,457 CLERK TO THE BOARD 86,184 CORONER 186,383 COUNTY FAIR 5,407 JAIL 3,398,926 COUNTY CLERK 752,465 COMMUNITY CORRECTIONS 381,859 JUVENILE DIVERSION 17,161 GRAPHIC INFORMATION SERVICE 25,735 VICTIM ASSISTANCE 36,107 SOCIAL SERVICES 1,554,854 CRIMINAL JUSTICE 385 HUMAN SERVICES 838,981 PUBLIC WORKS 1,491,230 PUBLIC HEALTH 1,073,261 ENGINEERING 55,717 POLICE SERVICES(LEVEL) 173,791 TASK FORCE 3,984 ANIMAL CONTROL 8,885 SOLID WASTE 26,902 REGIONAL FORENSIC LAB 133,142 TRANSPORTATION 155,732 AMBULANCE 394,488 COURTS-COUNTY 1,443,894 OFFICE EMERGENCY SERVICES 52,432 HOUSING AUTHORITY 0 PLANNING&ZONING/BLDG INSP 650,408 OTHER 1,185,347 $18,219,907 The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31,2010, prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2012 and represents indirect costs to the departments in addition to the direct costs appropriated in each budget unit.The allocation plus the direct costs represent the total cost of specific County programs for 2012. 113 SEVEN YEAR TREND Beginning Fund Balance 0 tO 70,000,000 ^' 60,000,000 50,000,000 N a Nl OI M O V O 40,000,000 M (D M 30,000,000 20,000,000 10,000,000 0 2006 2007 2008 2009 2010 2011 2012 114 SEVEN YEAR TREND County Expenditures ■Gen Gov $60 Iii0Public Safety 0Roads&Bridges ❑Health/Human Srv/Soc Sry f 5451$50 4Zj 4ti Z 42.44 41. " Z- 41,87 39. $40 3 38 Z 33. 3 cn 5.98 — — — -- — — .27 Z1 0 $30 - 27 27 35 c7 8 G'� 25,96 z 27.J5 27.11 ;8.28 22 2 22 — $20 / I $10 'f $0 'r / 7 / 2006 2007 2008 2009 2010 2011 2012 115 I WELD COUNTY HOME RULE GOVERNMENT County Citizens-_. 1 1 _____i_. County Council Sheriff Clerk and Assessor Board of County (Elected Office) Recorder (5 Elected Commissioners (Elected Office) Corrections,Law Enforcement, (Elected Office) Members) Animal Control,Forensic Lab,Task (5 Elected Force,Code Enforcement Recording Motor Vehicle Members) Elections __ County 1 J 1 Department of Attorney Department of Department of Human Services Department of Department of Health Public Works Planning Services Finance and ' Clerk to the Administration Director Board Commissioner Director Director and Coordinator and and Comissioner Director Commissioner Commissioner Coordinator and Coordinator Coordinator Commissioner Coordinator I Human Services Director of Public Human Services Board Health and Engineering Planning and Zoning Social Services 1 Environemnt Road and Bridge Building Inspecion Transportation Board of Adjustment Health Administration Buildings and Grounds Planning Commission Environmental Health Parks Uniform Building Code Airport Veterans'Services Utility Board Nursing Accounting Board of Public Health Budget Communications - Contract Administration Coroner Paramedic Service Finance Division GI5 and Mapping Director Human Resources Information Services Justice Services Office of Emergency i Hospital Board Mngmt. Phone Services Printing and Supply Purchasing Risk Management Extension Service Solid Waste Fund Director Special Projects Treasurer's Office Fair Board 116 SUMMARY OF COUNTY FUNDED FULL TIME EQUIVALENTS (FTE) 2012 LAST REQUEST RECOMMEND CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2011 2012 2012 CHANGE 2010 GENERAL FUND: Office of the Board 6.000 6.000 6.000 6.000 County Attorney 4.000 4.000 5.000 5.000 +1.000 Planning and Zoning 10.000 9.250 10.250 10.250 +1.000 Clerk to the Board 6.000 5.000 5.000 5.000 Accounting 6.000 6.000 6.000 6.000 Finance and Administration 2.250 2.750 2.750 2.750 Clerk and Recorder 43.500 43.000 43.000 43.000 Elections 5.000 5.000 5.000 5.000 Treasurer 10.000 10.000 10.000 10.000 Assessor 33.500 33.500 32.500 32.500 -1.000 Human Resources 6.000 5.500 6.000 6.000 +0.500 Buildings and Grounds 27.000 28.000 28.000 28.000 Victim Witness 11.750 11.750 11.625 11.625 -0.125 Juvenile Diversion 1.250 1.250 1.250 1.250 Office of Emerg. Mgmt. 1.000 1.000 1.000 3.000 +2.00 Purchasing 2.000 2.000 2.000 2.000 District Attorney 58.375 54.125 54.125 54.125 Coroner 5.500 5.500 6.500 6.500 +1.000 Centennial Jail 32.000 32.000 36.000 36.000 +4.000 North Jail 203.800 197.000 197.000 197.000 Sheriff 16.000 19.000 20.000 20.000 +1.000 Victim Advocates 2.000 2.000 2.000 2.000 Crime Lab 1.000 1.000 1.000 1.000 117 LAST REQUEST RECOMMEND CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2011 2012 2012 CHANGE 2010 Drug Task Force 1.000 1.000 1.000 1.000 Sheriff Contract Services 7.500 9.500 9.500 9.500 Building Inspection 9.000 10.250 10.250 10.2500 Police Services 70.750 67.750 63.750 63.750 - 4.000 Traffic Enforcement 11.000 11.000 10.000 10.000 -1.000 Community Corrections 1.000 1.000 1.000 1.000 Noxious Weeds 2.000 2.000 2.000 2.000 Transportation 9.000 10.000 10.000 6.250 -3.750 Justice Services 6.000 6.000 7.000 7.000 +1.000 Extension Service 12.080 12.080 12.080 12.080 Veteran's Office 1.000 1.000 1.000 1.000 Missile Site 1.000 1.000 1.000 1.000 General Engineering 20.000 20.000 20.000 20.000 Printing and Supply 3.000 3.000 3.000 3.000 Fair 0.300 0.300 0.500 0.500 +0.200 Geographical Info. System 0.000 0.000 0.000 0.000 Animal Control/Code Enforcement 5.000 3.000 3.000 3.000 0 TOTAL GENERAL FUND 653.555 643.505 647.080 645.330 +1.825 PUBLIC WORKS: Maintenance Support 9.000 9.000 9.000 9.000 Administration 7.000 7.000 7.000 7.000 Motor Graders 46.000 46.000 46.000 46.000 Trucking 33.000 33.000 33.000 33.000 Bridge Construction 27.000 27.000 27.000 27.000 Pavement Management 10.000 10.000 10.000 10.000 Mining 5.000 5.000 5.000 5.000 TOTAL PUBLIC WORKS 137.000 137.000 137.000 137.000 0.000 118 LAST REQUEST RECOMMEND CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2011 2012 2012 CHANGE 2010 HEALTH FUND: Administration 8.000 8.000 8.000 8.000 Health Communication 10.750 10.000 9.000 9.000 - 1.000 Environmental Services 24.250 23.250 23.250 23.250 Health Preparedness 3.000 2.500 2.600 2.600 + 0.100 Public Health Services 43.410 42.680 42.980 42.980 +0.300 TOTAL HEALTH FUND 89.410 86.430 85.830 85.830 - 0.600 SOCIAL SERVICES 292.000 309.000 309.000 309.000 PHONE SERVICES 2.000 2.000 2.000 2.000 PARAMEDIC SERVICES 51.000 50.000 50.000 50.000 GRAND TOTAL 1,224.965 1,227.935 1,230.910 1,229.16 + 1.225 119 Wilk COLORADO 120 4NRAL F END I • .Y C" ;- ; C � GENERAL FUND Revenue Changes $60,000,000 $50,000,000 - O2011 $40,000,000 - -- O2012 $30,000,000 - - $20,000,000 - $10,000,000 $0 , - , [ f1- , 1 1 I I I , I rsii ••a} +e cy c�a\ `w5 ,oe J`0 eoJy aloe Qe rm�a P`400 e�4,e yle' GP °e e\`a CI o aka` e F v o Qto O` Qee cCb ecy e")ko ceco �i�`' <J CGr 2012 Revenue Total $81 ,983,705 (2011 $78,299,475) Other Taxes $0 0% Fee Accounts Property Tax $8,217,000 $56,184,966 10% 68% Intergovernmental $4,232,366 5% Licenses/Permits $1,430,000 2% Charges for Services $3,597,420 4% Fund Balance $3,000,000 Miscellaneous 4% Fines/Forfeitures $4,842,843 $479,110 6% 1% 121 GENERAL FUND EXPENDITURE CHANGES $45,000,000 $40,000,000 $35,000,000 ■2011 $30,000,000 O2012 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 lin $0 Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec. Welfare 2012 Expenditures Total $78,508,097 (2011 $73,499,712) Health&Welfare $3,640,535 5% General Gov. Human Sew. $29,603,298 $223,806 38% 0% Misc. $522,500 1% Auxilary $419,705 0% Public Works Public Safety $1,972,097 $41,627,280 2% 53% Culture/Rec. $498,876 1% 122 SEVEN YEAR TREND General Government $35 $30 $25 $20 U) Z O J J $15 $10 • $5 $0 " i e_ { s I 2006 2007 2008 2009 2010 2011 2012 123 SEVEN YEAR TREND Public Safety $45 $40 - $35 $30 $25 z O J J_ $20 $15 $10 $5 $0 I I I I I I H 2006 2007 2008 2009 2010 2011 2012 124 SEVEN YEAR TREND Health & Welfare $60 $50 $40 0 $30 $20 • $10 $0 I I I I 2006 2007 2008 2009 2010 2011 2012 125 GENERAL FUND SUMMARY The General Fund is funded at the level of $78,508,097 up $5,008,385. Without including adjustments for health insurance costs, the retirement increase, cost of living, and salary step increases, the budget for general government functions is up $1,436,869. The County Attorney's Office is up $55,523 for the addition of one more Assistant County Attorney to deal with the added workload of the office. Staff in the County Attorney's Office has not been increased for a number of years. Election costs are up $552,557 since in 2012 there will be a Primary and a Presidential Election with anticipated high voter turnout. The District Attorney's budget is up $62,987 due to the upgrading of the classifications of two Deputy DA III to Deputy DA IV ($21,900) and the addition of a White Collar Crime Investigator starting July 1, 2012 ($39,087). Human Resources department is up $38,887 to fund the Wellness Coordinator full-time, versus half-time. The Building and Grounds budget increased by $543,540, because of the additional maintenance costs of the new Administration Building and increased utility costs caused by higher energy prices. The Planning Department is up $76,348 with the request for an additional code enforcement position due to the department's workload from zoning complaints. Transportation decreased by $306,495 due to the elimination of the Medicaid broker function, Medicaid transports, and no longer delivering congregate meals. Information Services has increased $330,140 with $120,140 attributed to the 3.5 percent inflationary factor in the ACS contract and $150,000 additional resources for capital equipment. GIS is up $78,040 to acquire new aerial imagery in 2012 for portions of the county. The Assessor's budget is down $41,724 due to some staff restructuring and reduced postage costs ($25,000) since 2012 is a non-reappraisal year and Notice of Values do not have to be mailed. Clerk and Recording is up $34,526 for copier supplies to accommodate all of the oil and gas lease activity in the county. Public safety functions are up $1,051,726 in the budget. The Sheriff increased costs in the recommended budget by only $27,034. The Sheriff made a major organization change mid- 2011 that fundamentally changed the upper command staff and mid-management and realigned work groups and activities to improve span of control. The changes did not result in a change in the total number of FTE's, but did save $3,964 in personnel costs. Staff and personnel costs were shifted among the various budget units in the Sheriff's Office. In the North Jail budget significant costs have been deferred another year by continuing to hold the total secure jail bed capacity at 630 beds, which is down from 683 in 2010. Inmate census trends indicate the 630 bed capacity should be adequate in 2012; however, approximately $1,500,000 in deferred jail cost is not a permanent cost savings, since additional staff and capacity will be needed in the future. Medical costs have been reduced by $138,014 due to contract cost being lower in 2011 than anticipated and the contractor is willing to leave the contract rate the same for 2012. The Coroner's Office is up $82,726 for the cost of an additional Deputy Coroner with the mid-year restructuring of the office to assign more administrative duties to the Chief Deputy that was promoted to the Coroner. The Community Corrections budget is up $290,065 with all costs being offset by state revenues. Justice Services is up $39,944 to add a position to help create an adult diversion services program in conjunction with the District Attorney's Office. Building Inspection has added an additional inspector to handle the added workload from all of the oil and gas well inspection activity for an increase of $77,348. Communication's costs are up $324,675 primarily due to the salary adjustments for the dispatcher positions paid through the IGA with the City of Greeley. Other changes include Engineering, which is down $22,268 due to consultant contracts and lower engineering costs for projects. The General Fund's subsidy to the Public Health Department is up $255,242 due to health insurance costs and anticipated salary increases. An increase of $2,195,185 is included for other General Fund departments' health insurance costs, retirement increases, and anticipated salary increases of 2 percent in 2012. Retirement costs will increase 3.5 percent, overall, based upon the Board's policy to fully fund the Annual 126 Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each year. The available resources to the General Fund are $81,983,705 compared to $78,299,475 in 2011, up $3,684,230. Property taxes are budgeted at $56,184,966, up $3,066,811. Revenue from interest earnings are down $1,050,000 at $1,400,000 for 2012, due to lower interest rates. Oil and gas leasing revenue is up $750,000 due to commodity prices and new drilling activity. Planning and Building Inspection fees are up $350,000 primarily due to all the new oil and gas activity in the County. Intergovernmental revenues are up $506,726 primarily due to increased Community Correction grants of $290,065, and tax increment financing district reimbursements are up $132,338. Charges for Services are down $414,092 due Elections revenue from coordinated elections being down $140,000, and a drop in revenues from Transportation. The Treasurer's fees are anticipated to be up $150,000. Revenue from Clerk and Recorder fees are up $450,000 as vehicle sales have recovered and increased oil and gas recording activity. In addition, HB 10-1007 increased revenue due to uniform filing fees, and a portion of the State vehicle emissions fee is retained by the county. All these factors have contributed to the jump in Clerk and Recorder revenue projections for 2012. All other revenues are relatively stable with little change. The beginning fund balance is anticipated to be $3,000,000 for 2011. An estimated ending fund balance of $3,475,608 is projected for year-end. The fund balance amount serves as an additional contingency amount during the fiscal year. In addition to the regular Contingency Fund is the Emergency Reserve Fund, amounting to $6,000,000, as required under the TABOR Amendment, which passed in 1992. This fund balance amount is consistent with the anticipated ending fund balances for the last few years. It is prudent fiscal management for Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs of the citizens of Weld County in 2012 and future years. 127 GENERAL FUND SUMMARY OF REVENUES 2012 2011 2012 2012 2012 Fund Org Acct Account Title Budget Request Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 53,118,155 56,211,543 56,211,543 56,184,966 1000 90100 4116 PROPERTY TAX ADJUSTMENT -356,788 0 0 -132,340 1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 356,788 0 0 132,340 1000 90100 4150 TOBACCO PRODUCTS 86,000 0 0 0 TOTAL TAXES 53,204,155 56,211,543 56,211,543 56,184,966 LICENSES AND PERMITS 1000 90100 4215 LICENSES,LIQUOR/DANCE 5,000 5,000 5,000 5,000 1000 17100 4221 PERMITS 225,000 225,000 225,000 225,000 1000 25100 4222 BUILDING 575,000 800,000 800,000 800,000 1000 25100 4224 ELECTRICAL 100,000 150,000 150,000 150,000 1000 25100 4226 PLAN CHECK 175,000 250,000 250,000 250,000 TOTAL LICENSES AND PERMITS 1,080,000 1,430,000 1,430,000 1,430,000 INTERGOVERNMENTAL 1000 90100 4318 PAYMENT IN LIEU OF TAXES 3,000 3,000 3,000 3,000 1000 16500 4321 MEDICAID 0 182,500 182,500 C 1000 15100 4336 REIMBURSEMENTS 60,000 104,000 104,000 104,000 1000 21210 4336 REIMBURSEMENTS 15,000 15,000 15,000 15,000 1000 24410 4336 REIMBURSEMENTS 16,000 16,000 16,000 16,000 1000 15200 4340 GRANTS 57,225 63,140 63,140 63,140 1000 15300 4340 GRANTS 140,000 140,000 140,000 140,000 1120 15300 4340 GRANTS 35,418 35,418 35,418 35,418 1130 15300 4340 GRANTS 124,000 123,000 123,000 123,000 114006 15300 4340 GRANTS 14,972 16,180 16,180 16,18C 1000 16500 4340 GRANTS 153,000 304,700 304,700 172,700 1000 21300 4340 GRANTS 74,268 68,768 68,768 68,766 1000 24200 4340 GRANTS 86,006 101,008 101,008 101,006 116010 24220 4340 GRANTS 2,150,149 0 0 C 116011 24220 4340 GRANTS 0 2,459,923 2,459,923 2,459,923 116510 24220 4340 GRANTS 100,000 0 0 C 116511 24220 4340 GRANTS 0 65,289 65,289 65,28£ 1000 26200 4340 GRANTS 60,000 60,000 60,000 60,000 1000 96400 4340 GRANTS 2,400 2,400 2,400 2,400 1000 90100 4352 THORNTON 29,890 29,890 29,890 29,890 1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 268,691 439,671 439,671 439,671 1000 21200 4354 CITIES AND TOWNS 31,040 31,040 31,040 31,040 1000 21300 4354 CITIES AND TOWNS 8,200 8,200 8,200 8,200 1000 24410 4354 CITIES AND TOWNS 255,000 275,000 275,000 275,00C 1000 90100 4357 SOUTH FIRESTONE URA 41,381 2,739 2,739 2,73≤ TOTAL INTERGOVERNMENTAL 3,725,640 4,546,866 4,546,866 4,232,366 CHARGE FOR SERVICES 1000 10200 4410 CHARGE FOR SERVICES 3,000 3,000 3,000 3,000 1000 10400 4410 CHARGE FOR SERVICES 11,046 11,694 11,694 11,694 1000 11200 4410 CHARGE FOR SERVICES 300,000 160,000 160,000 160,00C 1000 15100 4410 CHARGE FOR SERVICES 40,000 35,000 35,000 35,00C 1000 16500 4410 CHARGE FOR SERVICES 342,000 197,500 197,500 31,500 1000 17350 4410 CHARGE FOR SERVICES 30,000 40,000 40,000 40,000 1000 17600 4410 CHARGE FOR SERVICES 300,000 300,000 300,000 300,000 1000 21100 4410 CHARGE FOR SERVICES 345,287 345,287 345,287 345,287 1000 21200 4410 CHARGE FOR SERVICES 106,358 106,358 106,358 106,358 1000 21220 4410 CHARGE FOR SERVICES 920,553 920,553 920,553 920,553 1000 22100 4410 CHARGE FOR SERVICES 100,369 103,435 103,435 103,435 1000 22400 4410 CHARGE FOR SERVICES 82,599 59,419 59,419 60,543 1000 24100 4410 CHARGE FOR SERVICES 10,000 15,000 15,000 25,000 1000 24410 4410 CHARGE FOR SERVICES 282,200 330,200 330,200 330,200 1000 24420 4410 CHARGE FOR SERVICES 969,700 964,350 964,350 964,350 1000 26100 4410 CHARGE FOR SERVICES 10,000 6,000 6,000 6,000 1000 50100 4410 CHARGE FOR SERVICES 1,900 2,000 2,000 2,000 1000 90100 4410 CHARGE FOR SERVICES 12,000 12,000 12,000 12,000 1000 90100 4420 PARKING 27,000 25,000 25,000 25,000 1000 13100 4430 SALE OF SUPPLIES 1,500 500 500 500 1000 15100 4430 SALE OF SUPPLIES 80,000 80,000 80,000 80,000 1000 17100 4430 SALE OF SUPPLIES 2,000 1,000 1,000 1,000 1000 17600 4430 SALE OF SUPPLIES 34,000 34,000 34,000 34,000 TOTAL CHARGE FOR SERVICES 4,011,512 3,752,296 3,752,296 3,597,420 128 GENERAL FUND SUMMARY OF REVENUES 2012 2011 2012 2012 2012 mid Org Acct Account Title Budget Request Recommend Final FINES AND FORFIETURES )00 21210 4510 FINES 449,110 449,110 449,110 449,110 )00 90100 4510 FINES 29,000 30,000 30,000 30,000 TOTAL FINES AND FORFIETURES 478,110 479,110 479,110 479,110 MISCELLANEOUS 300 90100 4610 EARNINGS ON INVESTMENTS 2,450,000 1,900,000 1,900,000 1,400,000 )00 22100 4624 RENTS FROM BUILDINGS 68,068 49,362 49,362 49,362 300 90100 4624 RENTS FROM BUILDINGS 467,170 454,534 454,534 454,534 300 22100 4630 INDIRECT COST 111,737 111,852 111,852 111,852 300 90100 4640 OIL AND GAS 750,000 1,000,000 1,000,000 1,500,000 300 90100 4650 OVERHEAD 870,000 900,000 900,000 900,000 300 21200 4670 REFUND OF EXPENDITURE 45,000 45,000 45,000 45,000 300 21260 4670 REFUND OF EXPENDITURE 115,383 116,033 116,033 131,595 300 22100 4670 REFUND OF EXPENDITURE 50,000 0 0 0 300 23200 4680 OTHER 700 500 500 500 300 96200 4680 OTHER 250,000 250,000 250,000 250,000 TOTAL MISCELLANEOUS 5,178,058 4,827,281 4,827,281 4,842,843 FEES 300 12100 4720 ADVERTISING FEES 50,000 50,000 50,000 50,000 300 10300 4730 OTHER FEES 250,000 250,000 250,000 250,000 )00 11100 4730 OTHER FEES 4,800,000 5,250,000 5,250,000 5,250,000 )00 12100 4730 OTHER FEES 2,250,000 2,400,000 2,400,000 2,400,000 )00 13100 4730 OTHER FEES 45,000 30,000 30,000 30,000 )00 15100 4730 OTHER FEES 2,000 2,000 2,000 2,000 )00 24410 4730 OTHER FEES 175,000 175,000 175,000 175,000 )00 90100 4740 FEES,CABLE FRANCHISE 50,000 60,000 60,000 60,000 TOTAL FEES 7,622,000 8,217,000 8,217,000 8,217,000 TOTAL GENERAL FUND 75,299,475 79,464,096 79,464,096 78,983,705 129 GENERAL FUND SUMMARY OF EXPENDITURES 2012 2011 2012 2012 2012 Fund Org Expenditure Function Budget Request Recommend Final GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 737,349 746,549 746,549 782,727 1000 10200 COUNTY ATTORNEY 700,036 766,959 766,959 784,292 1000 10400 CLERK TO THE BOARD 286,367 285,719 285,719 302,208 1000 11100 COUNTY CLERK 866,383 900,909 900,909 933,096 1000 11200 ELECTIONS AND REGISTRATION 1,441,530 1,994,087 1,994,087 1,994,087 1000 11300 MOTOR VEHICLE 1,847,810 1,847,810 1,847,810 1,921,501 1000 12100 TREASURER'S OFFICE 848,250 848,250 848,250 843,817 1000 13100 ASSESSOR 2,401,076 2,359,352 2,359,352 2,412,179 1000 14100 COUNTY COUNCIL 46,567 46,567 46,567 46,919 1000 15100 DISTRICT ATTORNEY 4,660,134 4,684,034 4,684,034 4,893,934 1000 15200 JUVENILE DIVERSION 78,420 78,420 78,420 95,650 1000 15300 VICTIM WITNESS 465,280 465,072 465,072 524,427 1120 15300 VICTIM WITNESS 35,418 35,418 35,418 35,418 1130 15300 VICTIM WITNESS 124,000 123,000 123,000 123,000 114006 15300 VICTIM WITNESS 14,972 16,180 16,180 16,180 1000 16100 FINANCE 543,065 543,065 543,065 628,521 1000 16200 ACCOUNTING 633,870 625,870 625,870 662,086 1000 16300 PURCHASING 151,876 151,876 151,876 159,850 1000 16400 PERSONNEL 604,324 634,899 634,899 636,761 1000 16500 