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FINAL BUDGET
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COUNTY OF WELD
STATE OF COLORA.DO
2010-2959
FL fD5g
•
COUNTY OF WELD
2011
FINAL
BUDGET MESSAGE
PRESENTED TO:
• WELD COUNTY BOARD OF COMMISSIONERS
Douglas Rademacher, Chair
Barbara Kirkmeyer, Pro-Tern
Sean P. Conway, Commissioner
William F. Garcia, Commissioner
David E. Long, Commissioner
BY THE DIRECTOR OF BUDGET
DONALD D. WARDEN
• December, 2010
•
Ast:r.
Wine
COLORADO
• TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 14
STRATEGIC PLAN 17
POINTS OF ISSUE AND POLICY MATTERS:
2011 BUDGET PLAN 47
2011 BUDGET STRATEGY 50
2011 BUDGET CALENDAR 53
Explanation of Overview of Budget and Management System 54
Overview of Budget and Management System 56
Hierarchy of Budget Information 57
Budget Process 58
2011 Guidelines 59
2011 Special Budget Instructions 61
2011 Program Issues 63
Significant Changes in Policy from Prior Years 64
Budget Policies 65
Long Range Financial Policies 66
Revenue Policies and Assumptions 68
Specific Revenue Assumptions of Significant Revenue 69
• Major Revenue Historical Trends and Analysis 71
Policy Directions 72
Explanation of Individual Funds 74
Significant Budget and Accounting Policies 77
Capital Improvement Policy 79
Investment Policy 81
Fund Balance and Reserve Policy 82
Organizational Responsibility for Budget Units 83
Policy Matters/Points of Issue with Fiscal Impact 86
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2011 Salary and Benefit Recommendations 89
2011 Other Benefits 91
Position Authorization Changes Due to 2011 Budget 92
SUMMARY OF FUNDS:
Graph --All Funds Revenue 94
Graph--All Funds Expenditures 95
2011 Summary of Fund Balances 96
2011 Summary of Major Revenues and Expenditures 98
2010 Estimated Summary of Major Revenues and Expenditures 100
2009 Actual Summary of Major Revenues and Expenditures 102
•
• PAGE
SUMMARY OF FUNDS (CONTINUED):
Governmental Funds- 2009 - 2011
Summary of Estimated Financial Sources and Uses 104
2010 Assessed Values to be Used for 2011 Budget 106
Net Program Cost 107
Summary of 2009 Allocated Costs Applicable for 2011 109
Seven Year Trend Data:
Beginning Fund Balance 110
County Expenditures 111
Weld County-Organizational Chart 112
Summary of County Funded Positions 113
GENERAL FUND:
Graph-- General Fund Revenues 117
Graph -- General Fund Expenditures 118
Seven Year Trend Data:
General Government 119
Public Safety 120
Health and Welfare 121
Narrative Fund Summary 122
Summary of Revenue 124
Summary of Expenditures 126
• Office of the Board 128
County Attorney 130
Public Trustee 132
Clerk to the Board 134
Clerk and Recorder:
Recording/Administration 136
Elections 138
Motor Vehicle 140
Treasurer 142
Assessor 144
County Council 147
District Attorney:
Seven Year Trend Data 148
Budget Unit Summary 150
Juvenile Diversion 153
Victim/Witness Assistance 154
White Collar Crime Task Force 155
Finance and Administration 156
Accounting 158
Purchasing 160
Human Resources 162
Transportation 165
Planning and Zoning 167
Buildings and Grounds 171
Information Services 173
• Geographical Information System 176
Printing and Supplies 178
• PAGE
GENERAL FUND (CONTINUED):
Sheriff's Office:
Seven Year Trend Data 180
Budget Unit Summary-All Departments 181
Sheriff Administration 191
Sheriff Operations 193
Traffic Enforcement 195
Sheriff's Contract Services 197
Sheriff's Office Ordinance Enforcement 199
Regional Forensic Laboratory 201
Victim Advocate Services 203
Multi-Jurisdictional Drug Task Force 205
North Jail Complex 207
Centennial Jail 209
Contract Jail Space 210
Office of Emergency Management 211
Communications- County Wide 213
Communications System Development 216
Criminal Justice Information System 217
Coroner 219
Pre-Trial Services 221
Community Corrections 224
Building Inspection 226
•
Noxious Weeds 230
General Engineering 232
Missile Site Park 234
Parks and Trails 236
Airport 237
Senior Programs 238
Waste Water Management 239
Developmentally Disabled 240
Mental Health 242
Child Advocacy Center 243
Transfers:
Retirement 244
Human Services 245
Health Department 246
Economic Development 247
Building Rents 248
Non-Departmental 250
Retiree Health Insurance 252
Community Agency Grants 253
Extension Service 255
County Fair 257
Veteran's Office 258
Island Grove Building 259
Contingency (Salary) 260
•
iii
• PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 261
Graph-- Public Works Expenditures 262
Graph-- Seven Year Trend Data 263
Narrative Fund Summary 264
Concerning Local Accountability for Money Used for
Highway Purposes 265
Construction Bidding for State-Funded Local Projects 266
Summary of Revenue 267
Summary of Expenditures 268
Summary—All Departments 269
Administration 270
Trucking 272
Motor Grader 274
Bridge Construction 276
Maintenance Support 278
Other Public Works 280
Mining 282
Pavement Management 284
Grants-in-Aid to Cities and Towns 286
Non-Departmental Revenue 287
Contingency (Salary) 288
• SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 289
Graph -- Social Services Expenditures 290
Graph -- Seven Year Trend Data 291
Fund Narrative 292
Cost Containment/Revenue Generation Strategies 294
Estimated Revenue 298
Mandated Programs 299
Summary of Revenue 300
Summary of Expenditures 301
Summary—All Departments 302
County Administration 303
Non Program Revenue 305
Other Programs 306
Child Support Administration 308
Temporary Assistance to Needy Families 310
Aid to Needy Disabled 312
Child Care 313
Old Age Pension 315
Child Welfare and Administration 317
Core Services 319
LEAP Program and Administration 320
General Assistance 321
•
iv
• PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph-- Health Fund Revenues 323
Graph-- Health Fund Expenditures 324
Graph -- Seven Year Trend Data 325
Narrative Fund Summary 326
Summary of Revenue 328
Summary of Expenditures 329
Budget Unit Summary -All Departments 330
Non-Program Revenue 334
Administration 335
Health Communication 337
Community Health Services 339
Environmental Health Services 341
Public Health Preparedness 343
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 345
Narrative Fund Summary 346
Summary of Revenue 347
Summary of Expenditures 348
Summary—All Departments 349
Head Start Program (History only) 350
Migrant Head Start(History only) 351
•
Preschool Fund (History only) 352
Job Service (Wagner/Peyser) 353
Summer Job Hunt 354
Consumer Navigator 355
Employment First 356
WIRED Grant 357
Assistance to Needy Families 358
Workforce Investment Act-Administration 359
Workforce Investment Act-Adult Program 360
Workforce Investment Act-Youth Program 361
Multi-Disciplinary Youth Assessment 362
10% Incentive Grant (CIMS) 363
Workforce Investment Act- Statewide Activities Grant 364
Workforce Investment Act- Dislocated Worker Program 365
Educational Lab 366
AmeriCorps Program 367
Tight Corp Program 368
Pillars of Successful Independence 369
AAA Administration 370
AAA Support Services 371
AAA Congregate Meal 372