TRANSPORTATION 761,002 935,485 935,485 454,507 1000 17100 PLANNING OFFICE 1,324,576 1,400,924 1,400,924 1,467,149 1000 17200 BUILDINGS AND GROUNDS 5,159,281 5,702,821 5,702,821 5,824,219 1000 17300 INFORMATION SERVICES 3,122,565 3,452,705 3,452,705 3,452,705 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 131,081 209,121 209,121 209,121 1000 17600 PRINTING AND SUPPLY 392,727 392,727 392,727 398,944 TOTAL GENERAL GOVERNMENT 27,377,959 29,247,819 29,247,819 29,603,298 PUBLIC SAFETY 1000 21100 SHERIFF ADMINISTRATION 1,627,069 1,747,094 1,747,094 1,825,512 1000 21200 SHERIFF'S OPERATIONS 6,961,890 6,693,679 6,693,679 6,946,989 1000 21210 TRAFFIC CONTROL 1,108,385 1,072,429 1,072,429 1,103,606 1000 21220 MUNICIPAL CONTRACT SERVICES 739,343 748,910 748,910 809,146 1000 21230 ORDINANCE 88 ENFORCEMENT 233,414 243,673 243,673 253,821 1000 21260 REGIONAL LAB 294,933 296,233 296,233 314,784 1000 21300 VICTIM ADVOCATES 149,397 149,397 149,397 158,196 1000 21410 DRUG TASK FORCE 171,422 171,422 171,422 176,205 1000 22100 COMMUNICATIONS SERVICE 2,048,813 2,531,912 2,531,912 2,323,488 1000 22400 CRIMIAL JUSTICE SYSTEM 876,393 955,902 955,902 955,902 1000 23200 COUNTY CORONER 648,757 731,484 695,733 733,835 1000 24100 JUSTICE SERVICES 453,412 492,856 492,856 539,160 1000 24200 COMMUNITY CORRECTIONS 86,006 101,008 101,008 101,008 116010 24220 THE RESTITUTION CENTER 2,150,149 0 0 0 116011 24220 THE RESTITUTION CENTER 0 2,459,923 2,459,923 2,459,923 116510 24220 THE RESTITUTION CENTER 100,000 0 0 0 116511 24220 THE RESTITUTION CENTER 0 65,289 65,289 65,289 1000 24410 NORTH JAIL COMPLEX 17,233,325 17,107,252 17,107,252 17,807,082 1000 24420 CENTENNIAL JAIL 2,725,562 3,126,285 3,126,285 3,252,116 1000 25100 BUILDING INSPECTION 932,085 988,907 988,907 1,031,210 1000 26100 WEED AND PEST 502,994 502,994 502,994 503,625 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 166,737 167,137 167,137 266,383 TOTAL PUBLIC SAFETY 39,210,086 40,353,786 40,318,035 41,627,280 PUBLIC WORKS 1000 31100 ENGINEERING 1,891,263 1,868,994 1,868,994 1,972,097 CULTURE AND RECREATION 1000 50100 MISSILE PARK 72,079 75,604 75,604 78,536 1000 50200 PARKS AND TRAILS 29,000 29,000 29,000 29,000 1000 56100 AIRPORT 7,895 0 0 0 TOTAL CULTURE AND RECREATION 108,974 104,604 104,604 107,536 130 GENERAL FUND SUMMARY OF EXPENDITURES 2012 2011 2012 2012 2012 Fund Org Expenditure Function Budget Request Recommend Final HEALTH AND WELFARE 1000 56110 SENIOR PROGRAMS 10,360 10,360 10,360 12,500 1000 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 168,225 168,225 168,225 183,225 1000 56150 A KID'S PLACE 6,780 6,780 6,780 6,780 1000 56160 COUNTY CONTRIBUTIONS 3,214,419 3,498,895 3,498,895 3,469,661 TOTAL HEALTH AND WELFARE 3,448,009 3,769,260 3,732,485 3,720,391 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 87,000 87,200 87,000 89,700 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 512,500 512,500 512,500 512,500 1000 90150 COMMUNITY AGENCIES GRANTS 64,728 69,250 69,250 64,250 1000 96100 EXTENSION 342,144 342,144 342,144 342,535 1000 96200 FAIR 308,945 308,945 308,945 308,945 1000 96400 VETERANS 69,129 69,129 69,129 77,170 1000 96500 ISLAND GROVE BUILDINGS 78,975 82,395 82,395 82,395 1000 99999 SALARY CONTINGENCY 0 2,669,907 2,669,907 0 TOTAL MISCELLANEOUS 1,376,421 4,054,270 4,054,270 1,387,795 TOTAL GENERAL FUND 73,499,712 79,485,933 79,413,207 78,508,097 131 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 $ 626,746 $ 632,299 $ 632,299 $ 668,477 Supplies 2,658 850 1,100 1,100 Purchased Services 96,070 104,200 113,150 113,150 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 725,474 $ 737,349 $ 746,549 $ 782,727 Revenue 0 0 0 Net County Cost $ 725,474 $ 737,349 $ 746,549 $ 782,727 F.1 dgPositions 6 6 6 6 SUMMARY OF CHANGES: Supplies are up $250 due to use and cost of printer cartridges for the new printer in the office. Memberships are up $3,250 due to the Commissioners decision to rejoin the National Association of Counties (NACO). Travel is up $6,000 based upon increased mileage reimbursement and utilization. Overall budget is up $9,200. Final budget adjustments include an increase in salaries and benefits of$36,178. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 132 OFFICE OF THE BOARD (CONTINUED) 1000-10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 0.237 0.231 0.225 Per capita cost (county support) $2.87 $2.84 $2.94 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) ESI-1: Clearly-defined Citizen satisfaction feedback for High High High performance service delivery departments expectations and standards ESI-2: Conveniently Resident and visitor satisfaction High High High accessed and easy-to- feedback with County services use services ES1-3: 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) ES2-1: 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 133 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 $ 565,491 $ 583,191 $ 646,466 $ 675,199 Supplies 4,075 2,000 2,000 2,000 Purchased Services 121,104 114,845 118,493 107,093 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 690,670 $ 700,036 $ 766,959 $ 784,292 Revenue 21,306 3,000 3,000 3,000 Net County Cost $ 669,364 $ 697,036 $ 763,959 $ 781,292 Budgeted Positions 4 4 5 5 SUMMARY OF CHANGES: The net county costs are up $66,923 in the recommended budget. On April 25, 2011, the Board approved an additional Assistant County Attorney IV and the downgrade of a Senior Assistant County Attorney to an Assistant County Attorney IV for a net cost of $63,275. Publications for Westlaw were increased $3,000, and the chargeback from Clerk to the Board ($11,694) was increased $648. Final budget adjustments include an increase in salaries and benefits of $28,733. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Purchased services were reduced by $11,400 due to the reduction in the cost of the Westlaw subscription service. All other items were approved as recommended. 134 COUNTY ATTORNEY (CONTINUED) 1000-10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs #of new requests for legal assistance 450 450 510 # of new mental health cases 55 60 70 # of new code violations 120 120 120 Efficiency Measures FTE's per 10,000/capita 0.158 0.154 0.188 Per capita cost (county support) $2.65 $2.69 $2.93 Number of agenda requests/D&N/mental 185 cases per FTE 185 175 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-I: Efficient Client satisfaction of elected officials and and effective legal department heads 95% 99% 99% representation of Weld County 135 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 385,785 250,000 250,000 250,000 Net County Cost $ - 385,785 $ - 250,000 $ - 250,000 $ - 250,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: No change. Per Section 37-37-104(3), C.R.S., all expenses of the office are to be paid from public trustee fees prior to payment to the County Treasurer. Excess funds are to be maintained in a special reserve fund until one year's operating costs are accumulated. It is anticipated that excess revenue, in the amount of $250,000, will be transferred to the General Fund in 2012. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 136 PUBLIC TRUSTEE BUDGET 2012 INCOME Release income after Recording Fees $ 73,000 Foreclosure income from Statutory Fees 825,000 Interest Earned on Balances 3,000 Total Income $ 901,000 EXPENSES Personnel: Public Trustee Salary $ 72,500 Staff Salaries 190,000 FICA Contribution 20,000 SUTA Taxes 125 Retirement Plans 8,900 Medical Insurance 60,000 Misc./Other 1,200 Total Personnel $ 352,725 Operating Expenses: Accounting/Auditing/Legal Services $ 18,000 Building/Office Rental/Storage 28,000 Dues and Meetings 5,000 Equipment Maintenance/Rental 8,000 IT Support 750 Office Supplies 15,000 Postage 30,000 Telephone/Utilities 15,000 Travel/Mileage 5,000 Total Operating $ 124,750 Capital Outlay: Computer Hardware 3,500 Office Equipment/Miscellaneous $ 2,000 Total Capital Outlay $ 5,500 Total Expenses $ 482,975 NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 418.025 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 278,549 $ 274,313 $ 274,313 $ 290,802 Supplies 22,576 13,000 15,000 15,000 Purchased Services 7,834 10,100 8,100 8,100 Fixed Charges -11,203 - 11,046 - 11,694 - 11,694 Capital 0 0 0 0 Gross County Cost $ 297,756 $ 286,367 $ 285,719 $ 302,208 Revenue 52,616 11,046 11,694 11,694 Net County Cost $ 245,140 $ 275,321 $ 274,025 $ 290,514 Budgeted Positions 5 5 5 L 5 a SUMMARY OF CHANGES: Net county costs are down $1,296. Expenditure line items are the same as last year, but have been reallocated to reflect expenditure patterns. Charge backs to the County Attorney ($11,694) are up $648. Revenue from Phone Services ($11,694) for backup to the switchboard is up $648. Final budget adjustments include an increase in salaries and benefits of $16,489. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 138 CLERK TO THE BOARD (CONTINUED) 1000-10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of meetings transcribed 230 230 230 Number of documents optically scanned 5,000 5,000 5,000 Number of BOE hearings scheduled 30 500 30 Efficiency Measures FTE's per 10,000/capita 0.198 0.193 0.188 Per capita cost (county support) $0.97 $1.06 $1.09 Cost per meeting/hearing $1,065.83 $1,197.05 $1,263.10 Goal ES4: To improve service,increase efficiency and provide greater information access and exchange between the County Commissioners and the citizens of Weld County. DESIRED 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 95% 95% 99% government and information information and services 139 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 $ 656,172 $ 668,328 $ 668,328 $ 700,515 Supplies 101,668 74,404 104,821 104,821 Purchased Services 69,551 108,651 112,760 112,760 Fixed Charges 11,565 15,000 15,000 15,000 Capital 0 0 0 0 Gross County Cost $ 838,956 $ 866,383 $ 900,909 $ 933,096 Revenue 5,011,625 4,800,000 5,250,000 5,250,000 Net County Cost $ -4,172,669 $ - 3,933,617 $ -4,349,091 $ - 4,316,904 FI2Tud eted Positions 8.5 FTE Recording 8 FTE Recording 8 FTE Recording 8 FTE Recording g 3 FTE Admin. I 3 FTE Admin. 3 FTE Admin. 3 FTE Admin. SUMMARY OF CHANGES: Office supplies increased $30,417 due to high utilization of supplies caused by all the oil and gas recording activity in the county. Repair and Maintenance is up $4,109 for maintenance agreements on the new microfilm readers. All other expenditure accounts remain unchanged. Final budget adjustments include an increase in salaries and benefits of$32,187. Revenue from Clerk and Recorder fees are up $450,000 as a result of recovering vehicle sales and increased oil and gas recording activity. In addition, HB 10-1007 increased revenue due to uniform filing fees, and a portion of the State vehicle emissions fee is retained by the county. All these factors have contributed to the jump in revenue projections for 2012. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. The Board did authorize the Clerk and Recorder to continue using temporary clerical staff (1.5 FTE) to deal with the volume of work associated with all the oil and gas lease activity in Recording. A supplemental appropriation will be made in 2012, if necessary to cover the costs. 140 RECORDING/ADMINISTRATION (CONTINUED) 1000-11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of documents recorded 69,586 76,545 76,927 Number of copies produced 448,692 493,561 1,007,833 Number of marriage licenses issued 1,301 1,431 1,669 Efficiency Measures FTE's per 10,000/capita — Recording 0.455 0.424 0.301 Per capita contribution $3.31 $3.34 $3.51 Number of documents recorded per FTE 8,187 9,005 9,616 Goal ES5: Ensure statutory requirements and regulations governing the recording,indexing,imaging and electronic archiving. To be accountable and responsible to the public's needs. Ensure that the citizens receive professional,timely and quality service at all times. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES5-1: Receive 100% accuracy with indexing 99.5% 99.5% 99.5% documents for 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 4 complaints 0 complaints 0 complaints access for copies 141 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 $ 563,225 $ 509,174 $ 695,649 $ 695,649 Supplies 284,808 560,244 813,272 813,272 Purchased Services 136,743 362,212 464,287 464,287 Fixed Charges 6,060 9,900 20,879 20,879 Capital 0 0 0 0 Gross County Cost $ 990,836 $ 1,441,530 $ 1,994,087 $ 1,994,087 Revenue 55,080 300,000 160,000 160,000 Net County Cost $ 935,756 $ 1,141,530 $ 1,834,087 $ 1,834,087 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES: The budget reflects the projected costs of conducting a Primary Election and a Presidential Election with a large turnout anticipated due to the Presidential Election. The added costs total $552,557 for 2012. Revenues are estimated at $160,000, since there will not be as much revenue from TABOR elections in this normal election year, versus an off-year. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. At work session on September 16, 2011, the Board approved upgrading an Office Tech II position to an Outreach Coordinator (Grade 21) to assist with the bilingual ballot and community outreach. No other changes. 142 ELECTIONS (CONTINUED) 1000-11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of voter transactions 423,002 444,152 392,209 Revenue generated from elections $55,080 $300,000 $160,000 Efficiency Measures FTE'S per 10,000/capita 0.198 0.193 0.188 Per capita cost (county support) $3.70 $4.40 $6.89 Transactions per FTE 84,600 88,830 78,442 Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Vote Center voting, Mail-In Ballots, Early voting or Provisional voting. Register all voters that have a desire to vote and allow them to cast a ballot at the time of the election. Provide a Vote Center that is organized, safe and free of influence. Maintain a staff of highly-trained professionals who have the responsibility for the administration of the election office and all duties charged to the office. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES6-1: 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 of 100%accuracy between votes cast and votes 100% 100% 100% voter records reported maintained ES6-4: Educated Measured by the percent of voter turn-out 60% 90% 90% voters ES6-3: Voter Press Releases 8 8 8 Outreach Direct Mailings 3 8 8 Website announcements 4 4 4 143 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 $ 1,589,373 $ 1,676,569 $ 1,676,569 $ 1,750,260 Supplies 34,917 15,720 15,720 15,720 Purchased Services 142,831 155,521 155,521 155,521 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,767,121 $ 1,847,810 $ 1,847,810 $ 1,921,501 Revenue 0 0 0 0 Net County Cost $ 1,767,121 $ 1,847,810 $ 1,847,810 $ 1,921,501 32 Full-time 32 Full-time Full-time 32 Full-time Budgeted Positions 4 Part-time 4 Part-time 3 Part-time 3 Part-time SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries and benefits of$73,691. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 144 MOTOR VEHICLE (CONTINUED) 1000-11300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 467,808 514,589 586,233 FORT LUPTON BRANCH OFFICE: Number 118 130 166 of marriage licenses issued DEL CAMINO BRANCH OFFICE: Number of 196 216 270 marriage licenses issued Efficiency Measures FTE'S per 10,000/capita — DMV 1.34 1.31 1.20 Per capita cost $6.99 $7.12 $7.22 Number of titles/registrations issued per FTE 14,619 16,081 18,320 Goal ES7: Ensure every motor vehicle is properly titled and registered according to current Colorado laws. To be accountable and responsible to the public's needs within the guidelines of the law. Ensure that the citizens receive professional,timely and quality service at all times. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES7-l: Receive 100% accuracy with indexing 99% 99% 99% documents for and verification titling and registering Customer satisfaction 2 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 15 145 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TREASURER BUDGET UNIT TITLE AND NUMBER: Treasurer- - 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds, such as property taxes, and disbursing funds collected for the state, county school districts, municipalities and special districts. The Treasurer deposits County funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 551,770 $ 582,183 $ 582,183 $ 577,750 Supplies 70,002 36,700 36,700 36,700 Purchased Services 329,452 229,367 229,367 229,367 Fixed Charges 1,137 0 0 0 Capital 0 0 0 0 Gross County Cost $ 952,361 $ 848,250 $ 848,250 $ 843,817 Revenue 2,720,569 2,300,000 2,450,000 2,450,000 Net County Cost $ - 1,768,208 $ - 1,451,750 $ - 1,601,750 $ - 1,606,183 Budgeted Positions 10 r 10 10 10 SUMMARY OF CHANGES: There is no change to the expenditures, except final budget adjustments include a decrease in salaries and benefits of$4,433. Revenue from Treasurer's fees is up $150,000. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 146 TREASURER (CONTINUED) 1000-12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected $330M $346M $360M Miscellaneous Revenue Collected $64M $64M $64M Investments $98M $107M $110M Efficiency Measures FTE's per 10,000/capita .396 .385 .376 Per capita expenditure $3.77 $3.27 $3.17 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 $5.13 $4.68 $4.96 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 2.40% 2.35% 2.20% that are safe,liquid and deliver the best yield possible—in that order 147 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 $ 2,055,212 $ 2,163,280 $ 2,146,556 $ 2,199,383 Supplies 138,632 55,296 55,296 55,296 Purchased Services 91,304 182,500 157,500 157,500 Fixed Charges 480 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,285,628 $ 2,401,076 $ 2,359,352 $ 2,412,179 Revenue 33,588 46,500 30,500 30,500 Net County Cost $ 2,252,040 $ 2,354,576 $ 2,328,852 $ 2,381,679 LBudgeted Positions 33.5 33.5 32.5 32.5 SUMMARY OF CHANGES: Reduced postage by $25,000 because it is a non-reappraisal year. Personnel costs are down $16,724 in net costs due to the elimination of a Transfer Tech position, for a savings of $37,656 and reclassification requests that offset the savings by $20,932. The reclassifications include: 1) Upgrading an Appraiser II (Grade 25) to an Assessor Analyst Assistant (Grade 30) for a cost of $4,848; 2) Upgrading a Data Collector from Grade 15 to Grade 19 for a cost of $3,316; and 3) Upgrading two Transfer Techs (Grade 17) to GIS Mappers (Grade 24) for a cost of $12,768. Net impact is that one FTE is eliminated with the restructuring. Final budget adjustments include an increase in salaries and benefits of$52,827. Revenues are down $16,000 as more Assessor maps are purchased through the GIS Department, instead of directly from the Assessor. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the elimination of the Transfer Tech position and the upgrade of the four positions for a net savings of $16,724. The personnel changes will better accommodate the workload needs of the department with all of the procedural and technology changes that have been made by the Assessor in the last few years to achieve better operational efficiencies and improved service levels for the office. 148 ASSESSOR (CONTINUED) 1000-13100 BOARD ACTION: Approved as recommended including the reorganization. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of parcels (including personal 200,416 203,928 210,000 property and SA) Telephone Calls Answered 30,000 30,000 30,000 Number of administrative updates to 140,000 140,000 135,000 database Number of walk-ins requesting assistance 2,500 3,000 2,500 Number of Property Inspections 8,000 8,000 8,000 Sales Verification 8,000 8,000 8,000 Efficiency Measures FTE's per 10,000/capita 1.33 1.29 1.22 Per capita cost (county support) $8.91 $9.08 $8.95 Cost per parcel $11.24 $11.55 $11.34 Parcels Per FTE 5,983 6,087 6,461 Effectiveness Measures (desired results) Deed Processing Time (days) 5 5 5 Requests for Information per FTE 867 985 1,000 Percent of Properties Site Reviewed 5% 5% 5% Assessment Levels compared to 100% 100% 100% Market value 149 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 10i°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 150 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 $ 6,927 $ 17,601 $ 17,601 $ 17,953 Supplies 153 300 300 300 Purchased Services 3,056 28,666 28,666 28,666 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 10,136 $ 46,567 $ 46,567 $ 46,919 Revenue 0 0 0 0 Net County Cost $ 10,136 $ 46,567 $ 46,567 $ 46,919 Budgeted Positions I 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries and benefits of$352. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 0.040 0.039 0.038 Per capita cost (county support) $0.040 $0.180 $0.176 151 SEVEN YEAR TREND District Attorney 6 5 4 co Z Ori 3 —I E 2 1 0 2006 2007 2008 2009 2010 2011 2012 152 SEVEN YEAR TREND District Attorney Local Cost 5 4.5 4 3.5 3 co Z j 2.5 J_ 2 1.5 1 0.5 0 2006 2007 2008 2009 2010 2011 2012 153 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 $ 4,332,080 $ 4,324,234 $ 4,346,134 $ 4,556,034 Supplies 98,520 73,000 73,000 73,000 Purchased Services 181,159 262,900 264,900 264,900 Fixed Charges 771 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4,612,530 $ 4,660,134 $ 4,684,034 $ 4,893,934 Revenue 334,216 182,000 221,000 221,000 Net County Cost $ 4,278,314 $ 4,478,134 $ 4,463,034 $ 4,672,934 Budgeted Positions 58.375 54.125 54.1251 55.125 SUMMARY OF CHANGES: The District Attorney is requesting the reclassification of two Deputy District Attorney III positions to Deputy District Attorney IV position ($10,950 x 2 = $21,900) to accommodate the caseload with more experienced staff. A Blackberry for Office Administrator is also requested, which increases phone costs $1,000. Revenues are up $39,000. Reimbursement for the DA's salary is budgeted at $104,000, charges for services ($35,000), other fees ($2,000), and sale of supplies ($80,000) for a total of $221,000. Net county costs in the recommended budget are down $15,100. Final budget adjustments include an increase in salaries and benefits of$170,813. FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification of the two Deputy District Attorney III positions to Deputy District Attorney IV positions ($20,900) is recommended based upon the caseload need and the experience required of the positions. Blackberry has gone through the phone approval process and is recommended. BOARD ACTION: Board approved the upgrade of the two Deputy DA positions. At a September 15, 2011, work session the Board approved a White Collar Crime Investigator beginning July 1, 2012. The position will only be funded for six months in 2012 ($39,087), but fully funded in 2013. All other items approved as requested including the Blackberry. 154 DISTRICT ATTORNEY (CONTINUED) 1000-15100 Goal PSDA1: Systematic reduction of gang violence in our community. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PSDA1-l: 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 PSDA1-2: Press releases will be completed in every 12 12 100% 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 PSDA1-3: Gang sentencing motions will be filed in 15 15 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) PSDA2-1: 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% 100% 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 task Suggest on-going legislative changes task forces forces forces force necessary to accomplish the above goals 155 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 successful juvenile offenders Juvenile Diversion Program. completion of completion of before and after Juvenile Juvenile adjudication Diversion Diversion [deleted] PSDA3-2: The District Attorney's Office will identify 6 year to date 10 10-12 Increased and prosecute 10-12 habitual criminal sentences for 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 n/a Ongoing Increased with information sharing and accessibility community of information awareness of information resources PSDA4-2: Elimination complaints regarding n/a n/a 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 All files to be Ongoing—files Ongoing Elimination of the end of 2010 electronic by are stored "paper files"in the end 2010 electronically, lieu of electronic but an adequate files case management system is being sought PSDA5-2: Elimination of one FTE by consolidating n/a-Goal n/a-Goal n/a-Goal Consolidation of support staff functions Completed completed completed data entry and scanning support staff functions 156 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 $ 70,929 $ 77,170 $ 77,170 $ 94,400 Supplies 149 500 500 500 Purchased Services 1,195 750 750 750 Gross County Cost $ 72,273 $ 78,420 $ 78,420 $ 95,650 Revenue 56,965 57,225 63,140 63,140 Net County Cost r $ 15,308 $ 21,195 $ 15,280 $ 32,510 Budgeted Positions 1.25 1.25 1.25 1.25 SUMMARY OF CHANGES: No change on the expenditure side of the budget, except final budget adjustments include an increase in salaries and benefits of$17,230. Revenue from the state grant is up $5,915. 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. 157 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300 DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims Rights Amendment. The VW Program provides services to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office. Crime Victim Compensation provides serves to any crime victim who has filed a police report. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 611,794 $ 616,265 $ 616,265 $ 675,620 Supplies 1,988 3,500 3,500 3,500 Purchased Services 28,414 19,905 19,905 19,905 Fixed Charges 716,437 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,358,633 $ 639,670 $ 639,670 $ 699,025 Revenue 1,026,646 314,390 314,598 314,598 Net County Cost $ 331,987 $ 325,280 $ 325,072 $ 384,427 Budgeted Positions 11.75 11.75) 11.625 11.625) SUMMARY OF CHANGES: The Victim Compensation Assistant has changed from a .625 FTE to a .5 FTE due to reduction of Victim Compensation Administration funds. Final budget adjustments include an increase in salaries and benefits of$59,355. Other expenditures remain the same. Revenue for the program comes from the following grants: VALE ($123,000); VOCA ($35,418); and VAWA ($16,180). VALE administrative funds ($79,000), and COMP administration funds ($61,000). Total revenue is $314,598 up $208. The VALE grant decreased $1,000, and VAWA grant increased $1,208. Net county costs are down $208. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney goals at the end of Budget Unit 1000-15100. 158 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 $ 473,508 $ 534,355 $ 534,355 $ 619,811 Supplies 30 250 250 250 Purchased Services 4,270 8,460 8,460 8,460 Fixed Charges 632 0 0 0 Capital 0 0 0 0 Gross County Cost $ 478,440 $ 543,065 $ 543,065 $ 628,521 Revenue 0 0 0 0 Net County Cost $ 478,440 $ 543,065 $ 543,065 $ 628,521 Budgeted Positions 1.75 r 2.75 2.75 3.75 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries and benefits of$21,104. FINANCE/ADMINISTRATION RECOMMENDATION: There have been discussions during the past year regarding the creation of a Weld County Information/Special Projects Specialist position. This position would serve as the chief marketer for Weld County Government, spreading information about the great work being done by Weld County Government. It would illuminate all the positives about doing business, living, and visiting Weld County. There is currently no one individual whose primary responsibility is creating and managing the information and data which is created by the county government. It is important that this position is not envisioned as being a spokesperson for the county; elected officials and department heads fill this role well. Rather, this position will support those individuals who already serve as spokespeople. This position could assist in preparing everything from special projects, press releases, to presentations, to multimedia marketing materials, such as the proposed Weld County Virtual Tour. However, these tasks will likely be supplemental to work already being done by individuals throughout the county. Creation of this position is a policy issue for the Board. The cost of the position would be $64,352 for salaries and benefits at grade 31. No funding is in the recommended budget for this position. Policy issue. 159 FINANCE AND ADMINISTRATION (CONTINUED) 1000-16100 BOARD ACTION: At a work session on August 15, 2011, the Board approved the position effective immediately to be paid for by salary savings in 2011. Funds for the position ($64,352) were added in the Final Budget. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Excess revenue over expenditures 3.0% 3.0% 3.0% Budgeted fund balance vs. actual variance 3.0% 3.0% 3.0% Efficiency Measures FTE'S per 10,000/capita 0.059 0.106 0.141 Per capita cost (county support) $1.89 $2.09 $2.36 Goal ES10: Ensure the financial viability of the County through sound financial managementpractices. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES10-1: Sound Number of audit exceptions 0 0 0 asset management and financial Return on investments 3.0% 2.75% 2.25% investment strategies ES10-2: Plan Percent of cash reserves 15.0% 25.0% 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 INDICATOR(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 90% 93% 95% needs and desires County services for tax dollars paid 160 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200 DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general accounting functions, and must maintain and produce accurate records for departments' use to allow proper budgetary control. Maintains records for grants in the County, and assists in the annual audit by an independent auditor. Issues County warrants and provides budgetary control by processing supplemental appropriations, etcetera. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 475,762 $ 483,870 $ 483,870 $ 520,086 Supplies 83,935 118,000 110,000 110,000 Purchased Services 30,337 32,000 32,000 32,000 Fixed Charges 54 0 0 0 Capital 0 0 0 0 Gross County Cost $ 590,088 $ 633,870 $ 625,870 $ 662,086 Revenue 0 0 0 0 Net County Cost $ 590,088 $ 633,870 $ 625,870 $ 662,086 Budgeted Positions 6.5 6.0 6.0 6.0 SUMMARY OF CHANGES: Adjustment to supplies to reflect appropriate $8,000 decrease in software maintenance costs. Final budget adjustments include an increase in salaries and benefits of$36,216. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 161 ACCOUNTING (CONTINUED) 1000-16200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 17,115 18,000 18,000 Average number of employees paid 1,398 1,400 1,400 Number of employees trained on General 200 200 200 Ledger Total County federal funds $35.0 $40.0 $37.0 Efficiency Measures FTE's per 10,000/capita .237 .231 .225 Per capita cost (county support) $2.55 $2.44 $2.49 Account Payable warrants per week per 329 346 350 NP FTE Employees paid monthly per Payroll FTE 1,371 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 181 principles,etc. ES12-2: Cohesive, Annual external audit has no major Achieved Achieved Planned standardized issues County-wide financial systems and processes 162 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: This Department is responsible for all purchases whether by formal bid, telephone proposal, or quotation; maintains vendor bid list for all types of bidding; and seeks approval from the Board of County Commissioners on all bids. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 142,142 $ 144,432 $ 144,432 $ 152,406 Supplies 118 500 500 500 Purchased Services 3,668 6,944 6,944 6,944 Gross County Cost $ 145,928 $ 151,876 $ 151,876 $ 159,850 Revenue 0 0 0 0 Net County Cost $ 145,928 $ 151,876 $ 151,876 $ 159,850 Budgeted Positions a 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries and benefits of$7,974. No other changes. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dollar value of Purchase Orders placed $40 million $40 million $41.5 million Dollar value of purchase cards $3.5 million $3.5 million $3.7 million Number of purchase cards issued 100 100 100 Number of formal bids 200 200 190 Number of Purchase Orders placed 1,200 1,200 1,200 Efficiency Measures FTE'S per 10,000/capita 0.079 0.077 0.075 Per capita cost (county support) $0.577 $0.585 $0.601 Cost per Purchase Order $121.61 $116.64 $133.21 163 PURCHASING (CONTINUED) 1000-16300 Goal ES13: Ensure the timely acquisition of"best value" goods and services while maintaining integrity and inclusion DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOM ES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES13-1: 95%of internal users satisfied with 98%of 98%of 98%of internal Streamlined and overall service internal users internal users users satisfied responsive satisfied with satisfied with with overall procurement overall service overall service service process 95%of 98%of 98%of internal internal users internal users users satisfied 90%of internal users satisfied with satisfied with satisfied with with overall quality overall quality overall quality 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,results of market research, value or value or value or quality,terms and 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 164 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is responsible for setting up employment policies, rules, job classification, and compensation. Full scope employment efforts managed by Human Resources, with assistance given as needed, especially in the areas of recruiting, hiring, discipline and terminations. Training of staff including supervisors, managers and line employees play an important role in this department, especially with the ongoing need for our Emerging Leaders. This training enables better succession planning for department needs because of the focus on leadership qualities and managing tips given. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 434,070 $ 440,305 $ 79,192 $ 81,054 Supplies 130,644 145,915 157,000 157,000 Purchased Services 32,952 58,650 41,900 41,900 Fixed Charges - 13,162 -40,546 -43,193 - 43,193 Capital 0 0 0 0 Gross County Cost $ 584,504 $ 604,324 $ 34,899 $ 36,761 Revenue 31 0 0 0 Net County Cost $ 584,473 $ 604,324 $ 634,899 $ 636,761 Budgeted Positions 5.5 5.5 6 6 SUMMARY OF CHANGES: Supply budget increased due to the cost of Oracle (PeopleSoft) products. Support costs for PeopleSoft will equal $140,200. NeoGov application and recruiting software will cost $9,800 annually for continued support. Purchased services costs will drop $16,750 primarily due to no longer funding an intern position. Due to the use of NeoGov (see above) advertising costs are less than previous years. The Office Tech will still be covering switchboard, which is charged back to Phone Services of $43,193. The department is requesting that the Wellness Coordinator ($38,887) become full time to increase our savings for our health insurance and risk management. Final budget adjustments include an increase in salaries and benefits of$1,862. FINANCE/ADMINISTRATION RECOMMENDATION: Making the Wellness Coordinator full-time will allow her to enhance the current programming available, creating greater savings for our employees and the County in the areas of health, wellness and productivity. The enhanced programming would include greater access to metrics,as well as working closely with all of our benefits vendors to include: Cigna, Hartford, Delta, WCEMC, and Livewell. Cost savings measures would be shared with the Board on a quarterly basis to justify the position and the savings the County will see. Policy issue. 165 HUMAN RESOURCES (CONTINUED) 1000-16400 BOARD ACTION: Board approved making the Wellness Coordinator full time. The Board does want to see more evidence of the cost benefit of the program in the upcoming year. All other items were also approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions (FTE'S) 1,370 1,320 1,322 Occupied FTE'S 1,360 1,300 1,300 Number of employees terminated 185 145 130 Turnover Rate 13.5% 11% 10% Efficiency Measures FTE'S per 10,000/capita 0.218 0.212 0.225 Per capita cost (county support) $2.31 $2.27 $2.39 Personnel served per FTE 274 264 220 Goal ES14: Attract,develop and retain an effective diverse and dedicated team of employees. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 14-1: Provide Using reporting system,days to fill departments with positions,and time between advertisement Less than Less than Less than best qualified and hiring of individuals 21 days. 21 days. 21 days. personnel ES 14-2: Retention Using report system, show retention stats County-wide Turnover- Turnover- of excellent Full time under 10% under 10% employees Lower staff turnover support as needed. Employee Satisfaction Survey Participation in Weld County Turnover Wellness/Safety programs increased estimated at 13.5% Health insurance costs lowered due to employees activities in Wellness/Safety programs Training programs developed leadership development programs available 166 HUMAN RESOURCES (CONTINUED) 1000-16400 DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 14-3: Track training employees receive Not Can use Excel or Access based Workforce skills to currently database(to be developed)to support County Use system to tract competencies achieved Tracked track all training. priorities (leadership, Currently looking at PeopleSoft customer service, for this feature. fiscal problem- solving,etc) ES 14-4: Performance evaluations for all staff done Approx- Anticipate 90%completion first Achievement of timely 70%full year w/new system to be tracked performance time through PeopleSoft. targets employees completed Overall rating of employee performance Not Average 3.0—3.5 average,with increased each year currently the average actual performance tracked improving year to year, causing average performance to actually be improved each year(meaning an employee who is an average employee currently and does not train or improve them may be below average the following year because the bar is always raised. ES14-5: Human Employee satisfaction increased Not Measured through increased Resources to currently contact by employees and become"Value Become the"go to"department tracked departments Added"to each department in the Delivery of services increased and given on Needs of employees/managers, County a timely basis etc being met consistently 167 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 $ 442,657 $ 450,122 $ 450,122 $ 325,518 Supplies 1,827 6,000 3,000 3,000 Purchased Services 183,850 171,742 210,444 45,800 Fixed Charges 90,636 133,138 106,919 80,189 Capital 0 0 165,000 0 Gross County Cost $ 718,970 $ 761,002 $ 935,485 $ 454,507 Revenue 536,693 495,000 684,700 204,200 Net County Cost $ 182,277 $ 266,002 $ 250,785 $ 250,307 Budgeted Positions 9.0 10.0 10.0 6.25 SUMMARY OF CHANGES: Salaries and fringe benefits of $450,122 fund 10 FTE's. Supply costs are $3,000, vehicle costs are $70,000, depreciation is $41,000, miscellaneous items total $11,200, transportation costs for Medicaid clients total $60,000, and county indirect costs are $106,919. $28,244 is the chargeback from Building and Grounds for supervision of the program. Three new vehicles are budgeted at $165,000 of which a CDOT grant will pay 80 percent of the costs. Final budget adjustments include an increase in salaries and benefits of $52,848. Revenues from CDOT are $117,700 for operations, $55,000 for administration, and $132,000 (80%) for three vehicles. Charges for services total $197,500, and include $171,500 for Senior meals and transportation, $10,800 for CRS Day Care, and $15,200 for NEMT broker services. Net county costs are $250,785 down $15,217. FINANCE/ADMINISTRATION RECOMMENDATION: This budget has some unknowns about it that may require an adjustment in the final budget. Area Agency on Aging is exploring options to the meal delivery for the congregate meals due to the costs and the budget limitations that the program is experiencing. If a change in service level is required the budget will be adjusted accordingly. The Medicaid broker function may be transferred back to the state January 1, 2012. If it is there will no longer be a need to fund Medicaid transportation costs or the offsetting revenues. 168 TRANSPORTATION (CONTINUED) 1000-16500 BOARD ACTION: The final budget had a number of program changes: 1. The Area Agency on Aging (AAA) changed to a private vendor for the meal delivery for the congregate meals at a reduced cost. Revenue was reduced by $171,500. 2. Effective January 1, 2012, the county will no longer do the Medicaid broker function. The state's vendor, First Transit, will provide the service. This change will also mean that Weld County will no longer be obligated to provide an "independent" Medicaid transit program. This will cause clients to ride during the published CDOT/FTA transit schedule instead of the everyday/all day taxi response that the county was required to provide as a Medicaid broker. Clients will ride at no cost under CDOT guidelines. Revenue was reduced by $15,200 for broker and $182,500 Medicaid transports. 3. Home Based Community Services (HCBS) demand for services has dropped as the state encouraged greater use of private providers, such as taxicabs, and volunteer drivers. 4. The three buses ($165,000) from the CDOT 5311 grant were not funded due to the Federal Transportation Administration (FTA) discontinuing the funding of 5311 capital items. Reduced funding by $132,000. 5. The financial impact of all these changes is that revenues dropped $480,500 and expenses dropped $480,978 for a net drop in county costs of $478. 6. The financial model for the program means that the FTE's for the program will drop from 10.0 to 6.25 in 2012. The staffing will include 1.75 FTE Dispatchers and 4.5 FTE drivers. 7. The Transportation Administrator position will only be funded through March 31, 2012, to help transition the program to the new program and funding model. 8. Vehicles have been reduced from 13 to 7. CDOT utilizes 4 buses (one as a backup) and three drivers, and HCBS uses 3 buses (one as a backup) and two drivers. The program is at a crossroads as it goes forward. The HCBS program is being encouraged by the state to go to less costly options, such as taxicabs, and volunteer drivers. Currently, the HCBS program only generates $31,500 in revenue and costs over $100,000. In 2012, HCBS should be encouraged to move to totally privatizing the transit needs of the clients. CDOT has advised the county that 2012 may be the last year that 5310 FTA funding will available with federal budget reductions. This would result in a loss of $117,700 in operations, and $55,000 in administration, or a total of $172,700. During 2012, the county needs to examine the options regarding this program and monitor ridership needs and uses to deal with the likely funding cuts in 2013. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles tracked 180,000 180,000 69,000 Hours of service 13,520 15,080 9,360 Efficiency Measures Per capita gross cost $2.12 $2.93 $1.71 Per capita net cost $0.721 $1.025 $0.94 169 TRANSPORTATION (CONTINUED) 1000-16500 Goal TT1: Maximize the use and efficiency of the existing transit system on a County-wide basis. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) T 1-1: Safe and Improvement in rate of schedule 95%on time 95%on time 95%on time reliable transit adherence services and transit Satisfaction Satisfaction Satisfaction vehicles Increase in passenger satisfaction Rating of 90% Rating of 90% Rating of 95% 170 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 702,454 $ 684,481 $ 745,598 $ 811,823 Supplies 22,914 23,500 23,500 23,500 Purchased Services 692,913 714,677 733,925 733,925 Contra Account - 90,049 - 98,082 -102,099 -102,099 Gross County Cost $ 1,328,232 $ 1,324,576 $ 1,400,924 $ 1,467,149 Revenue 213,109 227,000 226,000 226,000 Net County Cost $ 1,115,123 $ 1,097,576 $ 1,174,924 $ 1,241,149 Budgeted Positions 10 9.25 10.25 10.25 SUMMARY OF CHANGES: With exception to personnel-related costs (represented in Personnel Services and the Public Works charge-back in Purchased Services) the Planning and Zoning budget is basically flat (actually reduced by $2,488). Personnel Services has increased $61,117 due to a request for one additional FTE for a Zoning Compliance Officer. The chargeback to the Department of Public Works increased by $18,719 (represented in Purchased Services). Final budget adjustments include an increase in salaries and benefits of $66,225. Notes: 1) The budget request also includes requests for one additional vehicle for the additional Zoning Compliance Officer as well as a governance request for a laptop and supporting equipment — these costs are not included in the above summary; and 2) The FTE figures have been adjusted to include the Planning Director. FTE for the Planning Director was not included in last year's budget — costs had been included. Included in this budget is .5 of an FTE for the Planning Director, with .25 FTE included in the Building Inspection budget and .25 FTE included in the Planning budget. 171 PLANNING AND ZONING (CONTINUED) 1000-17100 FINANCE/ADMINISTRATION RECOMMENDATION: The $61,117 for one additional FTE for a Zoning Compliance Officer is included in the recommended budget, but is a policy issue for the Board to determine. The policy issue is the level of service the Board wishes to provide for zoning compliance. Although development activity has slowed in the county, the number of compliance issues has remained the same since a Zoning Compliance Officer was eliminated in 2010. If the position is approved, there would also be the added cost of a vehicle ($22,000), vehicle operating costs ($1,684) and computer, cell phone, aircard, and related expenses of $6,156. All other items are recommended. BOARD ACTION: Approved as recommended, including the additional Zoning Compliance Officer. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Current Planning Work Outputs Number of total applications submitted 242 310 320 Number of administrative land use cases 188 250 260 Long Range Planning Work Outputs Special Projects 0 1 1 Pre-Application Meetings 115 190 195 Code Revisions 2 2 2 Comp Plan Amendments 1 1 1 Technical Support Work Outputs Total Public Hearings 114 110 115 Town/County Staff Outreach Meetings 10 9 9 Compliance Planning Work Outputs Number of site visits 650 890 900 Number of violations issued 168 168 180 Number of violations to County Attorney 42 65 70 Average number of District Court hearings 18 25 30 Number of Community Clean-ups 1 0 1 Efficiency Measures FTE's per 10,000/capita .396 .357 .385 Per capita cost (county support) $4.41 $4.23 $4.66 172 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) LUl-1: Improved Revise website,no less than monthly 100% 100% 100% community access to land use trend Implementation of Citizen Access module information and in Accela. n/a n/a TBD services 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 n/a 50% 100% land use process survey is to gain feedback about level of service and to provide suggestions. LU1-3: Strong Staff attendance of monthly meetings 12 10 8 relationships with w/Municipal planning staff. municipal planning departments and Attend one Annual Summit with excellent municipal staff. n/a 1 1 knowledge of current regional issues LU1-4: A well- Minimum of six Planning Commission 8 6 6 informed and training sessions throughout 2011 prepared Planning Commission LI1-5: Adequate Update Ordinance and Policies per 100% 100% 100% decision making Commissioner direction tools for BOCC 100%of special projects requested by the Board are completed 100% 100% 0% 173 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 1 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 n/a 25% 75% Submit application for HUD grant to evaluate economic,land use, and transportation issues along HWY 85 corridor n/a 1 0 Goal LU3: Develop and maintain fundamental land use tools for use by the Planning Services Department, the County at large,and Weld County citizens. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) LU3-1: 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 LU3-2: An up-to- Maintenance of Urban Development Map 1 1 1 date Urban Development 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 100% 100% 100% subdivision Commissioner direction are completed in regulations that are 2011. improved in effectiveness and Attendance by at least two staff members 100% 100% 100% clarity at a land use regulations web seminar or conference LU3-5: Acella. 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 174 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 n/a 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 175 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Buildings and Grounds maintains all county buildings and grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. This Department performs cleaning tasks in the Courthouse, Centennial Complex, Human Services Buildings, South County Services Building, Public Works Headquarters, Paramedic Buildings, North County Jail, Health Building, Training Center, Southwest Weld Administration Building, Public Safety Administration Building, Alternative Programs Building, Community Corrections Building, and Weld Business Park Administrative Buildings. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,661,602 $ 1,673,721 $ 1,673,721 $ 1,795,119 Supplies 1,167,278 1,069,500 1,152,500 1,152,500 Purchased Services 3,493,210 2,645,060 3,105,600 3,105,600 Fixed Charges 62,111 11,000 11,000 11,000 Contra Account - 244,028 - 240,000 - 240,000 - 240,000 Gross County Cost $ 6,140,173 $ 5,159,281 $ 5,702,821 $ 5,824,219 Revenue 0 0 0 0 Net County Cost $ 6,140,173 $ 5,159,281 $ 5,702,821 $ 5,824,219 Budgeted Positions 27 28 L 28 28 SUMMARY OF CHANGES: This budget is increasing by $543,540 due to the increase in utility costs associated with rising energy costs, and the addition of the new administration building in the Weld Business Park. $230,000 is attributed to utility costs increasing. The additional cost of maintaining 54,517 square feet of building space for the new administration building accounts for approximately $274,000 of the increase, at $5.03 per square foot. The other increases of $39,540, or less than 1 percent of the budget, is due to inflationary increases for other items. Final budget adjustments include an increase in salaries and benefits of $121,398. In 2012, the department will maintain approximately 1,133,236 square feet of building space at an average cost of $5.14 per square foot, which is very good by industry standards. Most entities are in the $7.50 to $10.00 per square foot range. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. $900,000 is budgeted in the Capital Expenditure Fund for capitalized special projects for the long term maintenance and improvements of buildings. A detailed list of the five year plan is found under Miscellaneous Projects in the Capital Expenditure Fund portion of this budget. 176 BUILDINGS AND GROUNDS (CONTINUED) 1000-17200 BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of square feet maintained 1,036,761 1,078,739 1,133,236 Number of preventative maintenance work orders (PMs) 525 525 535 Number of tracked repair work orders 7,012 7,200 7,300 Efficiency Measures FTE'S per 10,000/capita 1.07 1.08 1.05 Per capita cost (county support) $24.29 $19.89 $21.88 Cost per square foot $5.92 $4.78 $5.14 Coal 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) ES 15-1: 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 177 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). RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Supplies $ 996,289 $ 0 $ 0 $ 0 Purchased Services 3,472,019 3,432,565 3,644,705 3,644,705 Fixed Charges 0 0 0 0 Contra Account - 1,388,475 - 1,560,000 - 1,592,000 - 1,592,000 Capital 83,902 1,250,000 1,400,000 1,400,000 Gross County Cost $ 3,163,735 $ 3,122,565 $ 3,452,705 $ 3,452,705 Revenue 0 0 0 0 Net County Cost $ 3,163,735 $ 3,122,565 $ 3,452,705 $ 3,452,705 6 dgeted Positions 0 0 0 0 SUMMARY OF CHANGES: On February 6, 2008, Weld County entered into a new seven-year contract with ACS, beginning January 1, 2009. The contract calls for a cost-of-living adjustment (COLA) based upon the Consumer Price Index with a floor of 3.5 percent and a ceiling of 6.0 percent. Therefore, there will be a 3.5 percent COLA increase of $120,140 for 2012, for a total of $3,552,705. Plus, on July 13, 2011, the Board added a $92,000 contract amendment to provide an analyst for Social Service, for a total of $3,644,705. In addition, $1,400,000 in the 2010-2014 Information Services Capital Plan will be budgeted for software and hardware that will be allocated to 2012 projects by the IT Governance Board as a recommendation to the Commissioners. Chargeback to reimbursable departments total $1,592,000. The net county cost will be $3,452,705 which is up $330,140 from the current year's budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The capital amount has been increased $150,000 to better accommodate the information technology needs of the county. The capital amount has not been increased for over six years. BOARD ACTION: Approved as recommended, including the addition of $150,000 in funding for software and hardware. 178 INFORMATION SERVICES (CONTINUED) 1000-17300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Personal Computer systems supported 1,200 1,700 1,550 Number of Personal Computer systems installed/replaced 150 400 350 Number of staff trained 220 220 220 Number of applications supported 220 235 235 Number of applications upgraded 110 130 125 Efficiency Measures FTE'S per 10,000/capita 0.9097 0.8867 0.9018 Per capita cost (county support) $12.51 $12.04 $12.97 Goal ES16: Capitalize on technology to improve service,increase efficiency and provide greater information access and exchange. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES16-1: Increase in"hits"on the website 9,100,000 10,000,000 10,500,000 Expansion of e- government Less phone calls to offices delivery Less traffic in offices ES16-2: County Imaged and electronically stored Approximately Approximately Approximately processes documents are more secure and safe 3,500,000 5,000,000 5,500,000 improved through from loss through fire and other disasters additional information documents technology Savings from use of less paper and CTB Web to printer supplies be available first half of Savings in staff time when data is readily 2011 and easily available Increased efficiency of staff 179 INFORMATION SERVICES (CONTINUED) 1000-17300 DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES16-2: (Continued) (Continued) (Continued) (Continued) Accela Citizen All of the Access estimated were Property Portal completed to be Automated except Accela. completed first Phone It will be done half of 2012 Services in 2011. We Billing will also do Online filing of back scanning declarations Accela for the Document Recorders Imaging remaining microfilm Automated docs. citizen complaint filing in Decade Web access of emergency notification system ES16-3: Easy Facilitate display of presentations in all Will track and Have reported Will track and meeting setup and County meeting rooms report to governance report electronic quarterly will continue quarterly presentations Eliminate time spent adjusting to track. presentations and electronic equipment ES16-5: 90%of projects completed on time and Will track and On schedule Will track and Responsive IT on budget report to will continue report service governance to track. quarterly deployment 75%of IT critical problems resolved quarterly within 4 hours 75%of routine problems resolved within 24 hours 180 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350 DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities via a contract with the ACS Corporation. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 79,180 78,000 79,240 79,240 Purchased Services 11,626 12,031 112,031 112,031 Fixed Charges 0 23,550 17,850 17,850 Capital 8,298 17,500 0 0 Gross County Cost $ 99,104 $ 131,081 $ 209,121 $ 209,121 Revenue 51,773 30,000 40,000 40,000 Net County Cost $ 47,331 $ 101,081 $ 169,121 $ 169,121 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: The expenses for the budget are up $78,040. The largest change in the GIS budget is the acquisition of new aerial imagery in 2012. The last imagery was obtained in 2008 as part of a DRCOG regional effort. Participation in the DRCOG 2012 imagery project will again be the most cost effective method to obtain new imagery. A cost sharing program with the larger municipalities (Greeley, Evans, and Windsor) may reduce the estimated $100,000 2012 cost. Training is down $5,700. Software costs are up $1,240 for license and maintenance agreements. Capital costs are down $17,500 because no additional Capital expenses are planned for 2012. Revenue from sale of GIS data is up $10,000. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The GIS Governance Committee is in concurrence that the aerial imagery needs to be updated since it has been four years since the last update. As indicated, it may not take the full $100,000 for the aerial imagery if cost sharing agreements are developed with other entities, but the full amount should be budgeted to insure adequate funds are available to do the job correctly. BOARD ACTION: The ESRI Enterprise License Agreement will expire on May 1, 2012. A new agreement has been verbally quoted at $75,000 annually - a $10,000 increase. Since the full $100,000 may not be needed to update the aerial imagery the $100,000 was reduced by $10,000 in the final budget to cover the added ESRI Enterprise License Agreement costs. All other items were approved as recommended. 181 GEOGRAPHICAL INFORMATION SYSTEM (CONTINUED) 1000-17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 122,925 123,500 124,100 # Parcels Updated 263 575 600 #Available Coverage (Layers) in GIS 2,900 3,100 3,200 Efficiency Measures FTE'S per 10,000/capita 0.000 0.000 0.000 Per capita costs (County support) $0.19 $0.39 $0.64 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of Information Services, see goals for Budget Unit 1000-17300. 182 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to the County. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 170,915 $ 162,547 $ 162,547 $ 168,764 Supplies 110,937 126,880 117,980 117,980 Purchased Services 93,415 103,300 112,200 112,200 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 375,267 $ 392,727 $ 392,727 $ 398,944 Revenue 256,002 334,000 334,000 334,000 Net County Cost $ 119,265 $ 58,727 $ 58,727 $ 64,944 Budgeted Positions 3 3 3 3 SUMMARY OF CHANGES: There are no changes in the overall budget except, the final budget adjustments include an increase in salaries and benefits of $6,217. Expenditure line items have been reallocated to reflect expenditure patterns. Revenue remains the same as last year. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 183 PRINTING AND SUPPLIES (CONTINUED) 1000-17600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Print Orders 2,750 2,550 2,850 Mail Pieces 700,000 700,000 700,000 Supply Orders 1,450 1,250 1,250 Efficiency Measures FTE's per 10,000/capita 0.119 0.116 0.113 Per Capita cost (county support) $0.472 $0.226 $0.244 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) ES17-1: User 98%of users satisfied with quality and 97% 98% 99% friendly printing timeliness of services services to meet expanding user needs 184 SEVEN YEAR TREND Sheriffs Office Local Costs $35 $30 $25 $20 Co z O J J_ E $15 $10 $5 $0 I I I I I I I 2006 2007 2008 2009 2010 2011 2012 185 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 $ 24,414,947 $ 24,688,563 $ 24,684,599 $ 25,944,558 Supplies 670,396 772,429 820,576 820,576 Purchased Services 5,370,492 5,791,287 5,870,803 5,870,803 Fixed Charges 54,057 20,465 -76,804 -45,680 Capital 63,751 56,996 57,200 57,200 Gross County Cost $ 30,573,643 $ 31,329,740 $ 31,356,374 $ 32,647,457 Revenue 4,200,181 3,893,099 3,865,899 3,881,461 Net County Cost $ 26,373,462 $ 27,436,641 $ 27,490,475 $ 28,765,996 [Budget Positions 352.05 344.25 344.25 344.25 SUMMARY OF CHANGES: See individual budget units. In 1993, the Sheriff's Office instituted a fundamental organizational change that "flattened" the organization, eliminated traditional law enforcement position titles, and broadened position responsibilities. The Sheriff's Office today reflects many of those principles. The nearly 20 years has shown this innovative organizational change has some limitations in staff continuity of command, effective control, accountability, and opportunities for career development and advancement. Several months ago, the Sheriff directed the command staff to evaluate and recommend improvements to address these concerns. Because of the current public budget environment, any changes recommended had to result in savings or be at no additional cost. What resulted is a plan to fundamentally change the upper command staff and mid-management and realign work groups and activities with improved spans of control. The Public Safety Bureau will see the bulk of changes. The Offender Supervision Bureau will see a change from the realignment of some prisoner activities from the Public Safety Bureau to the Court Services Division. The plan eliminates some current management positions but adds other promotional opportunities. It insures no one will suffer a job loss or impact to current pay. A savings of$3,964 resulted from the restructuring throughout the agency. Total FTE's remain the same at 345.25, but have changed in the respective budget units. Impact of the restructuring on each budget unit is discussed in the respective budget unit summaries that follow. FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units. BOARD ACTION: See individual budget units. Reorganization was approved by the Board in June, 2011. OEM was reorganized and moved from under the administration of the Sheriff's Office to being a department under the Board of County Commissioners effective January 1, 2012. 186 SHERIFF'S OFFICE SUMMARY- ALL DEPARTMENTS STRATEGIC AREA: PUBLIC SAFETY PUBLIC SAFETY BUREAU Goal PSPSBI: Progressive solutions to deter crime and reduce the fear of crime. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PSPSB1-1: Build a procedure to identify current District involvement HOA,Neighborhood Deputies/CROs Watch,and Community Events have greater 100% 50% 100% community Contribute to and be involved with involvement community publications(1 per District every six months); all SO publications will be tracked through PIO PSPSBI-2: Review,Assess,and Update the Plan, High visibility Annually plan 100% 50% 100% PSPSBI-3: GIS Enhancements(Google and Flex Web-Page/ Mapping)for Crime Map and SXO Disbursement of 100% 50% 50% Crime Info Map Monthly Web Page Maintenance PSPSBI-4: Maintain or Place at least 1 SO Liaison Intelligence on each identifiably useful Task Force Sharing Between 100% 50% 100% Agencies PSPSBI-5 Measure the level of Community Community Notifications and maintain 1:1 for Notification, pattern crimes or significant events 100% 100% 100% Awareness,and Prevention Participation PSPSB 1-6: 100%Auditing of'After Action Reports' Increased Officer and reporting on efficacy of SARA Visibility and 100% 100% 100% Presence 187 SHERIFF'S OFFICE SUMMARY- ALL DEPARTMENTS PSPSB1-7: Prepare an annual Op-Ed piece and a Advocate for face sheet to inform the citizenry of the Carrying benefits of CCW Concealed 100% 25% 100% Weapon(CCW) Count#of Community Events where Permits SO Distributed Applications for CCW PSPSB 1-8: Accounting of number of District Deputies volunteer/community event hours have greater (Monthly) community 100% 50% 100% involvement PSPSB1-9: Press Releases for Promotions, Increased Academy Graduates,Awards, Publicity of Commendations, Specialized 100% 50% 100% Successes Achievements PSPSB 1-10: Education-2 Business and 2 residential Crime Prevention outreach programs annually,County through Wide(coordinate with citizen's Environmental academies) 100% 50% 0% Design(CPTED) Goal PSPSB2: Strengthen community programs and foster additional community partnerships. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/ICEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) PSPSB2-1 Accounting of number of Reach beyond volunteer/community event hours strictly Law (Monthly) Enforcement 100% 25% 100% activities PSPSB2-2 Identify current and potential/additional events and needs for utilizing volunteers Utilize (CPTED, Citizen Corps, Senior Centers, Volunteers School Programs,etc.) 100% 0% 100% PSPSB2-3 Accounting of number of Increase agency volunteer/community event hours &employee (Monthly) volunteerism 100% 50% 100% 188 SHERIFF'S OFFICE SUMMARY- ALL DEPARTMENTS Goal PSPSB3: Acquire sufficient resources to support the growing needs of the county. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PSPSB3-1: Update and Revise Long Term Agency Determine/assess Needs Assessment based upon future growth and community growth(Utilize Dill 10 needs Year Plan) 100% 25% 100% PSPSB3-2: Specialized areas committee continues Maintain'forward to report/research cutting edge thinking'technology technologies; Identification of useful stance and useless technologies, Quarterly 100% 100% 100% meeting PSPSB3-3: Monthly review of progress of the Periodic Review& Goals document(Microsoft Office Assessment of Goals& Project) 100% 10% 100% Objectives PSPSB3-4: 1, 3, 5 Year Agency Needs Multi-Year Projection Assessments(Strategic Plan,Workload and Analysis Assessment,Budget Assessment) 100% 50% 100% Goal PSPSB4: Increase personnel effectiveness and efficiency. DESIRED PRELIMINARY PERFORMANCE ACTUAL OUTCOMES OBJECTIVE/KEY ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PSPSB4-1: Implementation of Air Card Improved Technology;includes expansion of Communications and voice to text and e-mail technology Technology Expand MDT capabilities...and all that includes Agency-wide implementation of E- 100% 30% 100% Tickets Install Briefing Boards and finishing infrastructure Roll Call training 189 SHERIFF'S OFFICE SUMMARY- ALL DEPARTMENTS PSPSB4-2: Position/Metl Assessment Oversight and Accountability Development of audit teams reports, procedures, and the process and teams 100% 40% 100% (quarterly implementation) Job performance evaluation PSPSB4-3: Create and implement a proficiency Enhancing skills and based training model knowledge 100% 40% 100% Build a training database for tracking employee's skills Goal PSPSB5: Enhance traffic safety. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PSPSB5-1: High visibility of Traffic Division Reduce traffic fatalities units during high commuter hours. by 10%. 100% 100% 100% PSPSB5-2: Conducting Sobriety Checkpoints and Reduce impaired DUI Saturations through participation driving on all county with the Weld County DUI Task roadways. Force. 100% 100% 100% PSPSB5-3 In cooperation with Weld County Increase the awareness Drive Smart coalition in conducting of High School students Graduated Driver's License Training about the dangers of with students/parents and assists in impaired driving. presentation of the P.A.R.T.Y. 100% 100% 100% (Preventing Alcohol and Risk Related Trauma in Youth)Programs to High School students. Actively participate in"Every 15 Minutes"programs presented to High Schools. 190 SHERIFF'S OFFICE SUMMARY- ALL DEPARTMENTS PSSPB5-4 Conduct two Standard Field Sobriety Conduct internal& Testing(SFST)classes and two external training for Intoxilyzer Operator courses officers in Standard annually. This training will be Field Sobriety Testing available to new hires and smaller and Intoxilyzer law enforcement agencies in Weld 100% 75% 100% Operators Course to County. enhance abilities to identify and prosecute impaired drivers county-wide. Goal PSPSB6: Enhance professionalism and promote department excellence. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PSPSB6-1: Develop Career Path Goals Job Skill Set Education &Training 100% 0% 100% PSPSB6-2: Press Releases for Promotions, Continue the Academy Graduates,Awards, commitment to Commendations, Specialized 100% 50% 100% transparency and Achievements public awareness PSPSB6-3: Create and implement an educational Commitment to raising measure in the hiring,promotion,and 100% 0% 100% the bar on employee retention process education PSSPB6-4: Identify potential future personnel for Career/Succession advancement and training Planning&Training Implement a remedial English assessment and acquire education as 100% 50% 50% needed Develop and implement career path steps and goals Goal PSPSB7: Reduce the number of work related accidents and injuries DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PSPSB7-1 Develop Accident Develop Accident Review Process 100% 50% 100% Review Process 191 SHERIFF'S OFFICE SUMMARY- ALL DEPARTMENTS PSPSB7-2: Develop a Safety Develop a Safety Awareness/Risk 100% 75% 100% Awareness/Risk Management Team Management Team Goal PSPSBS: Reduce the risk and mitigate the impact to communities and citizens due to all hazard incidents. PRELIMINARY PERFORMANCE DESIRED OBJECTIVE/KEY OUTCOMES PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED PSPSB8-1 Plans will be reviewed and updated on Review of EOP, an annual basis or after a Man—made Hazmat,Mitigation and or Natural incident. COOP plans Updates will be made by ESF committees'based on need and 100% 50% 100% expected outcome. Increase ESF working groups from 4 to 8 by 2011 PSPSBS-2: Provide opportunities for citizens to Sponsor Citizen Corps attend preparedness classes through programs and Citizen Corps Programs initiatives for citizen 100% 75% 100% preparedness Provide opportunities for Citizens and First Responders to attend Storm Spotter Training sponsored by NOAA. PSPSB8-3: Work with Sheriffs Office Command Provide opportunities Staff for planning of one Full Scale for Table Top, exercise each year. Participate in one Functional and Full EOC exercise each year and coordinate Scale Exercises each with other jurisdiction on Table top 100% 50% 100% year that meet HSEEP exercises and DOC exercises. (See standards and include EMPG Exercise Plan from OEM) multi disciplinary incidents. PSPSB8-4: Stay compliant with the Colorado Develop and maintain Resource Mobilization Inventory. up-to-date information Work with Local Jurisdictions to stay on available resources compliant and complete a review of the 100% 100% 100% in Weld County CRMI by July 31 of each year. 192 SHERIFF'S OFFICE OFFENDER SUPERVISION BUREAU COMBINED GOAL/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Mission Statement: To accept and lawfully hold prisoners in a safe,humane and wholesome environment that returns people to the community better,or no worse,than they arrived. Goal PS OSB 1: Lawfully hold prisoners in a safe and humane environment. DESIRED PRELIMINARY PERFORMANCE OBJECTIVE/ICEY 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 3.57 3.76 3.75 with facility rules daily jail population in the past 12 months and regulations (2)The number of violent infractions in the past 12 months divided by the average 510 .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 .045 .030 .030 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 90.0% 93.1% 96.5% within reasonable available in the past 12 months operational jail capacity (2)The number of inmate grievances about crowding and housing conditions ,014 .010 .015 decided in favor of the inmate in the past 12 months divided by the average daily lail 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 .075 .077 .075 continuum of divided by the average daily jail health care population in the past 12 months consistent with that available in the (2)The number of inmate deaths due to community suicide or homicide in the past 12 months 0.0 0.0 0.0 divided by the average daily jail population in the past 12 months (3)The number of prescriptions written in the past 12 months divided by the average 21.1 16.7 18.0 daily jail population in the past 12 months 193 SHERIFF'S OFFICE OFFENDER SUPERVISION BUREAU COMBINED GOALS/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS PS OSB 1-5: (1)The number of inmates completing Inmates have preparation for GED while confined in jail opportunities to the last 12 months divided by the number 20.2% 15.0% 15.0% 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 9.2% 8.0% 8.0% 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 OUTCOMES OBJECTIVE/ICEY ACTUAL ESTIMATED PROJECTED 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 34.5% 30.6% 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 37.4% 38.0% 38.0% 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 67.6% 58.5% 60.0% 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 32.2% 41.0% 39.5% in the past 12 months divided by the total number ofjail bed days in the past 12 months (5)The number ofjail bed days used by other than the county/district courts in the 0.2% 0.5% 0.5% past 12 months divided by the total number ofjail bed days in the past 12 months 194 PS OSB 2-2: (1)The number of clients successfully Jail alternative completing the work release program in the programs past 12 months divided by the number of 84.4% 85.0% 85.0% effectively 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 97.5% 96.5% 96.5% the number of clients admitted to the electronic home monitoring program in the past 12 months 195 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration - - 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation, clerical staff, training, uniforms, common office supplies, accounting for inmate funds, commissary accounting/distribution to inmates, services civil process, inventory control, etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,238,516 $ 1,368,186 $ 1,460,737 $ 1,539,155 Supplies 121,402 136,660 164,134 164,134 Purchased Services 96,740 116,223 116,223 116,223 Fixed Charges 5,664 6,000 6,000 6,000 Capital 0 0 0 0 Gross County Cost $ 1,462,322 $ 1,627,069 $ 1,747,094 $ 1,825,512 Revenue 161,313 345,287 345,287 345,287 Net County Cost $ 1,301,009 $ 1,281,782 $ 1,401,807 $ 1,480,225 Budget Positions 16 19 20 20 SUMMARY OF CHANGES: The reorganization's impact described in the Sheriff's Office Summary to this budget is a net addition of one FTE and $92,551. A Bureau Chief and two Deputy III Civil were added and a Commander and one Deputy II/III moved to other units. The only other change to service and supply accounts is uniform costs for 2012 are up $27,474 to accommodate the change in the way employees purchase new uniforms. All other line items are unchanged for 2012. Final budget adjustments include an increase in salaries and benefits of$78,418. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 196 SHERIFF ADMINISTRATION (CONTINUED) 1000-21100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Received 8,416 8,349 8,500 Invoice/Requisitions Processed 3,000 3,000 3,000 Applicants Processed 2,362 1,884 2,000 Efficiency Measures FTE's per 10,000/capita .633 .732 .789 Per capita cost (county support) $5.29 $4.94 $5.56 Effectiveness Measures (desired results) Civil Process Served 8,184 8,109 8,250 Percent Civil Process Served 97.24% 97.13% 97.06% Applicants Hired 27 45 30 Percent of Applicants Hired 1.1% 2.4% 1.5% Total Miles Driven Civil Process 121,960 122,000 122,000 Average Miles Driven per Civil Process 14.9 15.0 14.8 Complaints per 1,000 Civil Process Served 1 0 0 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page. 197 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations - - 1000-21200 DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety in unincorporated areas of county and within municipalities contracting for law enforcement service. Department provides crime prevention information and strategy education, serves arrest warrants, transports prisoners, and conducts criminal investigations. Activities are frequently coordinated with municipal, other county, state, and federal law enforcement and regulatory agencies. RESOURCES ACTUAL BUDGETED REQUESTEDN FINAL LAST FY CURRENT FY EXT FY NEXT FY Personnel Services $ 6,173,917 $ 5,763,135 $ 5,449,623 $ 5,702,933 Supplies 157,919 211,019 211,019 211,019 Purchased Services 881,243 952,736 998,037 998,037 Fixed Charges 1,046 0 0 0 Capital 0 35,000 35,000 35,000 Gross County Cost $ 7,214,125 $ 6,961,890 $ 6,693,679 $ 6,946,989 Revenue 533,378 182,398 182,398 182,398 Net County Cost $ 6,680,747 $ 6,779,492 $ 6,511,281 $ 6,764,591 Budgeted Positions I 71.75 67.75 63.75 63.75 SUMMARY OF CHANGES: The reorganization's impact described in the Sheriff's Office Summary to this budget is a net reduction of four FTE's and $313,512. A Deputy Chief was added and a Commander and four Deputy II/III moved to other units. The cost increase of $45,301 in purchased services is due to increases in fuel cost over 2011 levels. All other line items remain unchanged. Revenues are the same as last year. Final budget adjustments include an increase in salaries and benefits of$253,310. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 198 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Part A Offenses 1,509 1,462 1,403 Part B Offenses 1,092 1,242 1,085 Adult Arrest 1,795 1,535 1,478 Juvenile Arrest 73 105 92 Dispatched Calls for Service 50,102 50,402 52,280 Temporary Restraining Orders Received 533 520 505 Efficiency Measures FTE's per 10,000/capita 2.84 2.61 2.40 Per capita net cost $26.42 $26.14 $25.42 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau Goals following Sheriff's Office Summary page. 199 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 $ 988,935 $ 914,149 $ 823,662 $ 854,839 Supplies 35,360 63,455 63,455 63,455 Purchased Services 119,334 130,781 185,312 185,312 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,143,629 $ 1,108,385 $ 1,072,429 $ 1,103,606 Revenue 534,808 464,110 464,110 464,110 Net County Cost $ 608,821 $ 644,275 $ 608,319 $ 639,496 LBudget Positions 11 11 10 10 SUMMARY OF CHANGES: The reorganization's impact described in the Sheriff's Office Summary to this budget is a net reduction of one FTE (Commander position) and $90,487. Purchased Services increased to $54,531 due to increases in fuel cost over 2011 levels. Revenue is anticipated to remain the same for 2012. Final budget adjustments include an increase in salaries and benefits of$31,177. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 200 TRAFFIC CONTROL (CONTINUED) 1000-21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs MTC Tickets Issued 4,884 4,500 4,500 State Tickets Issued 1,870 2,100 2,100 Accident Reports Investigated 562 615 615 Enforcement Hours 18,144 19,000 19,000 Alcohol Related Driving Arrests 249 280 280 Traffic Related Education/Training 94 / 258 hrs 75 / 225 hrs 75 / 225 hrs Certified VIN Inspections 153 175 175 Efficiency Measures FTE's per 10,000/capita .435 .424 .376 Per capita net cost $2.41 $2.48 $2.40 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page. 201 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 $ 549,494 $ 638,478 $ 638,478 $ 698,714 Supplies 67 5,298 5,298 5,298 Purchased Services 78,438 95,567 105,134 105,134 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 627,999 $ 739,343 $ 748,910 $ 809,146 Revenue 672,303 920,553 920,553 920,553 Net County Cost $ -44,304 $ - 181,210 $ -171,643 $ -111,407 Budgeted Positions 7J 9.5 9.5j 9.5 SUMMARY OF CHANGES: The cost increase of $9,567 in purchased services is due to increases in fuel cost over 2011 levels. All other line items remain unchanged, except final budget adjustments include an increase in salaries and benefits of$60,236. Revenues are anticipated to remain the same with the same contracts as 2011. Rates are based upon the calculated rates approved by the Commissioners as contracts are renewed. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 202 CONTRACT SERVICES (CONTINUED) 1000-21220 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Dispatched calls 2,885 5,598 5,738 Number of Case Reports 736 1,142 1,171 Efficiency Measures FTE's per 10,000/capita 0.297 0.366 0.357 Per capita cost (county support) $ - 0.17 $ - 0.70 $ -0.42 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau Goals following Sheriff's Office Summary page. 203 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 REQUESTEDN FINAL LAST FY CURRENT FY EXT FY NEXT FY Personnel Services $ 188,181 $ 150,345 $ 150,345 $ 160,493 Supplies 4,810 4,200 4,200 4,200 Purchased Services 210,007 163,869 174,128 174,128 Fixed Charges - 85,000 - 85,000 - 85,000 - 85,000 Capital 0 0 0 0 Gross County Cost $ 317,998 $ 233,414 $ 243,673 $ 253,821 Revenue 0 0 0 0 Net County Cost $ 317,998 $ 233,414 $ 243,673 $ 253,821 Budgeted Positions 5 3 3 3 SUMMARY OF CHANGES: Cost increase of$10,259 in purchased services due to increase in fuel costs over 2011 level. Final budget adjustments include an increase in salaries and benefits of$10,148. All other costs remain the same as in 2011. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 204 ORDINANCE ENFORCEMENT (CONTINUED) 1000-21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 4,542 4,656 4,772 Animals Transported to Shelter 744 763 782 Efficiency Measures FTE's per 10,000/capita .198 0.116 0.113 Per capita cost (county support) $1.26 $0.90 $0.95 Miles Driven per Call for Service 24.94 25.56 26.19 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau Goals following Sheriff's Office Summary page. 205 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 $ 130,342 $ 206,033 $ 206,033 $ 193,460 Supplies 44,862 24,200 24,200 24,200 Purchased Services 34,548 50,700 52,000 52,000 Fixed Charges 4,301 0 0 31,124 Capital 28,202 14,000 14,000 14,000 Gross County Cost $ 242,255 $ 294,933 $ 296,233 $ 314,784 Revenue 115,048 115,383 116,033 131,595 Net County Cost $ 127,207 $ 179,550 $ 180,200 $ 183,189 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Cost increases in purchased services of $1,300 are due to increases in fuel cost over the 2011 levels. Final budget adjustments include an increase in salaries and benefits of$12,573. Revenue is up $650 to offset the increase with a 50 percent reimbursement from the City of Greeley. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The Board decided to charge the crime lab for the cost of the criminal justice records system, since the City of Greeley shares the costs rather than the county paying 100 percent of the costs. The cost of the criminal justice records system for 2012 will be $31,124 and the revenue increase from City of Greeley will be $15,562 for a net increase of $15,562. No other changes from the recommended budget. 