AAA Home Delivered Meals 373
AAA Health Services 374
AAA Elder Abuse Grant 375
AAA Special Ombudsman 376
•
AAA Single Entry Point 377
v
• PAGE
HUMAN SERVICES FUND (CONTINUED):
AAA (NMCM) 378
AAA (VALE) 379
AAA (State Funds) 380
Part E Family Caregiver Support 381
Supplemental Foods 382
Community Services Block Grant 383
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 385
Conservation Trust Fund:
Summary of Revenue 386
Summary of Expenditures 387
Budget Unit Summary 388
Contingency Fund:
Summary of Revenue 391
Summary of Expenditures 392
Budget Unit Summary 393
Emergency Reserve Fund:
Summary of Revenue 394
Summary of Expenditures 395
Budget Unit Summary 396
• Solid Waste Fund:
Summary of Revenue 397
Summary of Expenditures 398
Budget Unit Request Summary- Code Enforcement 399
Budget Unit Fund Summary 400
CAPITAL FUNDS:
Graph-- Seven Year Trend 403
Narrative Fund Summary 404
Summary of Revenue 405
Summary of Expenditures 406
Budget Unit Summary 407
Long Range Capital Projects Five-Year Plan 408
PROPRIETARY FUNDS:
Narrative Summary of Funds 449
Paramedic Services Enterprise Fund:
Summary of Revenue 450
Summary of Expenditures 451
Budget Unit Summary 452
•
vi
• PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Motor Pool Fund
Summary of Revenue 455
Summary of Expenditures 456
Budget Unit Summary-Motor Pool Administration 457
Budget Unit Summary-Motor Pool Equipment 459
IGS - Health Insurance Fund:
Summary of Revenue 462
Summary of Expenditures 463
Budget Unit Summary 464
IGS - Insurance Fund:
Summary of Revenue 466
Summary of Expenditures 467
Budget Unit Summary 468
IGS - Phone Services Fund:
Summary of Revenue 470
Summary of Expenditures 471
Budget Unit Summary 472
Weld County Finance Authority:
Budget Unit Summary 474
GLOSSARY 475
• SUPPLEMENTAL DATA:
Operating Indicators by Function/Program 489
Consumer Price Index 490
Upstate Colorado:
Demographic Profile 497
Largest Employers 501
Weld County Map 502
COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR:
Population Distribution 503
Taxable Assessed Value by Type 504
Revenue Sources 505
Primary Sources of Revenue 506
Primary Revenue Sources (Normalized to Population) 507
Parcel Counts 508
Property Tax per Parcel 509
Citizens Served per County Employee 510
Support Functions per 1,000 Employees 511
Finance Support Functions per 1,000 Employees 512
Planning &Zoning/Building Inspection FTE per 10,000 Unincorporated Pop 513
Treasurer FTE per 100,000 Population/100,000 Tax Notices 514
Assessor FTE per 100,000 Population/10,000 Parcels 515
Clerk & Recorder FTE per 100,000 Population 516
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations 517
• District Attorney FTE per 100,000 Population 518
Sheriff Office FTE per 100,000 Population 519
Sheriff Patrol FTE per 100,000 Unincorporated Population 520
vii
•
iervri
• Elk
COLORADO
•
VIII
•
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
• Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2010
O Ae
President Executive Director
•
1
• frAF T• ^
COLORADO
• DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE (303)356-5000, EXT.4218
FAX: (303) 352-0242
915 10TH STREET
a P.O. BOX 758
8 bT� GREELEY, COLORADO 80632
COLORADO
December 15, 2010
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
• Board Members:
The Weld County 2011 Final Budget for operations and capital outlay totals a gross amount of
$172,788,373, with a net of $169,066,045 when interfund transfers are excluded. The Internal
Service Funds total an additional $24,406,223. The budget has been prepared in accordance
with your directives developed during the budget process. The budget is funded with revenue
estimates of $104,401,586, anticipated fund balances of $63,840,000, and the maximum
allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter
of$78,371,679.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
The national and state economies are slowly starting to show improving economic conditions.
Colorado continues to fare better relative to the rest of the country, but is still not without its own
unique challenges. Even though the state is seeing improving conditions in personal income,
employment growth remains weak. The recession was late to hit Colorado and it is yet to be
determined whether the State will lead or lag the national recovery.
The employment situation at both the national and State levels continue to be the largest
economic concern as the nation begins it slow recovery out of the recession. The
unemployment rate in Colorado has averaged 7.9 percent during 2010, which is close to two
percent below the national rate. Slowly improving labor market conditions will keep the
forecasted Colorado unemployment rate above six percent through 2013. Weld County's
• unemployment rate has been running about two percentage points higher than the Colorado
state average, which is closer to the national average.
3
Colorado personal income is forecast to increase by 3.5 percent in 2010. Personal income is
closely linked to employment growth in Colorado. As the employment situation improves and
Colorado begins to experience consistent job growth, personal income should benefit. Colorado
personal income is forecast to grow at the 3.5 percent rate for 2011 and increase to four percent
in 2012.
The effects of the recession have had a negative effect on retail trade in Colorado. In 2009,
there was an 11.5 percent decrease in retail trade activity. Weak labor market conditions,
reduction in personal income, and overall decrease in consumer confidence played a large part
in the precipitous drop. The forecast for 2010 has retail trade recovery at a slow pace of 3.6
percent. The modest increase is in large part due to the slow recovery in employment. The
forecast for 2011 has retail trade increasing five percent in 2011 and seven percent in 2012.
Construction in Colorado, including Weld County, has been hit hard by the recession.
Nonresidential construction has experienced back-to-back contractions of 12.5 percent
and 22.4 percent during 2008 and 2009. Conditions are mixed for Colorado moving forward.
Historically low interest rates bode well for new capital construction, but the difficulty in obtaining
financing will continue to be an overarching constraint in 2011. Residential housing permits in
Colorado ended down 50.5 percent in 2009. There is projected to be slight increases to the
lower 2009 base in 2010 and 2011; however, the permit levels prior to the recession are not
projected to return for three to five years.
• Home prices have declined in Colorado and in Weld County in the last three years. Month-to-
month changes still show declining prices, albeit at a decreasing rate. Many economists fear
that the housing slump is not over and predict a real possibility of some more price decline.
They note that the end of the federal tax credit, weak job growth, tighter credit and millions more
foreclosures ahead will weigh on the home market and housing values.
None of the economic news concerning construction, slump in housing prices, and drop in
commercial property values bode well for Weld County as the county faces a reappraisal year in
2011 that will mostly see assessed values for real property drop, which will adversely impact the
funding of the 2012 budget.
As is the case at the national level, inflation expectations in Colorado are quite moderate in the
near term. 2009 realized an annual deflation rate of 0.7 percent in Colorado. Sluggish
employment growth and weak personal consumption should hold inflation below the historical
average for the remainder of 2010, with a projected 1.5 percent annual inflation rate in
Colorado. Inflation rates of 2.1 percent are projected for 2011 and 2.5 percent thereafter for
2012 and 2013. Since the recession started, population growth dropped to 1.7 percent and is
forecast to remain near 1.7 percent through 2013.
Interest rates affect virtually every component of aggregate demand, which is why interest rates
set by the Federal Reserve are so important to the economy. The forecast from most
economists project the federal funds rate to average 0.2 percent for the remainder of 2010 and
1.6 percent in 2011. Thirty year Treasury constant maturity rates are also expected to increase
as the economy recovers. While it is widely expected that the Federal Reserve will eventually
raise interest rates, the timing of such an action is difficult to determine. Currently, many
economists are predicting a significant upward adjustment beginning in 2012 to 3.6% before the
•
rate stabilizes.
4
• Improvement in the current economic condition is expected to occur gradually as the labor
market recovers and consumer spending continues to improve. However, uncertainty continues
to characterize the national economy, which grapples with exceptional unemployment rates.
Economic indicators consistently present varied indications of where the economy is headed in
2011 and beyond. Changes in central bank policies, the global debt crisis, fiscal policies, and
banking sector difficulties could significantly affect economic forecast expectation either
positively or negatively, which in turn will affect economic expectations for the Colorado
economy and Weld County's local economy. One thing most economists agree upon is that the
recovery from the recent recession is going to be at a much slower rate than historical
recoveries, and the full recovery could take up to five years.
FOR THE FUTURE
The budget has several major purposes. It converts the county's long-range and strategic plans
and policies into services and programs; serves as a vehicle to communicate these plans to the
public; details the costs of county services and programs; and outlines the revenues supporting
the county's services. Once adopted by the Board of Weld County Commissioners, it becomes
a work plan of objectives to be accomplished during the next fiscal year.
In 2009 the Weld County policy makers and managers recognized the next three to four years
were going to take extra efforts on everyone's part to deliver conservative and balanced
budgets. Based upon reasonable projections of future assessed values and demand for
• services, it became essential to develop budgets that tighten county government's belt, focus on
critical services, and reflect the needs of the citizens of Weld County. While continuing to
weather 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 our county is well-positioned for a strong economic rebound when the
downturn becomes an upturn.
As recognized in 2009, the main issues facing Weld County continue to be impacts related to
the drop in housing and commercial property values, and the volatility of the price and
production of oil and gas on Weld County's assessed value. The biggest problem comes in
configuring the 2011 budget, because with the drop in oil and gas prices in 2009, the oil and gas
assessed value will drop back below 2007 levels. The assessed value situation is a
combination of being a structural and cyclical budget problem. Based upon an assessed value
forecast residential property will continue dropping due to the housing market's bubble bursting,
resulting in a projected 10-15 percent drop in average housing prices in Weld County for the
2011 reappraisal year. Then, as the cycle corrects itself, the values should be stable or be
slightly recovered for the future reappraisal years. However, one must be cautioned that
commercial property values most likely will drop as much as 15 percent with the 2011
reappraisal. Hopefully, after 2013 residential and commercial property values and new
construction will return to a more historic stable and predictable level.
•
5
• Even though oil and gas assessed values are down for the 2011 budget, the good news in
looking at future projections of assessed values for Weld County is that they may increase for
the 2012 budget. Oil and gas assessed values for the 2011 budget, due to the drop in
commodity prices in 2009, are down over 40 percent over the prior year. However, oil prices in
2010 are stabilizing at their historical levels of over$70 per barrel, which could result in a 20-30
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.
Although the financial health of Weld County government is currently excellent, it is important to
look to the future issues, possible problems and alternative solutions to these problems.
Besides the traditional role of budgeting to responsibly manage available current year funding,
there must be a continued emphasis of long-term planning, recognition of the cumulative effect
of individual decisions, an awareness of changing realities, flexibility, citizen input in setting
priorities, and a focus of goals and objectives consistent with the core services philosophy and
mission statement.
There are a number of future issues and concerns impacting Weld County's budget in 2011 and
subsequent fiscal years. According to leading economists, the economy is starting to recover
with some signs of steady growth projected for 2010 and 2011. The target economic growth for
both 2011 and 2012 is 3.1 percent, which is a marked improvement from last year's when the
economy was contracting. Most economists in a recent NABE survey expect the recovery to be
led by businesses with an estimated annual corporate earnings growth of 15 percent the next
• two years, which will spur hiring and ultimately bolster household spending. However, the same
economists expect jobs will return slowly.
Although the recession may be technically over there is a concern the recession may cast a
long shadow on job recovery in America. Many economists fear the country may be moving into
an era of high joblessness and underemployment. The unemployment rate is now 9.7 percent
and expected to tick down to 9.6 percent by the end of 2010. There are good reasons to
believe that from 2011-2014 it may decline only a little. Many fear companies are more
interested in growing business through more efficient operations, the use of technology, or
acquisitions, rather than through accelerated hiring. These measures suggest no quick rebound
in the job market locally, statewide, or nationally. The high joblessness will be a two-edged
sword for Weld County's finances. On the positive side it will slow the pressure on labor costs
growing, but will most certainly increase public assistance costs in the form of growing
caseloads and additional welfare benefit costs. Fortunately, the jail inmate population
projections have slowed to a pace that will allow the county to delay construction of the next jail
pod until 2015, or later. This savings, along with the purchase of the Sykes Building in the Weld
Business Park, saves over $6.5 million in future capital costs and will allow for the costs of the
2011-2018 Capital Improvement Plan (CIP)to be reduced by $700,000 annually. The $700,000
in property tax saved from the CIP can be shifted from the Capital Expenditure Fund to the
Social Services Fund to absorb some of the increased welfare costs.
•
6
• New construction of residential and commercial properties is projected to remain weak for the
next 2-3 years, especially residential construction. With one out of seven housing units vacant
in the nation, the primary reason new home sales are so weak is that too many existing homes
are for sale. This bloated existing inventory has driven home prices to a level where it does not
make sense to build new homes in most markets. This national phenomenon exists in the local
Weld County housing market and will most likely translate into a weak housing construction
market for the next few years and slower growth in the county. The slow growth will mean fewer
new demands for services; however, on the other side of the budget equation the assessed
value increases of the last decade that support county services will not occur.
With the national economy, the housing crisis and credit crunch, there are many uncertainties
as we face 2011. Besides the domestic economic issues, the international issues, such as the
Iraqi and Afghan Wars, have impacted the federal budget and the deficit. The federal
government will have to eventually deal with the large deficit spending of the last few years.