206 REGIONAL FORENSIC LABORATORY (CONTINUED) 1000-21260 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases/items completed —drugs and arson 825/1,304 140/290 850/1,500 computer forensics, latent prints, shoe and tire tracks, DNA Court Testimony 11 3-5 30 Hours of Lab Analysis — drugs and arson 3,072 360 4,000 computer forensics, latent prints, shoe and tire tracks, DNA Efficiency Measures FTE's per 10,000/capita .079 .077 0.75 Per capita cost (county support) $0.503 $0.692 $0.688 Effectiveness Measures (desired results) Quality Audit 1 1 6 Proficiency Testing (Test Run/Errors) 2/0 2/0 5/0 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau Goals following Sheriff's Office Summary page. 207 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 $ 106,974 $ 109,178 $ 109,178 $ 117,977 Supplies 7,523 6,400 6,400 6,400 Purchased Services 22,457 33,819 33,819 33,819 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 136,954 $ 149,397 $ 149,397 $ 158,196 Revenue 92,034 82,468 76,968 76,968 Net County Cost $ 44,920 $ 66,929 $ 72,429 $ 81,228 Budgeted Positions 2 2 2 PPICH SUMMARY OF CHANGES: The VALE Board reduced the grant to $60,828, a reduction of $5,500. To offset this reduction the Department will request an additional $611 from each participating agency for 2012. Final budget adjustments include an increase in salaries and benefits of $8,799. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The added revenue from the additional $611 from each participating agency for 2012 is not included in the budget, since the agencies have not committed to the additional amount at this time. BOARD ACTION: Approved as recommended. 208 VICTIM ADVOCATE SERVICES (CONTINUED) 1000-21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 1,293 1,092 1,326 Number of VALE grants administered 1 1 1 Efficiency Measures FTE's per 10,000/capita 0.079 0.077 0.075 Per capita cost (county support) $0.18 $0.26 $0.31 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau Goals following Sheriff's Office Summary page. 209 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 REQUESTEDN FINAL LAST FY CURRENT FY EXT FY NEXT FY Personnel Services $ 86,145 $ 101,174 $ 101,174 $ 105,957 Supplies 0 0 0 0 Purchased Services 0 70,248 70,248 70,248 Fixed Charges 122,934 0 0 0 Capital 0 0 0 0 Gross County Cost $ 209,079 $ 171,422 $ 171,422 $ 176,205 Revenue 0 0 0 0 Net County Cost $ 209,079 $ 171,422 $ 171,422 $ 176,205 Budgeted Positions 1 1 r 1 1 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries and benefits of$4,783. No other changes. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 210 MULTI-JURISDICTIONAL DRUG TASK FORCE (CONTINUED) 1000-21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 155 150 150 Drug Arrests 210 150 150 Search Warrants Executed 31 23 25 Cocaine Seizures (Kilos) 2.93 6 6 Methamphetamine Seizures (Pounds) 8.37 8 8 Marijuana Seizures (Pounds) 214 100 100 Meth Lab Seized 3 3 3 Efficiency Measures FTE's per 10,000/capita 0.340 0.039 0.038 Per capita cost (county support) $0.83 $0.66 $0.66 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau Goals following Sheriffs Office Summary page. 211 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 $ 12,753,590 $ 13,220,589 $ 13,220,589 $ 13,920,419 Supplies 258,690 278,832 301,238 301,238 Purchased Services 3,576,485 3,713,043 3,575,029 3,575,029 Fixed Charges 4,307 12,865 2,196 2,196 Capital 35,549 7,996 8,200 8,200 Gross County Cost $ 16,628,621 $ 17,233,325 $ 17,107,252 $ 17,807,082 Revenue 1,317,476 728,200 796,200 796,200 Net County Cost $ 15,311,145 $ 16,505,125 $ 16,311,052 $ 17,101,882 Budgeted Positions 200.6 197.0 197.0 197.0 SUMMARY OF CHANGES: Personnel Services reflects no change to the 630 jail bed operational capacity. That keeps 149 beds of additional capacity available at the facility but not funded to operate in 2012. The Supplies category reflects additional variable costs needed to support the projected increase in the average daily inmate census from 580 to 608 in 2012, or $22,406. Changes in Purchased Services occurred because the estimated medical cost in 2011 was greater than the actual contract cost and the contract provider has committed to maintain 2011 contract costs through 2012, which result in a $138,014 savings. Fixed charges for equipment rental are down $10,669. Final budget adjustments include an increase in salaries and benefits of$699,830. Revenue reflects a $68,000 increase associated with higher volume of municipal non-custodial fingerprinting and municipal inmate reimbursements. Overall, net county costs for the recommended budget are down $194,073. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Inmate population trends and utilization of jail alternative programs make this budget's funding level realistic for 2012. BOARD ACTION: Approved as recommended. 212 NORTH JAIL COMPLEX (CONTINUED) 1000-24410 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Outputs Avg. Secure Jail Population Daily 557 580 608 Avg. Work Release Clients Daily 180 192 200 Avg. Electronic Home Monitoring Daily 113 70 70 Total Offenders Under Supervision Daily 850 842 878 All Offenders Processed Into Facilities 14,997 14,750 15,000 Number of Offenders Transported to 24,090 22,550 23,000 Court Appearances New Correctional Officers Entering 16 30 28 Basic Training Efficiency Measures Offender Supervision FTE's per 9.06 8.83 8.6 10,000 Capita Per capita net cost $64.35 $70.40 $72.86 Avg. Medical Cost Per Inmate Daily $13.23 $13.20 $13.05 Avg. Food Cost Per Inmate Daily $3.06 $3.18 $3.28 Secure Facility Occupancy Rate 90% 93% 96% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender Supervision Bureau Goals on page prior to North Jail Complex (1000-24410) Summary. 213 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 $ 2,198,853 $ 2,217,296 $ 2,524,780 $ 2,650,611 Supplies 39,763 42,365 40,632 40,632 Purchased Services 351,240 464,301 560,873 560,873 Fixed Charges 805 1,600 0 0 Capital 0 0 0 0 Gross County Cost $ 2,590,661 $ 2,725,562 $ 3,126,285 $ 3,252,116 Revenue 773,821 969,700 964,350 964,350 Net County Cost $ 1,816,840 $ 1,755,862 $ 2,161,935 $ 2,287,766 Budgeted Positions 32 32.0 36.0 36.0 SUMMARY OF CHANGES: The reorganization's impact described in the Sheriff's Office Summary to this budget is a net addition of four Deputy II/III positions ($307,484). Supplies reflect minimal change of $1,733. The $96,572 change in Purchased Services results from increased contract cost for Courthouse security screening. Fixed costs for equipment rental are down $1,600. Revenues from jail alternative programs are down $5,350 at $964,350. Overall net county costs are up $98,589 in the recommended budget. Final budget adjustments include an increase in salaries and benefits of$125,381. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 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. 214 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 0 0 0 SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted jail space to supplement on-site jail capacity. This indication, however, is based upon reasonable forecasts about the future and does not account for unforeseen impacts on jail utilization during 2012. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES: See North Jail budget for details. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender Supervision Bureau Goals. 215 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 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,426,169 2,048,813 2,531,912 2,323,488 Fixed Charges 11,400 0 0 0 Gross County Cost $ 1,437,569 $ 2,048,813 $ 2,531,912 $ 2,323,488 Revenue 71,416 330,174 264,649 264,649 Net County Cost $ 1,366,153 $ 1,718,639 $ 2,267,263 $ 2,058,839 Budgeted Positions 0 0 0 0] SUMMARY OF CHANGES: On May 3,1993, Weld County entered into a contract with the City of Greeley to operate and maintain the Weld County Regional Communications Center (WCRCC), criminal records management, and Criminal Justice Information Center. On July 7, 2010, the contract was updated to continue the arrangement. The new contract changed the method of allocating the cost for the WCRCC among the users. The total costs of the WCRCC facility will be determined by adding all the costs incurred by the City, County, and the E911 Authority to support the WCRCC. Cost per incident will then be determined by taking the total costs of the WCRCC less E911 Authority contribution, E911 costs paid, and any other grant amounts to determine 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., 2012 budget will use 2010 actual call and incident data. The percentage law incident per agency shall be applied to the total allocated costs for law incidents to determine the cost per agency. The same will be done for fire agencies. The costs determined through this process for the Greeley Police Department and the Union Colony Fire Authority shall be added together to determine the City's contribution. The remaining amount shall be the County's total costs. 216 COMMUNICATIONS (CONTINUED) 1000-22100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs E-911 Calls 93,900 95,000 95,000 Non-911 Calls 265,000 268,000 270,000 CAD Incidents for Law and Fire/Ambulance 351,000 362,000 365,000 EMD Calls 17,025 17,500 18,500 Criminal Justice Records, Total Case #'s 28,500 29,350 30,000 issued ARS Documents Transcribed 49,822 48,454 50,000 Warrants Processing Activity 19,850 20,450 21,000 Citations Processed 60,076 60,878 61,000 Phone Calls into Records 73,000 74,000 75,000 Efficiency Measures FTE's per 10,000 per Capita 2.18 2.12 2.07 Per Capita Cost - Operating Budget $5.40 $6.63 $7.74 EMD Call per FTE 315 324 342 CAD Incident per FTE 6,500 6,703 6,759 Total Telephone Calls to Center per FTE 1,352 1,370 1,389 ARS Document transcribed per FTE 2,120 2,062 2,128 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 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 2012, other agencies will be charged $103,435. Weld County's share, per the contract formula for 2012, is $906,433 for county functions, plus the other agencies' share of $1,625,479 for a total of $2,531,912. In addition, the County recovers $111,852 for indirect costs per the formula. For 2012, other agencies will be charged $103,435 per a formula adopted by the Communications Advisory Board. The county will earn $49,362 from tower rental leases. The net costs for Weld County in 2012 will be $2,267,263. FINANCE/ADMINISTRATION RECOMMENDATION: The budget for Weld County has increased by $533,099 under the new formula. The major increase is due to the proposed salary increases for dispatcher positions. The total salary increase is $544,696, of which Weld County pays $311,844. The proposed salary adjustments for the dispatchers are not recommended at the 17 to 23 percent levels included in the budget, but rather a maximum of 10 to 15 percent. The difference would save Weld County approximately $110,000 in the final budget. The E911 Board's decision to not pay for as much overtime has resulted in an increase in costs to Weld County and Greeley. The Communications Advisory Board has determined a formula for the cost sharing by other agencies, especially those municipalities that have grown and put great service demands on the WCRCC. BOARD ACTION: At the August 30, 2011, Greeley City Council meeting the Council agreed to an 11 percent pay adjustment for dispatchers. This reduced the contract costs by $208,424. This change results in the County's cost for 2012 increasing $324,675 over the prior year. 217 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200 DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide communications system. RESOURCES ACTUAL 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 0 0 0 SUMMARY OF CHANGES: Nothing has been funded in this budget for 2012. It has been decided that the communications system be upgraded in 2011-2012, at a total cost of $6,700,000. The upgrade for 2011-2012 will be funded by the E911 Authority Board contributing $2,000,000 from its reserve and Weld County contributing $2,350,000 in 2011 and 2012, with the remaining $4,700,000 coming from the Capital Expenditure Fund for the total estimated cost of $6,700,000. Beginning in 2013, Weld County will fund $500,000 per year, for the Communications System Reserve for future communications systems upgrades. In 2011, the Board approved Communications system upgrade funding in the Capital Expenditure Fund. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 219 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 REQUESTEDN FINAL LAST FY CURRENT FY EXT FY NEXT FY Supplies $ 104,920 $ 0 $ 0 $ 0 Purchased Services 750,376 876,393 955,902 955,902 Gross County Cost $ 855,296 $ 876,393 $ 955,902 $ 955,902 Revenue 34,436 82,599 59,419 60,543 Net County Cost $ 820,860 $ 793,794 $ 896,483 $ 895,359 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: On May 3, 1993, Weld County entered into a contract with the City of Greeley to operate and maintain the criminal records management system and Criminal Justice Information Center. On July 7, 2010, the contract was updated to continue the arrangement. The new contract changed the method of allocating the cost for the WCRCC among the users. Records management and information services costs shall be allocated based upon resources used by each agency being served. A cost allocation system formula and methodology agreed to by the City of Greeley Finance Director and the Weld County Director of Finance and Administration shall be applied annually to allocate costs. The County shall pay the total costs less the amount allocated to the City. The County shall determine if any other agencies using the records management system shall be charged and the amount charged. Weld County's share for 2012 will be $425,108 for records and $530,794 for information services, for a total of $955,902. This amount is up $79,509. While software costs are down, the budget includes depreciation of $162,800 to fund a reserve to upgrade the computer software and hardware in the future. $66,845 is included for capital expenses for software and hardware in 2012. Revenue in the amount of $59,419 will be recovered from municipalities using the Criminal Justice Information System. Net county costs are up $102,689. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Johnstown decided not use the criminal records management system in 2012, which reduced the revenue by $30,000. The Board decided to charge the crime lab for the cost of the criminal justice records system, since the City of Greeley shares the costs rather than the county paying 100 percent of the costs. The cost of the criminal justice records system for 2012 will be $31,124, resulting in an increase in revenue of that amount. No other changes from the recommended budget. 220 CRIMINAL JUSTICE INFORMATION (CONTINUED) 1000-22400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs ARS documents transcribed 49,822 48,454 50,000 Efficiency Measures Per capita cost (county support) $3.25 $3.06 $3.36 GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000- 22100. 221 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner- - 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies are performed in all cases of suspicious death, or at the discretion of the Coroner's or District Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner employs the registered pathologists and laboratory facilities of McKee Medical Center. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 402,696 $ 395,183 $ 466,684 $ 469,035 Supplies 14,000 13,000 19,200 19,200 Purchased Services 246,000 240,574 245,600 245,600 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 662, 696 $ 648, 757 $ 731,484 $ 733,835 Revenue 481 700 500 500 Net County Cost $ 662,215 $ 648,057 $ 730,984 $ 733,335 Budgeted Positions 7 5.5 5.5 6.5 6.5 SUMMARY OF CHANGES: The Coroner has requested an additional Medicolegal Investigator ($71,501) due to the caseload and restructuring of the office. The Deputy Coroner's position was upgraded to Coroner ($7,105) with the restructuring done mid-year in 2011. Supplies are up $6,200 in order to restock disaster level of body bags ($7,000). Purchased Services are up $5,026 primarily due to vehicle costs. Revenues are funded at $500. Final budget adjustments include an increase in salaries and benefits of$2,351. FINANCE/ADMINISTRATION RECOMMENDATION: All items requested are recommended except the additional position. The department has been restructured during 2011 to appoint the Chief Investigator as the Coroner and assign more management functions to the position. In addition, the department has struggled with overtime to fill in for vacations, sick leave, and work comp time off. There appears to be a justification for an additional 0.5 FTE Medicolegal Investigator I ($35,750), but not a full-time FTE. Policy Issue. 222 CORONER (CONTINUED) 1000-23200 BOARD ACTION: The Board approved an additional 1.0 FTE Medicolegal Investigator I ($71,501). The Board did advise the Coroner that the office was going to have to function at the new level of staffing for some time and not to expect a continuation of gradually adding staff every couple of years as has been the case in the last few years. All other items were approved as recommended. PERFORMANCE MEASURES 2010 ACTUAL ESTIMATED PROJECTED Work Outputs Number of cases 1,006 1,050 1,150 Number of investigations 386 450 420 Number of full autopsies 156 160 160 Efficiency Measures FTE's per 10,000/capita 0.214 0.246 0.244 Per capita cost (county support) $2.62 $2.50 $2.76 Cost per autopsy/inspection $878 $904 $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 20% 40% 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 10% 25% 50% maintain departmental plan accreditation through the National Percentage indices of necessary changes Association of Medical Examiners Conference of accreditation from The (The NAME) NAME 223 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100 DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to the Court about newly arrested persons entering the jail, and offer recommendations on possible safe release options of these persons. They also provide supervision methods for selected defendants released from jail before trial in order to decrease any unnecessary and costly pretrial incarceration, to assure that they will appear and answer before the Court and to reduce any future criminal acts. Adult Diversion Services program--Diversion Services offers persons charged with criminal offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff 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 $ 367,074 $ 401,335 $ 441,279 $ 487,583 Supplies 5,965 15,500 15,000 15,000 Purchased Services 43,326 36,577 36,577 36,577 Gross County Cost $ 416,365 $ 453,412 $ 492,856 $ 539,160 Revenue 0 10,000 15,000 25,000 Net County Cost $ 416,365 $ 443,412 $ 477,856 $ 514,160 Budgeted Position 6 6 7 7 SUMMARY OF CHANGES: Workload and defendant caseload for the Pretrial Services Unit continues to increase (almost tripled since inception of the program). The Courts and Judicial Officers continue to support the work of Pretrial Services. The only change to the budget is the request to add one (1) Diversion Services Specialist (Grade 27, Step 1) at a cost of $39,944 to help create a new Adult Diversion Services Program (estimated cap of 150 clients in first year). This position would interview, investigate, and provide case management functions for Adult Diversion Services program. The position would assess, screen and/or interview defendants referred to the program by the District Attorney's Office and provide Judicial Officers with information on defendant acceptance, ongoing compliance, and program completion. 224 PRETRIAL/ADULT DIVERSION SERVICES (CONTINUED) 1000-24100 Program components include referrals of defendants to substance abuse, mental health, and/or domestic violence treatment, useful public service, employment and vocational assistance, monitor ongoing restitution payments, and perform criminal history checks of any law enforcement contacts. The term of placement of defendants can be up to one to four years. The DA's Office seeks development of the program by, and in coordination with, Justice Services. An additional FTE would increase utilization by the Courts to use the program; placement would offset high costs associated to house these persons in the jail and costs associated if these persons were fully prosecuted by the DA's Office. The goal of the program is to reduce recidivism through rehabilitation. All Diversion clients would be assessed a fee (proposing $100 per person). The District Attorney further contemplates transfer of existing Juvenile Diversion Services program to Justice Services pursuant to Board approval. Revenues from client fees are up $15,000. Final budget adjustments include an increase in salaries and benefits of $26,243. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The creation of an Adult Diversion Services Program would allow the DA's Office and Justice Services to establish referral/placement/termination criteria, with Justice Services providing day-to-day service provision. The additional position (Diversion Services Specialist) is recommended to help screen and supervise persons for placement into the program. If approved by the Board, maximum efficiencies would be achieved in criminal case processing by the DA's Office and the Courts, costs to house these persons in our jail and prosecute these cases would be reduced, and rehabilitation services for these divertees would be improved. BOARD ACTION: The Board at a September 15, 2011, work session approved the Adult Diversion Services Program as proposed. The Diversion Services Specialist position will be funded in this budget, but assigned to the District Attorney's Office for supervision until the program is well established and then the position will be assigned back to Justice Services. Revenues were increased $10,000 from fees from the Diversion Services Program. All other items approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Pretrial Services - - 1,300 1,300 Adult Diversion 150 150 Efficiency Measures FTE's per 10,000/capita - - .193 .263 Per capita net cost - - $1.71 $1.93 225 PRETRIAL/ADULT DIVERSION SERVICES (CONTINUED) 1000-24100 Goal PS-3: Provide safe,constructive and less expensive alternatives to use of jail and prisons; promote an accountable,coordinated justice system that focuses on present and future needs of Weld County. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS3-3: Pre-Trial Cost avoidance/savings by helping 2,100 2,400 2,550 Services. Reduce manage overcrowding and high Defendant Defendant Defendant cost of pretrial expense of operating the jail; interviews interviews interviews incarceration. Pretrial release& 700 800 950 supervision services Defendants on Defendants on Defendants on assure court supervision supervision supervision appearances and reduce new crime commission by defendants released Potential cost avoidance $3,000,000 $3,500,000 $4,300,000 on bond Low failure to appear rate for court 4%Failure to 4%Failure to 4%Failure to appearances and re-arrest of Appear Appear Appear defendants under pretrial services supervision. 5% 5% 5% Commission of Commission of Commission of new crime new crime new crime PS3-4: Adult Diversion Services. Cost avoidance/savings by diverting TBD TBD TBD Provides persons persons from jail incarceration and opportunities to entry into criminal justice system. make changes in their lives and avoid further penetration Access to rehabilitative services for TBD TBD TBD into the criminal persons in the program. justice system. Program assists and Reduced criminal case filings by TBD TBD TBD reduces costs to the District Attorney. DA's Office,Courts and Jail. Low new crime commission rate and TBD TBD TBD high successful completion rate. 226 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER: Community Corrections - 1000-24200 & 24220 DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized under Title 17, Article 27 of the Colorado Revised Statute to administer funds allocated by the Colorado legislature through the Division of Criminal Justice (DCJ) for administration and placement of offenders into community corrections programs. The Weld County Community Corrections Board, under the authority of the Board of Commissioners of Weld County, sub-contracts with selected vendors to provide residential and/or non-residential supervision services of adult felony offenders sentenced directly to these programs, or in lieu of, or as a transition from prison. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 37,179 $ 50,564 $ 52,549 $ 52,549 Supplies 900 900 900 900 Purchased Services 2,061,101 2,259,649 2,543,691 2,543,691 Fixed Charges 26,961 25,042 29,080 29,080 Capital 0 0 0 0 Gross County Cost $ 2,126,141 $ 2,336,155 $ 2,626,220 $ 2,626,220 Revenue 2,126,141 2,336,155 2,626,220 2,626,220 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions 1 1 1 1 SUMMARY OF CHANGES: All costs are paid by State funds; no costs to the County. There has been increase in utilization by local Courts and the Department of Corrections. Average daily residential population at the Community Corrections Facility has steadily increased from 132 to 169 offenders. Increased funds have been secured to place an additional 22 offenders at the facility and for county administration: Funding for 2012 will include $1,381,284 for Residential Diversion services, $953,086 for Residential Transition/Condition of Parole services, $125,553 for Non-Residential services, $65,289 for Offender Treatment Support Services, and $101,008 for Corrections Board administration and activities. There is stable funding to support Intensive Supervision Program (ISP) of certain Inmates/Parolees under the supervision of DOC, plus two percent of funds remains with Weld County ("above and beyond revenue"). The County has renewed the Subcontract and Lease Agreement with vendor to provide services at Community Corrections Facility and for ongoing electronic monitoring and substance abuse testing of offenders in the community under DOC supervision. Residential Treatment (IRT) programming has been developed for certain offenders at the lity. Revenue from the lease of$271,572 is budgeted under Budget Unit#90100. 227 COMMUNITY CORRECTIONS (CONTINUED) 1000-24200/24220 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 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 0.0393 0.0386 0.0375 228 COMMUNITY CORRECTIONS (CONTINUED) 1000-24200/24220 Goal PS-3: Provide safe,constructive and less expensive alternatives to use of jail and prisons;promote an accountable,coordinated justice system that focuses on present and future needs of Weld County. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS3-I: Cost savings by providing a less costly 155 residential 155 residential 169 residential Community alternative jail and prison (ADP); (ADP); (ADP); Corrections- incarceration for adult convicted 67 non 67 non 67 non Provide safe, offenders; residential residential residential community based correctional Recidivism rates for offenders, 2% 2% 2% placement for completing the Community eligible adult Corrections Program is substantially offenders who are lower after release than offenders ordered by the either released from prison or placed Courts and/or directly on parole. Department of Corrections. All offenders participate in some form 300 300 300 Ensure offenders of educational and/or vocational are given programming. opportunities& access to resources; Receive,manage,and process all $2,126,141 $2,336,155 $2,626,220 treatment and community corrections funds from the employment State; services,while living in staff- Cost avoidance/savings ratio of $2,800,000 $3,000,000 $4,000,000 secure correctional Community Corrections Programs to setting County. 229 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100 DEPARTMENT DESCRIPTION: Building Inspection administers building codes and makes on-site inspections during each phase of construction to insure minimum requirements are met. The Department also assists Weld County citizens in understanding and applying the International Building Code for utmost construction safety. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 709,788 $ 686,011 $ 743,583 $ 785,886 Supplies 47,526 61,000 61,000 61,000 Purchased Services 55,085 76,225 76,225 76,225 Fixed Charges 100,971 108,849 108,099 108,099 Capital 0 0 0 0 Gross County Cost $ 913,370 $ 932,085 $ 988,907 $ 1,031,210 Revenue 2,231,043 850,000 1,200,000 1,200,000 Net County Cost $ - 1,317,673 $ 82,085 $ -211,093 $ -168,790 Budgeted Positions 9 10.25 10.25 ri 10.25 SUMMARY OF CHANGES: Overall, the Net County Cost of the Building Inspection budget has been reduced by $293,178 from the 2011 request. The reduction is due to an increase of $350,000 in projected revenue. Note that projected revenue is offset by an increase of$77,348 to Personnel Services due to funding an additional building inspector mid-year. Final budget adjustments include an increase in salaries and benefits of$22,527. FINANCE/ADMINISTRATION RECOMMENDATION: Mid-year the Board authorized filling of an additional building inspector position due to increased oil and gas activity. Recommend continuation of funding of the position in 2012. All other items recommended. The increased oil and gas activity justifies the increase in the projected revenues. BOARD ACTION: Approved as recommended. Board reaffirmed the funding of the additional building inspector position due to increased oil and gas activity. 230 BUILDING INSPECTION (CONTINUED) 1000-25100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Field Inspection Work Outputs Number of inspections performed 18,800 18,540 18,540 Avg. # of inspections per building permit 15.5 15.5 15.5 Number of Inspectors 4 4.25 4.5 Number of inspections per inspector daily 1,177 1,817 1,716 Number of Bldg Compliance violations 172 144 144 Number of Bldg Complaints 68 77 77 Number Compliance cases closed 202 223 223 Number of miles driven by inspectors 124,890 126,850 129,238 Number of inspectors performing Combination Residential Inspections 2 2.5 2.5 Plans Examiner/Inspector-On-Call Work Outputs) Number of Plans Examiners 1 1.33 1.5 #of major plan reviews 281 243 245 # of minor plan reviews 1,129 1,094 1,095 Technical Support Work Outputs # of building permits processed (if this is 2,278 2,609 2,609 changed to issued permits, these numbers would change) Efficiency Measures FTE's per 10,000/capita 0.356 0.347 0.375 Per capita gross cost $ 3.61 $3.59 $3.88 231 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) LU5-1: Conduct Attendance at 2 ICC classes(7 staff) 12 12 14 safe and quality plan reviews and Maintenance of appropriate certifications 100% 100% 100% inspections following adopted codes Goal LU-6: Increase knowledge and understanding of adopted codes to citizens,homeowners,contractors, and builders throu•h education. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) LU6-1: 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 handouts Official any changes to code quarterly in the field for a non-technical audience Consistent Provide"team training"in the field to 1 2 3 inspections ensure consistency by inspectors conducted in the field 232 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 current inspections 1% 1% 1% record of permit expirations and inspections to ensure permits are current. Provide 24 hour turnaround time for Percentage of 24 hour turnaround 99.5 99.5 99.5 inspections. inspections(measured by complaints) Ensure timeliness 80% 90% 90% of entering Maintain proficiency in Accela to ensure inspections and information is updated and available appropriate follow- up. Provide plan review turnaround Review plans in a timely manner current 98% 99% 100% within current with policy time frame—measurable by com policy time frame. plaints Return customers call and questions Measurable by number of complaints 96% 98% 100% within 24 hours. annually Maintain quality customer service Measurable by annual complaints 96% 98.5 100% with existing staff levels 233 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 $ 265,808 $ 284,519 $ 284,519 $ 285,150 Supplies 54,809 62,100 69,425 69,425 Purchased Services 139,114 156,375 149,050 149,050 Fixed Charges 6,127 0 0 0 Capital 0 0 0 0 Gross County Cost $ 465,858 $ 502,994 $ 502,994 $ 503,625 Revenue 6,042 10,000 6,000 6,000 Net County Cost $ 459,816 $ 492,994 $ 496,994 $ 497,625 Budgeted Positions 2 FTE 2 FTE 2 FTE 2 FTE 4 P 4 PT 4 PT 4 PT SUMMARY OF CHANGES: Supplies increased $7,325 and Purchased Services decreased $7,325 as expenses from Repair and Maintenance Buildings were moved to Other Operating Supplies. Because chemicals are used on both public and county property, the total expense should be budgeted in one line item. Final budget adjustments include an increase in salaries and benefits of$631. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 234 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 .119 .116 .113 Per capita cost (county support) $1.95 $1.90 $1.87 Goal TPW9: Implement and monitor Colorado Weed Management Act(Noxious weed control) on County property and assist land owners with compliance with the law through public education and assistance. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) TPW9-1: 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 235 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 $ 99,587 $ 100,387 $ 100,387 $ 199,633 Supplies 7,788 7,900 7,900 7,900 Purchased Services 52,428 58,450 58,850 58,850 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 159,803 $ 166,737 $ 167,137 $ 266,383 Revenue 64,182 60,000 60,000 60,000 Net County Cost $ 95,621 $ 106,737 $ 107,137 $ 206,383 Budgeted Positions 1 1 1 3 SUMMARY OF CHANGES: Final budget adjustments include the increase in salaries and benefits, and the reorganizational changes discussed under Board Action. The only other change is an additional $400 for increased fuel costs. Revenue is unchanged. FINANCE/ADMINISTRATION RECOMMENDATION: This budget may be impacted once the study for reorganization of the Office of Emergency Management (OEM) function is completed. BOARD ACTION: Board approved the upgrading of the Director of OEM to grade 50 based upon the restructuring of the office and moving the function under the Board of County Commissioners. The OEM office will combine functions of the OEM that were formerly under the Sheriff and some of the Public Health Preparedness functions in the Health Department. The Director of Public Health Preparedness position ($101,056) was eliminated and in OEM an Office Tech II position ($16,457) and Emergency Management Specialist position ($72,392) were created. Besides the elimination of the Director of Public Health Preparedness position in the Health Department, the 0.5 FTE Planner position ($58,107) was changed to a 1.0 FTE Public Health Preparedness Coordinator/Generalist ($99,660). The Health Department Public Health Preparedness unit will also retain the Epidemiologist, 0.5 FTE Community Services Specialist, and 0.1 FTE of the Health Communications Manager. The General Fund subsidy to the Health Department will be reduced by $29,234. 236 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of drills and exercises 6 6 6 Number of people participating in drills 500 500 500 Number of inspections and/or reports 12 12 12 Efficiency Measures FTE's per 10,000/capita .040 .039 .113 Per capita cost $0.38 $0.41 $0.78 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety Bureau Goals following Sheriff's Office Summary page. 237 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 $ 1,812,740 $ 1,821,762 $ 1,834,262 $ 1,937,365 Supplies 54,489 59,100 81,900 81,900 Purchased Services 468,377 596,750 554,920 554,920 Fixed Charges 5,298 0 0 0 Contra - 587,626 -586,349 -602,088 -602,088 Gross County Cost $ 1,753,278 $ 1,891,263 $ 1,868,994 $ 1,972,097 Revenue 0 0 0 0 Net County Cost $ 1,753,278 $ 1,891,263 $ 1,868,994 $ 1,972,097 Budgeted Positions 20 20 20 20 SUMMARY OF CHANGES: Personnel Services increased a total of $12,500 as Salaries was increased $13,000 to fund a construction/geotech intern for 2012 and Uniforms and Clothing was decreased by $500 for reimbursement for two employees. Supplies increased a total of $22,800 as Small Items of Equipment was decreased $700 for anticipated needs for 2012 and Computer Software and Attachments was increased $23,500 for maintenance of existing computer programs which previously had not been included in budgeted figures. Purchased Services decreased a total of $41,830 for the following: Memberships and Registrations increased $470 for registration for the nuclear gauge; Engineering and Architectural decreased $25,000 based on CIP projects for 2012; Other Professional Services decreased $22,300 based on decreased environmental study needs; Vehicle Expenses increased $4,500 due to anticipated rising fuel costs; Training increased $500 based on anticipated training needs for 2012. Chargeback amount to Planning for development services is $602,088. Final budget adjustments include an increase in salaries and benefits of $103,103. 238 GENERAL ENGINEERING (CONTINUED) 1000-31100 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Costs for the intern ($13,000) are being paid for by offsetting reductions in other areas. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of designs completed 5 7 7 Number of construction projects completed 4 5 7 Number of plats reviewed 568 450 450 Goal TPW8: Provide engineering services including design,development,inspections,and all phases of highway engineerin ,bridge engineering and construction inspection and testing. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/ICEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW8-1: Capital 95%accuracy 100%of the time 100% 100% 100% Improvement TPW8-2: Construction Testing 99%accuracy 100%of the time 100% 100% 100% TPW8-3: 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 239 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MISSILE SITE PARK BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100 DEPARTMENT DESCRIPTION: Maintains Missile Site Park which includes camp grounds and related equipment, as well as the missile silo and archive storage areas. Also provides security for the park. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 44,256 $ 45,579 $ 45,579 $ 48,511 Supplies 6,331 2,400 4,025 4,025 Purchased Services 27,099 24,100 26,000 26,000 Fixed Charges 282 0 0 0 Capital 0 0 0 0 Gross County Cost $ 77,968 $ 72,079 $ 75,604 $ 78,536 Revenue 2,626 1,900 2,000 2,000 Net County Cost $ 75,342 $ 70,179 $ 73,604 $ 76,536 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Budget has a net increase of $3,425. Revenues from camping fees are up $100. Expenses are up $3,525 with $1,900 attributed to increased utility costs, and $1,625 for operating supplies to maintain the park. Final budget adjustments include an increase in salaries and benefits of$2,932. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increases for utilities and operating supplies are necessary. BOARD ACTION: Approved as recommended. 240 MISSILE SITE PARK (CONTINUED) 1000-50100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of visitors 650 600 625 Efficiency Measures FTE=s per 10,000/capita 0.040 0.039 0.038 Per capita cost (county support) $0.298 $0.271 $0.288 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and Grounds Budget Unit (1000-17200). 241 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200 DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future park projects. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 32,000 29,000 29,000 29,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 32,000 $ 29,000 $ 29,000 $ 29,000 Revenue 0 0 0 0 Net County Cost $ 32,000 $ 29,000 $ 29,000 $ 29,000 Budgeted Positions11 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 2012. BOARD ACTION: Approved as recommended. 242 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 1,974 7,895 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,974 $ 7,895 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 1,974 $ 7,895 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The Greeley-Weld County Airport did not submit a funding request for 2012. For 2012, the only airport capital project is to acquire a multi-use tractor system for the upkeep of the runway and taxiway areas of the airport. Due to the fact this is not an infrastructure improvement project for the airport no local funding is required. The airport will be applying for a 2012 Colorado Discretionary Aviation grant to fund the tractor system, but no local match from the county or the city is required for the grant. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 243 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES BUDGET UNIT TITLE AND NUMBER: Senior Programs Transfer - - 1000-56110 DEPARTMENT DESCRIPTION: Weld County's financial support to the 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 10,625 10,360 10,360 12,500 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 10,625 $ 10,360 $ 10,360 $ 12,500 Revenue 0 0 0 0 Net County Cost $ 10,625 $ 10,360 $ 10,360 $ 12,500 Budgeted Positions n/a n/a [ n/a n/a SUMMARY OF CHANGES: Recommended budget of $10,360 is the same as 2011. The funds will be equally divided among the nineteen 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 three more senior centers sharing the funds, the Board increased the funding to $12,500. 244 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 9,616 10,000 10,000 10,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 9,616 $ 10,000 $ 10,000 $ 10,000 Revenue 0 0 0 0 Net County Cost $ 9,616 $ 10,000 $ 10,000 $ 10,000 Budgeted Positions n/a n/al n/a n/a SUMMARY OF CHANGES: This budget is the same as 2011, and includes dues for the North Front Range Water Quality Planning Organization ($9,000) and membership for the Big Thompson Watershed Forum ($1,000). Membership for the Little Dry Creek Watershed Group ($4,500) is included in the other Public Works (Budget Unit 2000-32500) budget since it involves drainage issues and not water quality. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in NFRWQPO and Big Thompson Watershed Forum. BOARD ACTION: Approved as recommended. 245 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 39,206 38,225 75,000 38,225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 39,206 $ 38,225 $ 75,000 $ 38,225 Revenue 0 0 0 0 Net County Cost $ 39,206 $ 38,225 $ 75,000 $ 38,225 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Envision has requested $75,000 to partially fund the administrative functions related to the delivery of services excluded in the current State funding mechanism. Significant budget changes at the federal and state levels have resulted in less income. The change to a fee for service model has taken away Envision's flexibility to set local individual rates and to direct funds to clients according to their needs. The changes have caused Envision to struggle financially the last three years. As a result, Envision is asking the county to fund the administrative functions excluded in the changes to the federal and state funding mechanism. The current funding level is $38,225. The recommended 2012 funding level is $38,225, which is the same level as 2011, like all other outside agencies FINANCE/ADMINISTRATION RECOMMENDATION: Finance does not dispute that Envision has a major financial challenge, but it is not recommended that the county provide additional funding to go towards solving the problem. Envision is going to have to continue to change its programs and business model to adapt to the new funding methods of the state and federal government, like the county often has to do. 246 DEVEL OPMENTALL YD/SABLED (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. Board agreed to only fund the recommended amount of$38,225, not the higher request. 247 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 170,971 168,225 168,225 183,225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 170,971 $ 168,225 $ 168,225 $ 183,225 Revenue 0 0 0 0 Net County Cost $ 170,971 $ 168,225 $ 168,225 $ 183,225 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The request from North Range Behavioral Health is for $108,225, the same as the current year. $60,000 is included for the Drug Court program to match a grant in Probation to treat clients with substance abuse problems. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The Board added $15,000 for the Drug Court match amount. In the final budget $75,000 is included for the Drug Court program to match a grant in Probation to treat clients with substance abuse problems. 248 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 9,775 9,530 9,530 9,530 Fixed Charges 0 0 0 0 Contra Account - 2,750 - 2,750 - 2,750 - 2,750 Gross County Cost $ 7,025 $ 6,780 $ 6,780 $ 6,780 Revenue 0 0 0 0 Net County Cost $ 7,025 $ 6,780 $ 6,780 $ 6,780 Budgeted Positions n/a I n/a n/a I n/aII SUMMARY OF CHANGES: The base contract of $9,530 is the same as 2011. Program is used by the Sheriff's office, District Attorney, and Social Services. Social Services will reimburse the General Fund $2,750. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 249 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160 DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for retiree health benefits. RESOURCES ACTUAL 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 I Budgeted Positions n/a n/a n/aj n/a SUMMARY OF CHANGES: This unit is for the transfer to the Retirement Fund for the administrative costs of the program. The Board agreed, in 2007, to resume paying the costs to free up funds for retiree cost-of-living adjustments in the Retirement Fund. At the Retirement Board's meeting in May, 2009, they suspended cost-of-living funding for retirees until the retirement plan is 75 percent fully funded. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 250 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 Budgeted Positions I n/a n/a n/a n/a SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the Area Agency on Aging administration match. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services Fund. 251 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 3,051,901 3,202,068 3,486,544 3,457,310 Capital 0 0 0 0 Gross County Cost $ 3,051,901 $ 3,202,068 $ 3,486,544 $ 3,457,310 Revenue 0 0 0 0 Net County Cost $ 3,051,901 $ 3,20Z068 $ 3,486,544 $ 3,457,310 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: See Health Fund for details. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Starting in 2012, the Office of Emergency Management (OEM) will combine functions of the OEM that were formerly under the Sheriff and some of the Public Health Preparedness functions in the Health Department. The Director of Public Health Preparedness position ($101,056) was eliminated and in OEM an Office Tech II position ($16,457) and Emergency Management Specialist position ($60,742) were created. Besides the elimination of the Director of Public Health Preparedness position in the Health Department the 0.5 FTE Planner position ($58,107) was changed to a 1.0 FTE Public Health Preparedness Coordinator/Generalist ($99,660). The Health Department Public Health Preparedness unit will also retain the Epidemiologist, 0.5 FTE Community Services Specialists and 0.1 FTE of the Health Communications Manager. The General Fund subsidy to the Health Department will be reduced by$29,234. All other items approved as recommended. WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund. 252 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Economic Development- - 1000-60200 DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's economic development program through the Upstate Colorado Economic Development, a public/private non-profit organization. Starting in 2009, the County began contributing to the Small Business Development Center, in addition to Upstate Colorado Economic Development. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,037,476 87,000 87,200 89,700 Gross County Cost $ 1,037,476 $ 87,000 $ 87,200 $ 89,700 Revenue 942,124 0 0 0 Net County Cost $ 95,352 $ 87,000 $ 87,200 $ 89,700 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Upstate Colorado Economic Development requested $79,700, which is the same as 2011. Small Business Development Center (SBDC) requested $7,500, which is $200 more than 2011. FINANCE/ADMINISTRATION RECOMMENDATION: To be consistent with all other outside agencies that are being funded at the 2011 level only $7,300 is recommended for SBDC. Upstate is recommended at their requested level of $79,700. BOARD ACTION: The Board increased the Small Business Development Center (SBDC) amount to $10,000, which is $2,700 more than 2011. Upstate Colorado Economic Development's request of$79,700 was approved as recommended. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall Economic Development goals in the Strategic Plan Section of the Budget Message. 253 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/al n/a n/a 0 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. 254 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- 255 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 $ 0 $ 0 $ 0 $ 0 Supplies 262,080 85,500 85,500 85,500 Purchased Services 342,631 305,000 328,000 328,000 Fixed Charges 16,766 122,000 99,000 99,000 Gross County Cost $ 621,477 $ 512,500 $ 512,500 $ 512,500 Revenue 59,930,795 58,207,287 61,073,377 61,046,800 Net County Cost $-59,309,318 $- 57,694,787 $- 60,560,877 $- 60,534,300 SUMMARY OF CHANGES: On the expense side, this budget's total is unchanged from 2011. Line item amounts have been adjusted to reflect recent expenditure patterns. Revenues are up $2,839,513 over the current year. Property taxes are budgeted at $56,184,966, up $3,066,811. Interest earnings are projected to be down $1,050,000 with rates projected to remain low in 2012. Tobacco tax revenues are down $86,000 since the state is no longer sharing back a portion of the tax with local governments until the state budget picture improves. Rents from Buildings are down $12,636 for a total of $454,534 from Social Services ($166,234), PS Trophy ($16,800), and the Community Corrections Building ($271,500). The Fort Lupton Building ($31,500) is no longer rented. Oil and gas leases are projected to be up $750,000 at $1,500,000, recovery of indirect costs are $900,000, and revenues from Urban Renewal Authorities (URA) are budgeted at $439,671 for Brighton URA and $2,739 for South Firestone URA. Other smaller revenues are stable with little change. Total revenues are $61,073,377. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Per a work session on June 13, 2011, the Commissioners directed staff to include $5,000 in Memberships account for the dues for Accelerate Colorado in 2012. $5,000 was transferred from the Miscellaneous line item, so the overall budget did not increase. BOARD ACTION: In the final budget the Board appropriated $132,340 for personal property tax incentive credits in 2012. The amount will be appropriated in account 1000-90100-4116 Property Tax Adjustment, with an offsetting equal amount in account 1000-90100-4117 Personal Property Tax Incentives. The companies receiving the funds are Owens-Illinois ($123,939), Praxair ($7,902) and Specialty Products ($499). No other changes to the recommended budget. 256 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 $ 660,000 $ 0 $ 0 $ 0 Gross County Cost $ 660,000 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 660,000 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45, employers must account for the actuarial cost of post-employment benefits paid to retirees. Weld County's only program outside of the retirement program is the payment of health insurance benefits to retirees. Under GASB 45 an estimated actuarial amount is needed to be reserved to recognize the cost of the benefit in periods related to when services are received by the employer (Weld County). However, with the changes described below, funding is no longer needed in this budget unit. Based upon the reserve amount in the Other Post Employment Benefits (OPEB) Trust and the amount paid out each year for active retirees in department budgets, the reserve requirement is being met. FINANCE/ADMINISTRATION RECOMMENDATION: On July 21, 2010, the Board amended the Other Post Employment Benefits (OPEB) Plan to stop coverage for any eligible retiree, effective June 30, 2012, that did not have a signed retiree health agreement as of July 21, 2010. This change was in response to the passage of the Patient Protection and Affordable Care Act (PPACA) creating gap insurance coverage for early retirees through state insurance exchanges, effective January 1, 2014. Retirees impacted can obtain insurance coverage under COBRA from July 1, 2012, to January 1, 2014. As a result of this Board action, the OPED Plan will be fully funded as of 2012 and no longer requires additional contributions. BOARD ACTION: Approved as recommended. 257 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150 DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that do not fit under a specific county program. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 14,905 64,728 69,250 64,250 Gross County Cost $ 14,905 $ 64,728 $ 69,250 $ 64,250 Revenue 0 0 0 0 Net County Cost $ 14,905 $ 64,728 $ 69,250 $ 64,250 Budgeted Positions n/a n/a n/a] n/a SUMMARY OF CHANGES: Funding is included for the following community agencies: AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL Promises for Children $ 5,000 $ 5,000 $ 5,000 $ 5,000 Convention & Visitors' Bureau 4,144 4,144 4,144 4,144 211 Information and Referral 21,775 21,775 21,775 21,775 Youth and Family Connection 27,594 27,594 27,594 27,594 Senior Resource Services 0 5,000 5,000 0 Audio Information Network 66215 5737 5 737 56737 Total $64,728 $69.250 $69,250 $64,250 FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community agencies with requests that do not fit under a specific program. The following is the recommendation for each agency: Promises for Children. The Board, in May, 2004, made a commitment to fund this program along with other partners in the community. A request for $5,000 was made. This is the same as 2011. Recommend approval. Convention & Visitor Bureau has requested $4,144 this year for visitor guides. This is the same as 2011. Recommend approval. 211 Information and Referral has requested $21,775 for the 211 information and referral system operated by United Way. This is the same as 2011. Recommend approval. 258 COMMUNITY AGENCY GRANTS (CONTINUED) 1000-90150 FINANCE/ADMINISTRATION RECOMMENDATION(Continued): Audio Information Network of Colorado (formerly Radio Reading Service of the Rockies) has requested $5,737 to provide radio reading services for the visually impaired in Weld County. Recommend approval. Youth and Family Connections (formerly the Juvenile Assessment Center) has requested the funding level of $27,594 as Weld County's share of law enforcement support. This is the same as 2011. Recommend approval. Collaborative Management Program (formerly the Interagency Oversight Group) was funded last year, in the amount of $36,000, to cover the contribution to the lOG for Human Services, Health Department, and District Attorney. Human Services paid the amount in 2011, so no General Fund dollars are required. To strategically help the TANF allocation the assessment will be paid by the Social Services Fund in this budget unit for 2012. Recommend approval. Senior Resource Services has not been funded in the past. The agency provides transportation services to the elderly by using volunteer drivers. The program compliments the county minibus service for seniors and is very cost effective. The funds would go towards insurance for volunteer drivers ($750) and volunteer coordinators ($4,250). There is a growing need for senior transportation and this program is very cost effective. Even though this is a new outside agency, funding is recommended due to the need for senior transportation and the program compliments the county minibus program. BOARD ACTION: All outside agency funding approved as recommended, except the $5,000 for the new outside agency, Senior Resource Services. The Board felt the Senior Resource Services program should seek funding from the Area Agency on Aging programs that use the services and not Weld County General Funds. Three homeless shelters (Greeley Transition House, Catholic Charities, and A Woman's Place) made a late request to the county to fund their programs with General Funds, since Community Services Block grant (CSBG) funds have been cut at the federal level. The CSBG funds have funded the agencies through February, 2012. The Board declined to make a commitment to use General Funds to replace the lost CSBG funds. The Board told the agencies in February, 2012, the Board would be willing to discuss the funding issue, if CSBG funds are no longer available. However, the Board also encouraged all three agencies to approach the City of Greeley regarding funding, since the vast majority of the homeless are from Greeley. 259 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100 • DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based education for agricultural, environmental, and consumer issues. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 241,806 $ 289,644 $ 289,644 $ 290,035 Supplies 4,457 9,300 9,300 9,300 Purchased Services 36,061 43,200 43,200 43,200 Fixed Charges 235 0 0 0 Capital 0 0 0 0 Gross County Cost $ 282,559 $ 342,144 $ 342,144 $ 342,535 Revenue 0 0 0 0 Net County Cost $ 282,559 $ 342,144 $ 342,144 $ 342,535 Budgeted Positions 12.08 12.08 12.08 12.08 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries and benefits of$391. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 260 EXTENSION (CONTINUED) 1000-96100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 4-H enrollment 926 950 950 Efficiency Measures FTE's per 10,000/capita .478 .466 .454 Per capita cost (county support) $1.12 $1.32 $1.28 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's goals and objectives are part of a separate CSU Extension's published document available through Colorado State University. 261 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200 DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County Fair. RESOURCES ACTUAL BUDGETED REQUESTEDN FINAL LAST FY CURRENT FY EXT FY NEXT FY Personnel Services $ 7,590 $ 17,950 $ 20,252 $ 20,252 Supplies 68,093 0 0 0 Purchased Services 590,133 290,995 288,693 288,693 Fixed Charges 57 0 0 0 Capital 0 0 0 0 Gross County Cost $ 665,873 $ 308,945 $ 308,945 $ 308,945 Revenue 547,085 250,000 250,000 250,000 Net County Cost $ 118,788 $ 58,945 $ 58,945 $ 58,945 [Budgeted Positions 0.3 fl 0.3 0.5 0.5 SUMMARY OF CHANGES: No change in net county cost. Mid-year the Board did authorize a 0.5 FTE for the Fair Coordinator position funded within the overall budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Exhibits registered 7,219 7,376 7,400 Exhibitors registered 2,436 2,489 2,500 Efficiency Measures Per capita cost (county support) $0.470 $0.227 $0.221 262 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Veteran's Office - - 1000-96400 DEPARTMENT DESCRIPTION: Provides all types of services to veterans of Weld County. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 62,652 $ 63,479 $ 63,479 $ 71,520 Supplies 1,061 300 300 300 Purchased Services 4,162 5,350 5,350 5,350 Gross County Cost $ 67,875 $ 69,129 $ 69,129 $ 77,170 Revenue 1,200 2,400 2,400 2,400 Net County Cost $ 66,675 $ 66,729 $ 66,729 $ 74,770 I i Budgeted Positions I 1 I 1 1 SUMMARY OF CHANGES: In the final state budget the $2,400 stipend for the Veteran's Services Officer was funded for another year. On June 21, 2011, Board approved a title change of the Veteran Counselor to Assistant Veterans' Officer. No change in pay grade. Final budget adjustments include an increase in salaries and benefits of$8,041. No other changes. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. ACTUAL ESTIMATED PROJECTED Work Outputs Active files 825 825 825 Office visits 3,000 3,000 3,000 Efficiency Measures FTE's per 10,000/capita 0.040 0.039 0.038 Per capita cost (county support $0.264 $0.257 $0.281 Goal HHS5: Assist in providing veterans access to eligible state and federal benefits to meet their needs. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) HHS5-1: Insure all Percentage of served veterans receiving all 95% 95% 95% veterans seeking eligible benefits assistance receive all eligible benefits 263 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500 DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building (Event Center). RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 70,369 78,975 82,395 82,395 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 70,369 $ 78,975 $ 82,395 $ 82,395 Revenue 0 0 0 0 Net County Cost $ 70,369 $ 78,975 $ 82,395 $ 82,395 Budgeted Positions n/a V n/a n/a n/a SUMMARY OF CHANGES: The Event Center's proposed budget for 2012 is $322,787, which is an increase from the 2011 budget of $12,395 or 3.8 percent. This is approximately the same amount budgeted in 2010. Revenue from rents and facility use fees for 2012 will increase $5,000 to $158,000. The County payment for the Event Center is proposed to be $82,395 which is an increase of $3,420 from the 2011 payment of $78,975 or 4.2 percent. The City of Greeley will also contribute $82,395 for 2012, per the intergovernmental agreement between Weld County and the City of Greeley for the operation of the facility. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 264 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-9999 DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the proposed budget, this includes appropriations for points of issue. RESOURCES ACTUAL 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 $ 2,669,907 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 2,669,907 $ 0 Budgeted Positions n/a r n/a n/a n/a SUMMARY OF CHANGES: Budget reflects a 10 percent increase in health insurance costs. 2012 salary increases are a policy issue for the Board, but there are funds for step increases due employees in 2012 and a 3 percent contingency salary amount included in this budget. The added 3.5 percent to fully fund the annual retirement contribution (ARC) amount is included in the budget per the July 11, 2011, work session decision. There are no other benefit changes. FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board policy issue. BOARD ACTION: Approved as recommended, except the Board lowered the cost of living adjustment from 3 percent to 2 percent for a reduction of $474,722. All other benefit amounts were approved as recommended including increasing the county's and employees' contribution to the Weld County Retirement Plan to fully fund the annual retirement contribution (ARC) amount. 265 ia Wilk COLORADO Hello