One area that will most likely impact Weld County funding is the almost certain reduction in
domestic program spending at the federal level as the deficit is addressed. In addition, the
State of Colorado is projecting that state government will struggle to balance its budget for the
next few years until state sales and income tax revenues recover. Therefore, the solutions to
the state and federal budget problems, as they impact Weld County, will have to be solved
locally.
GENERAL GOVERNMENT FUNCTIONS
• Revenue for general government functions including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds total $182,773,265 in 2011, a decrease of
8.85 percent over 2010, primarily in property taxes. The amount of revenue from various
sources and the changes compared to 2010 are shown in the following tabulation:
2010 2011 Increase
Revenue Sources 2010 Percent 2011 Percent -Decrease
Amount of Total Amount of Total from 2010
Property Taxes $96,940,646 48.4% $78,371,679 42.9% $- 18,568,967
Other Taxes 8,030,000 4.0% 8,016,000 4.4% - 14,000
Licenses and Permits 1,860,400 0.9% 1,850,500 1.0% -9,900
Intergovernmental
Revenues 47,121,030 23.5% 45,638,182 25.0% - 1,482,848
Charges for Services 5,131,355 2.6% 5,836,057 3.2% 704,702
Paramedic Fees 5,791,647 2.9% 5,646,856 3.1% -144,791
Miscellaneous Revenue 6,285,729 3.1% 6,785,768 3.7% 500,039
Fee Accounts 7,412,000 3.7% 7,722,000 4.2% 310,000
Internal Service Charges 21,939,772 10.9% 21906,223 12.5% 966.451
TOTAL $,,Q,q 52,979 100.0% $_10.2.1D.265 100.0% 1:172.3.1114
•
7
• Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $193,472,268 for 2011, which is an increase
of 0.007 percent over 2010. The amounts by function and the increase over 2010 are as
follows:
2010 2011 Increase
2010 Percent 2011 Percent -Decrease
Expenditure Sources Amount of Total Amount of Total from 2010
General Government $ 27,353,420 14.2% $27,377,959 14.1% $ 24,539
Social Services 24,491,500 12.8% 28,564,500 14.8% 4,073,000
Road and Bridge 27,550,340 14.3% 27,110,957 14.0% -439,383
Public Safety 38,414,905 20.0% 39,210,086 20.3% 795,181
Human Services 8,648,349 4.5% 9,372,035 4.8% 723,686
Health 8,622,014 4.5% 8,269,631 4.3% -352,383
Capital 10,000,000 5.2% 6,800,000 3.5% - 3,200,000
Public Works 2,135,967 1.1% 1,891,263 1.0% -244,704
Contingency 13,400,000 7.0% 12,800,000 6.6% -600,000
Miscellaneous 675,958 0.4% 699,591 0.4% 23,633
Culture and Recreation 938,147 0.5% 903,999 0.5% -34,148
Auxiliary 394,926 0.2% 419,168 0.2% 24,242
Paramedic Services 5,791,647 3.0% 5,646,856 2.9% - 144,791
Internal Services 23.689,772 12.3% 24.406,223 12.6% 716.451
TOTAL $_19.2.106.945 100.0% $,93.472,268 100.0% $ 1.365.323
• 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 15,500 calls in 2011 and
generated revenue of$5,646,856.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2011 program is funded at $6,800,000, with
$6,600,000 from property tax, $100,000 from capital expansion fees, and $100,000 from
interest. Anticipated projects include $2,350,000 for the communications system upgrade,
$250,000 for upgrades of Public Works facilities, and $100,000 for special projects. A carry-
over beginning fund balance of $2,000,000 is anticipated, and $6,100,000 ending reserve fund
balance for the future jail expansion is anticipated at the end of 2011.
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 $140 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, one of only a few local
jurisdictions that can make that claim.
•
8
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 Insurance Fund, Capital Expenditure Fund, Health Insurance Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2011 is $2,555,000.
The county's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
insurance or collateralized. All collateral on deposits is held either by the government, its agent
or a financial institution's trust department in the government's name.
Risk Management: During 2011, 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
2011 Budget is $4,663,971,632, which is down $1,100,110,930 or 19.1 percent over last year.
All classes of property increased in assessed value for the year, except vacant land, which is
down $6.9 million, or 6 percent, natural resources, which are down $3.6 million or 22 percent,
• and oil and gas, which is down $1.194 billion or 42%. The major decrease is in oil and gas is
due to price and production being down after a prior year of unprecedented high energy prices.
Residential is up $14.3 million, or one percent; agricultural property is up $251,500, or less than
one percent; industrial is up $56.1 million, or 20 percent; commercial property is up $10.3
million, or 1 percent; and State assessed property is up $54.5 million, or 10 percent. There is
an actual value increase of new construction of $393 million, or 1.91 percent increase in actual
value.
Employee Compensation Pay: For the 2011 budget, no salary increase to Weld County
employees is recommended. This is the second year in a row this has happened, but is justified
based upon the economic conditions, lack of turnover, labor market conditions, and salary
survey data which does not support increases. Employees will get step increases for longevity
and performance. Health insurance rates are anticipated to go up 12 percent for 2011. It is
recommended that the county absorb the full rate increase, so employees do not have a
reduction in net take home pay in 2011.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$63,840,000 to begin 2011. 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 from the high prices in 2008. The ending fund
balances are projected at $53,140,997. 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 2011, 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 2011 budget. All
other fund balance amounts are undesignated. With the above projection, ending fund
•
balances should be $65,940,997.
9
•
MAJOR FACTORS IMPACTING THE 2011 BUDGET
The major factors impacting the 2011 budget continue to be related to the economic slowdown.
Revenues that are sensitive to the economy such as new construction, housing sales, car sales,
and interest rates are all down. On the expense side the economic slowdown is impacting
service demands in Planning and Building Inspection as growth slows. In addition, health and
human services programs are seeing a rise in service demand as more citizens need
assistance to cope with the economic conditions and job losses. 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.
Another major impact is the drop in 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, are down over 40 percent over the prior year. However, oil prices in 2010 are
stabilizing at their historical levels of over $70 per barrel, which could result in a 20-30 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. However, even though oil and gas assessed values are down for the 2011 budget,
• the good news in looking at future projections of assessed values for Weld County is that they
may well increase for the 2012 budget.
The General Fund is funded at the level of $73,499,712, up $777,217. Without including
adjustment for health insurance and salary step increases, the budget for general government
functions is down $640,492. Election costs are down $310,025 since in 2011 there is only a
general election. The District Attorney's budget is down $245,632 due to the elimination of one
Deputy DA and 3.25 FTE in clerical positions as the office moves more towards paperless
filings. The Building and Grounds budget increased by $262,441, because of the additional
maintenance costs of the Community Corrections facility and the new Administration Building.
The Planning Department is down $118,420 with the elimination of a code enforcement position
due to the department's workload being down, and the consolidation of the Director of
Environmental Health and the Planning Director's positions into one. Transportation increased
staffing by one driver due to workload for an added cost of $24,455. General administrative
departments cut combined costs of$214,211 or 2.76 percent.
Public safety functions are down $244,096 in the recommended budget. The Sheriff reduced
costs in the recommended budget by $721,452 or 2.59 percent. In the North Jail budget
significant costs have been deferred by the elimination of six correctional officer positions
($377,266) and reducing total secure jail bed capacity to 630 beds from 683 in 2010. The
inmate work crew program has been eliminated which included a part-time inmate work crew
supervisor position ($37,336). Overtime has been reduced by $36,125. Capital is reduced by
$54,815, because larger items of equipment were replaced in 2009 and 2010. Service and
supply accounts have been reduced by $63,562 due to the lower anticipated inmate population.
Inmate census trends indicate the 630 bed capacity should be adequate in 2011. The
• approximately $1,500,000 in deferred jail cost is not a permanent cost savings as additional
staff and capacity will be needed in the future. The Sheriff's Code Enforcement budget was
reduced by $135,458 with the elimination of two code enforcement officers ($93,516), and a
10
• reduction in the animal sheltering contract ($33,492). In the Final Budget, Sheriff municipal
contract services were increased by $166,214 for the Garden City patrol service contract. The
Community Corrections budget is up $220,014 with all costs being offset with state revenues.
Pest and Weed is down $19,085. Communication net costs are up $333,945 due to the new
funding formula that was developed as part of the new intergovernmental agreement approved
July 7, 2010, with the City of Greeley. The new cost allocation formula better captures the
utilization of dispatch resources by users of the communications system.
Other significant changes include Engineering, which is down $294,966 due to consultant
contracts and engineering costs for projects being lower. The General Fund's subsidy to the
Public Health Department is up $150,167 due to health insurance costs and salary step
increases. An increase of $1,245,140 is included for other General Fund departments' health
insurance costs and salary step increases in 2011. No employee pay increases are funded in
the 2011 budget due to economic conditions and salary survey data shows no justification for
salary adjustment based upon labor market data and lack of inflation.
The budgeted appropriations for Public Works in 2011 total $27,110,957, down $439,383.
Municipal share-back is funded at $1,676,452, up $285,802 due to the drop in oil and gas
assessed values in the unincorporated areas of the county. No salary increases are proposed;
however, $266,920 is budgeted to cover the increase in health insurance costs.
The Other Public Works budget is down $1,429,700 based on the Capital Improvement Plan.
The drop in Strategic Road improvements of$1,356,500 accounts for the majority of the change
• in Other Public Works. Contract Payments decreased $161,700 to $1,560,000 based on the
capital improvement plan. Mining has included the same funding level as 2010 for gravel
purchases. Pavement Management is funded at the current year level, with $3,064,450
included for asphalt purchases. Seasonal staffing is maintained at the current level. Other
operating budgets for road and bridge maintenance are funded at the same level as 2010. With
the lack of any inflationary trends, the current service level should be maintained with the
funding recommended.
The total Social Services Fund budget is $28,564,500. The programs are funded by property
tax of $9,166,333, and state and federal funds of $19,398,167. The Department continues to
pursue innovative programs to avoid, or reduce the duration of, clients' need for services. While
this may, in some cases, drive greater costs in the current year, it is anticipated that these
measures will enable the Department to avoid costs in future years. As consumer costs for fuel,
utilities, and food continue to rise, and as homeowners face mortgage foreclosure situations,
more Weld County citizens are being placed in a position of requiring assistance. Food
Assistance, Medicaid, and LEAP caseloads have experienced significant increases in the past
year. The department anticipates growth in OAP over the next decade due to the number of
citizens that are reaching retirement age. The Department has increased the amount of
resources dedicated to detecting client fraud. The major challenge associated with fraud is the
difficulty of establishing the true household composition.
Quality day care, at an affordable cost, will continue to be a challenge for working families to
obtain. The Department continues to develop methods of providing appropriate reimbursement
to providers, being careful to not monopolize the market. The 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.
11
• The Human Services Fund is funded at $9,164,942 for 2011, which is up $677,604, or
7.98 percent from the previous year, primarily in the area of jobs programs ($475,129)and Area
Agency on Aging programs ($311,280). Community Services Block Grant is down $99,270.
Other programs are stable with little change.
On the revenue side of the budget property taxes are budgeted at $78,371,679, the maximum
amount under the Weld County Home Rule Charter's five percent property tax limitation and
TABOR. Revenue from interest earnings are up $57,000 at $2,450,000 for 2011 due to the
increase in the Contingency Fund's cash balance. Fines are up $54,000 from traffic
enforcement. Planning and Building Inspection fees are down $65,000 due to the slowdown in
development and residential construction. Charges for services are up $574,276. The
Treasurer's fees are anticipated to be down $350,000 due to lower premiums being paid on tax
sale properties. Clerk and Recorder's fees are up $650,000 due to improved motor vehicle
sales and recording fees from mortgage refinancing activities and oil and gas leasing activities.
In addition, the passage of HB10-1007 will increase recording fee revenues by $350,000.
Intergovernmental revenues are up $377,849 due to Community Corrections ($220,014) and
share-back from urban renewal authorities ($299,731). Recovery of indirect costs to grant
programs is up $23,000. Other revenues are stable or only slightly changed.
In the Public Works Fund, specific ownership tax is estimated to be $6,330,000, the same as
2010. 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 $1,490,000 from
the added HUTF revenue resulting from this new legislation. Total HUTF will be $9,530,000,
• the same as the current year. Other revenues include $835,000 from transportation impact
fees. Permit revenues are budgeted at $400,000. Other state and federal revenues are up
$30,000 due to motor vehicle registration fees. Severance tax is budgeted at $1,600,000 for
2011. 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 and
$500,000 from the severance tax fund balance amount will be budgeted in 2011.
During the last two years in the budget process all county programs underwent a detailed
examination by management and Commissioners to better understand the needs and value of
programs and a priority process that identified what the county should be doing. This process
identified programs that needed to be added, eliminated, restructured, or left unchanged.
Together with the review, a re-examination of what Weld County's mission statement should be,
core values, core strategic goals and how each department and office tie their individual goals
into the overall county mission and strategic goals to best serve the citizens of Weld County was
accomplished.
The 2011 Final Budget contains adequate resources to provide a level of service similar to
2010. 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.
•
12
• 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 915 10th Street, Room 317,
Greeley, Colorado. More information can be found on Weld County's website at
www.co.weld.co.us.
Very truly yours,
Donald D. Warden, Director
•
Budget and Management Analysis
•
13
ABOUT WELD COUNTY
Weld County covers an area of 3 ,999 square miles in north central Colorado. It is
bordered on the north by Wyoming and Nebraska and on the south by the Denver
metropolitan area . The third largest county in Colorado, Weld County has an area
greater than that of Rhode Island, Delaware and the District of Columbia combined .
The climate is dry and generally mild with warm summers,
mild winters and a growing season of approximately 138 -
days. The land surface is fairly level in the east, with rolling
prairies and low hills near the western border. Elevations in
the county range from 4,400 to 5 ,000 feet.
The South Platte River and its tributaries, the Cache la +'++s •
Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain ,
and other smaller streams, flow into Weld County from the z;
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 .
14
Weld County's sugar beet industry began with the building of sugar factories in
Greeley and Eaton in 1902 . In 1903 another was built in Windsor, followed in 1920
by one at Fort Lupton and another at Johnstown in 1926 .
LIVEABILITY -
Weld County's liveability is just one of the features that make it a •
great place to live. Abundant Colorado sunshine, low humidity, cool 7 ' v -
summer nights, and mild winters provide a climate where people . � -
thrive .
*if
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 t ars
County where twelve school districts offer educational ""
opportunities which have earned a reputation for quality . _
Greeley is the home of the University of Northern Colorado, a 4- r
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.
15
An abundance of water has been important to not only the agricultural community,
but also to industrial development.
Weld County is the second leading area in Colorado in the production of oil and gas.
The county's many abundant resources provide a sound economic base and a secure
future for the area .
One of Weld County's most valuable resources is its labor force. The people
resources provide a healthy labor climate for any corporation or industry .
OPPORTUNITY
Weld County offers unbounded opportunity for both employers and employees . The
available services, recruitability, location, resources and livability make Weld County
a desirable place in which to work and live.
Weld County has one more important ingredient, a positive attitude toward growth .
We love Colorado and we'd love having you here, too .
INDUSTRY ..
Numerous industrial sites are located throughout Weld County. Fully „' . .•
developed rail and non -rail parks; undeveloped parcels, many zoned C 'l ‘ 7 ' -
and with rail utilities adjacent to the property; a variety of industrial Is
andand commercial sites ; and availability of both new and renovated
prime office space are indicative of this area 's attitude toward 0 ' -
growth . Convenient access to every type of supply artery facilitates
the industrial possibilities in Weld County .
Major employers who already call Weld County " home" include :
BURRIS COMPANY, INC.
CARE STREAM HEALTH CARE
HARSH INTERNATIONAL
HENSEL- PHELPS CONSTRUCTION
JBS SWIFT BEEF COMPANY
KODAK
METAL CONTAINER CORPORATION
NORTHERN COLORADO MEDICAL CENTER
OWENS- ILLINOIS
PLATTE VALLEY STEEL
ROCHE CONSTRUCTORS
RR DONNELLEY NORWEST
STARTEK
STATE FARM INSURANCE
VESTAS WIND SYSTEMS
16
STRATEGIC ,
_ _ _ PLAN V,
_ _
2011 _ 2015
ill I D 0
•
COLORADO
_ -
WELD COVTY
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Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a consensus of
what is needed for the future. As such the strategic plan provides Weld
County policy makers, managers and
employees with a game plan or blueprint that
guides decision making towards our shared
priorities and a rationale for resource
allocation. These plan priorities provide the
measuring stick we need to determine if
Weld County is fulfilling its responsibilities.
Strategic planning also provides for
government accountability and continuous
10 to 4
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(10
OUR PRIORITY STRATEGIC THEMES
These themes guide Weld County towards our
vision o f the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• • Develop and maintain an effective transportation
system
• Continuously improve the performance and
capabilities of Weld County operations by
maximizing technology, fostering innovation , and
increasing access to and information regarding
services
• Promote a healthy economy through business
development and economic diversification
• Promote responsible and comprehensive policy
development through effective planning for land use ,
transportation, and growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all
government services
OUR VISION FOR THE FUTURE
This vision statement
4
reflects our citizens ' expectations .
for Weld County government into �`
4
ik
the future . `
v*, At4
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GOVERNMENT
WORKING FOR YOU!
•
OUR GUIDING PRINCIPLES
These guiding p'intiples are the basic r'crlues of ere'y
level of Weld County government. They guide the way
we make our decisions and carry out our actions every day.
► Ensure long-term fiscal stability for the county
► Customer-focused and customer-driven
► Accountable and responsible to the public
► Provide and develop leadership, cooperation, and
collaboration aimed at improving service
► Focus on viable solutions that improve the quality of life
► Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfill our
vision
•
III 1TRENDS IMPN. CTING WELD COUNT \'
,.:
it We identified the trend and events that may impact our
ability to provide and improve services. Analyzed the 1
4 , strengthens and weaknesses of Weld County government
to meet these challenges. The major trends •54. A A
affecting Weld County are:
• Growth And Its • Demographic
Impact Changes
• Changing Economy
IIII • 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 current economic conditions, Weld
County must position itself to be able to handle the anticipated growth once the economic recovery
• begins.
•
TRENDS IMPACTING WELD COUNTY
Changing Economy
The impacts of the credit crisis, housing bubble, and recession are adversely impacting Weld
County and all other units of government in the U.S. The consensus among most economists is
that the impacts from the credit crisis, housing bubble, and recession will probably take four to five
years at a minimum to stabilize the financial and economic system. This will translate into \Veld
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
111 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.
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0 TRENDS IMPACTING WELD COUNTY
I
Demographic Changes
As growth has occurred the demographics of \Veld County have changed. The Weld County-
' population is much more diversified than it was even a decade ago as in migration has added to the
ethnic diversity with the growing Latino population, and even recently a large community of
Somalia immigrants. Weld County's changing demographics are evident in the shift from a rural
charter to a more and more urbanized population. The age of the population is shifting in Weld
County, as it is nationwide with aging baby boomers. All these demographic changes impact the
kind of services provided, the manner in which they are provided, and the service levels. It will fall
upon Weld County's elected officials and managers to find more creative and innovative solutions to
better use the limited resources of the county to maximize delivery of services to the more diverse
citizenry of Weld County.
County Government Financial Trends
III
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 has 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
Idevelop 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.
41)
S , f
•
TRENDS IMPACTING WELD COUNTY
Transportation
Growth in the county has put an ever increasing demand on county services and the county's
infrastructure. The growth has increased the use of county roads and created congestion on several
county roadways that need to be mitigated. Although the county has made tremendous progress the last
twenty-five years in improving the over all condition of county roads and bridges, the growth is adding a
whole set of new problems. The character of many county roads in the Greeley-Windsor area and
Southwest part of the county have changed from rural roads to urbanized roads due to traffic volume
demanding a higher capacity and level of services. Even though the county has increased funding in this
area and imposed a traffic impact fee in these areas, additional investments will have to be made in the
future to keep the transportation system at an acceptable level.
111
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Weld County's Strengths , Weaknesses ,
Opportunities and Challenges Identi fied
STRENGTHS d
WEAK2VESSES
• 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
4111 ♦ Committed to being a responsive for services
government
• Responsible and accountable to the
citizens
• Quality of life
• Coordinated efforts inside and
outside the county
11
IS
Weld County's Strengths , Weaknesses ,
Opportunities and Challenges Identi fied
S
OPPOR TUNITES 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
II
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area plans, including the
mission statement for each strategic area, the goals and desired outcomes, strategies
to achieve the goals, and performance objective/key performance indicators. The
strategic area are:
*Public Safety
*FIuman Services
*Health Services
+Transportation
*Economic Development
*Land Use and Planning Services
*Enabling Strategies: Financial and Operational Support
1 1
•
STRATEGIC AREA:
• PUBLIC SAFETY
•
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• STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated date entry efforts.
• Mission Statement: Provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Public Safety Bureau)
• o Goal PSPSB 1: Progressive solutions to deter crime and reduce the fear of crime.
o Goal PSPSB2: Strengthen community programs and foster additional community
partnerships.
o Goal PSPSB3: Acquire sufficient personnel and equipment to support the
growing needs of the County.
o Goal PSPSB4: Increase personnel effectiveness and efficiency.
o Goal PSPSB5: Enhance traffic safety.
o Goal PSPSB6: Enhance professionalism and promote department excellence.
o Goal PSPSB7: Reduce the number of work related accidents and injuries.
o Goal PSPSB8: Reduce the risk and mitigate the impact to communities and
citizens due to all hazard incidents.
•
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• • Mission Statement: To provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Offender Supervision Bureau)
o Goal PSOSB 1: To accept and lawfully hold prisoners in a safe, humane, and
wholesome environment that return people to the community better, or no worse,
than they arrive.
o Goal PSOSB2: Maintain a continuum of effective jail alternatives that offer a
range of sentencing and pre-adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center.
o Goal 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 fractions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing,responsible members of our community. (Community Corrections)
o Goal PS-3: Provide safe, constructive and less expensive alternatives to use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
•
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•
STRATEGIC AREA:
• HUMAN SERVICES
•
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• STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations.
o Goal HHS I: To continuously strengthen services and support innovation that
leads to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management
approaches across the Human Services Department.
o Goal HHS3: establish a systematic structure to effectively communicate inside
and outside of the Human Services Department.
o Goal HHS4: To prepare for the future by identifying appropriate actions to
external threats that may impact the Department of Human Services.
• o Goal HHS5: To develop a means to clearly and effectively communicate the
value of Human Service programs to any person inside and outside of the
organization on a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal HHS7: Assist in providing veterans access to eligible state and federal
benefits to meet their needs.
•
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•
STRATEGIC AREA:
• HEALTH SERVICES
•
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• STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the
health and environment of the residents of Weld County. (Department of Public Health
and Environment)
o Goal HS I: 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.
•
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•
STRATEGIC AREA:
• TRANSPORTATION
•
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• STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To provide an efficient rural transit system throughout Weld County
to citizens with public transit needs. (Transit)
o Goal TT1: Maximize the use and efficiency of the existing transit system on a
County-wide basis.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Administration)
o Goal TPW1: Provide effective and efficient administrative and managerial
support and supervision to the Public Works Department.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges,buildings and other facilities for the safe and efficient use by the citizens of Weld
County and others. (Public Works Mining)
• o Goal TPW2: To perform mining, crushing, and screening of aggregate materials
and recycled asphalt.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Bridge)
o Goal TPW3: To repair and replace bridges, construct capital improvement
projects, assist with snow removal on road system and county parking lots, install
and replace culverts and cattle guards and perform tree removaUtrimming in
county right of ways.
• Mission Statement: To designs, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Grader)
o Goal TPW4: To provide for the maintenance of 2,400 miles of gravel roads.
•
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• • Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Trucking)
o Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt)
roads and asphalt road construction and overlay projects. Clear paved roads of
snow and ice.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Weld County Maintenance Support)
o Goal TPW6: Assure safe travel for the general public by maintaining clearly
marked and signed roads and bridges; assist in plowing of snow from county
parking lots and roads; install and maintain snow fence in selected areas of the
county.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
• Weld County and others.
o Goal TPW7: Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb
and gutter, seal coat, aggregate, and other contracted services as assigned.
o Goal TPW8: Provide engineering services including design, development,
inspections, and all phases of highway engineering, bridge engineering and
construction inspection and testing.
o Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious
weed control) on County property and assist land owners with compliance with
the law through public education and assistance.
•
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•
STRATEGIC AREA:
• ECONOMIC
DEVELOPMENT
•
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• STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area
residents. Focus on facilitating and attracting investment, creating new job opportunities,
stimulating income growth and expanding the local community tax base.
o Goal ED 1: Encourage the expansion of existing businesses and the location of
new industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development
efforts that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
• o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest
Weld County.
•
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•
STRATEGIC AREA:
• LAND USE
•
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• STRATEGIC AREA: LAND USE
• Mission Statement: To work with the citizens of the County, the board of County
Commissioners, and the Planning Commission to plan for the future development of
Weld County in a manner that protects and enhances the quality of life for its citizens
o Goal LU I: Increase effectiveness by maintaining regular communication with the
public, outside agencies, County departments, the County Planning Commission,
and the County Commissioners - - providing information about land use issues
and responding to requests for research.
o Goal LU2: Plan for the long-term development of the County to ensure efficiency
of services, to promote economical infrastructure investments, and to promote
positive connections to community among citizens.
o Goal LU3: Develop and maintain fundamental land use tools, for use by the
Planning Services Department, the County at large, and Weld County citizens.
• • Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our
greater community, so that quality of life and property values are maintained for County
residents, businesses and property owners through a coordinated and cooperative
planning process. (Current Planning Development Services)
o Goal LU4: Provide consistent, quality, well planned rural and urban planning and
development, and transportation development services.
• Mission Statement: To ensure Weld County citizens are provided professional, friendly
and quality customer service. To safeguard life, health, property and public welfare by
regulating the construction, use and occupancy of buildings by fairly and uniformly
administering and enforcing the Building Codes as adopted by Weld County. (Building
Inspection)
o Goal LU5: Ensure safe construction throughout unincorporated Weld County.
o Goal LU6: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
• o Goal LU7: Maintain quality, professional and timely site inspections
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•
STRATEGIC AREA:
• ENABLING STRATEGIES
•
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• STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES I: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater
information access and exchange between the County Commissioners and the
citizens of Weld County. (Clerk to the Board)
• 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)
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• o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
o Goal ES l0: 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 ES14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES15: Plan, construct, and maintain well-designed County facilities in time
to meet the needs of Weld County. (Building &Grounds)
• • 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 ES 17: 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)
•
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•
#a:;-•
WIIlC.
COLORADO
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•
2011
BUDGET PLAN
The budget has several major purposes. It converts the county's long-range and strategic plans
and policies into services and programs; serves as a vehicle to communicate these plans to the
public; details the costs of county services and programs; and outlines the revenues supporting
the county's services. Once adopted by the Board of Weld County Commissioners, it becomes
a work plan of objectives to be accomplished during the next fiscal year. As the budget process
begins, each department head and elected official needs to examine his or her department's
operations in relationship to the mission and the strategic goals of Weld County. From this
examination, budgets to support the programs and services to accomplish the objectives to
reach these goals need to be developed. In the 2010 budget process a comprehensive
strategic planning process was conducted and a 2010-2014 Strategic Plan was developed for
Weld County. In the 2011 budget process the second year of the plan must be executed and
incorporated into the 2011 budgets of the departments.
In 2009 the Weld County policy makers and managers recognized the next three to four years
were going to take extra efforts on everyone's part to deliver conservative and balanced
• budgets. Based upon reasonable projections of future assessed values and demand for
services, it became essential to develop budgets that tighten county government's belt, focus on
critical services, and reflect the needs of the citizens of Weld County. While continuing to
weather 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 to position our county for a strong economic rebound when the downturn
becomes an uptum.
As recognized in 2009, the main issues facing Weld County continue to be the impact related to
the drop in housing and commercial property values, and the volatility of the price and
production of oil and gas on Weld County's assessed value. The biggest problem comes in
configuring the 2011 budget, because with the drop in oil and gas prices in 2009, the oil and gas
assessed value will drop back below 2007 levels. The assessed value situation is a
combination of being a structural and cyclical budget problem. Based upon an assessed value
forecast, residential property will continue dropping due to the housing market's bubble bursting
resulting in a projected 10-15 percent drop in average housing prices in Weld County for the
2011 reappraisal year. Then, as the cycle corrects itself, the values should be stable or be
slightly recovered for the future reappraisal years. However, one must be cautioned that
commercial property values most likely will drop as much as 15 percent with the 2011
reappraisal. Hopefully, after 2013 residential and commercial property values and new
construction will return to a more historic stable and predictable level.
Although oil and gas assessed values will be down for the 2011 budget, the good news in
looking at future projections of assessed values for Weld County is that they may well be up for
the 2012 budget. Oil and gas assessed values for the 2011 budget, due to the drop in
• commodity prices in 2009, will be down over 40 percent over the prior year. However, oil prices
in 2010 are stabilizing at their historical levels of over $70 per barrel, which could result in a 20-
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• 30 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.
Based upon reasonable projections of the assessed value over the next two years, it is
expected the assessed value for Weld County for the 2011 budget will drop from $5.768 billion
to $4.664 billion, or over 19 percent. Fortunately, this significant drop was anticipated in
planning the 2010-2014 budgets. Due to placing over $20 million of the 2010 property tax
amount from increased oil and gas assessed values in the Contingency Fund, county program
local net costs were pared down to $74.3 million for the 2010 budget. This means that for the
2011 budget county program local net costs did not need to be adjusted downward significantly
$1 million through revenue increases or expenditure reductions.
Even with the projected drop of 10-15 percent in residential and commercial property in the
2011 reappraisal, the anticipated offsetting increase in assessed value from oil and gas prices in
2010 will allow for the 2012 property tax amount to be up approximately $3.7 million with the
same mill levy of 16.804 mills. This is assuming the price of oil on the average for 2010 remains
above $70 per barrel, which is consistent with energy industry projections. Hopefully, by the
2013 reappraisal the residential and commercial property values begin to stabilize.
Although the financial health of Weld County government is currently excellent, it is important to
look to the future issues, possible problems and alternative solutions to these problems.
Besides the traditional role of budgeting to responsibly manage available current year funding,
• there must be a continued emphasis of long-term planning, recognition of the cumulative effect
of individual decisions, an awareness of changing realities, flexibility, citizen input in setting
priorities, and a focus of goals and objectives consistent with the core services philosophy and
mission statement.
There are a number of future issues and concerns impacting Weld County's budget in 2011 and
subsequent fiscal years. According to leading economists, the economy is starting to recover
with some signs of steady growth projected for 2010 and 2011. The target economic growth for
both 2011 and 2012 is 3.1 percent, which is a marked improvement from last year's when the
economy was contracting. Most economists in a recent NABE survey expect the recovery to be
led by businesses with an estimated annual corporate earnings growth of 15 percent the next
two years, which will spur hiring and ultimately bolster household spending. However, the same
economists expect jobs will return slowly.
Although the recession may be technically over there is a concern the recession may cast a
long shadow on job recovery in America. Many economists fear the country may be moving into
an era of high joblessness and underemployment. The unemployment rate is now 9.7 percent
and expected to tick down to 9.6 percent by the end of 2010. There are good reasons to
believe that from 2011-2014 it may decline only a little. Many fear companies are more
interested in growing business through more efficient operations, the use of technology, or
acquisitions rather than accelerated hiring. These measures suggest no quick rebound in the
job market locally, statewide, or nationally. The high joblessness will be a two-edged sword for
Weld County's finances. On the positive side it will slow the pressure on labor costs growing,
but will most certainly increase public assistance costs in the form of growing caseloads and
additional welfare benefit costs. Already for 2011 the county is committed to additional Social
• Services staffing that will add close to $200,000 in local cost to the 2011 budget, and increased
benefit usage requires another $2,800,000 in the 2011 budget. Fortunately, the jail inmate
population projections have slowed to a pace that will allow the county to delay construction of
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• the next jail pod until 2015. This savings, along with the purchase of the Sykes Building in the
Weld Business Park, saves over$6.5 million in future capital costs and will allow for the costs of
the 2011-2018 Capital Improvement Plan (CIP) to be reduced by $700,000 annually. The
$700,000 in property tax saved from the CIP can be shifted from the Capital Expenditure Fund
to the Social Services Fund to absorb some of the increased welfare costs.
New construction of residential and commercial properties is projected to remain weak for the
next 2-3 years, especially residential construction. With one out of seven housing units vacant
in the nation, the primary reason new home sales are so weak is that too many existing homes
are for sale. This bloated existing inventory has driven home prices to a level where it does not
make sense to build new homes in most markets. This national phenomenon exists in the local
Weld County housing market and will most likely translate into a weak housing construction
market for the next few years and slower growth in the county. The slow growth will mean fewer
new demands for services; however, on the other side of the budget equation the assessed
value increases of the last decade that support county services will not be happening.
With the national economy, the housing crisis and credit crunch, there are many uncertainties
as we face 2011. Besides the domestic economic issues, the international issues, such as the
Iraqi and Afghan Wars, have impacted the federal budget and the deficit. The federal
government will have to eventually deal with the large deficit spending of the last few years.
One area that will most likely impact Weld County funding is the almost certain reduction in
domestic program spending at the federal level as the deficit is addressed. In addition, the
State of Colorado is projecting that state government will struggle to balance its budget for the
• next few years until state sales and income tax revenues recover. Therefore, the solutions to
the state and federal budget problems, as they impact Weld County, will have to be solved
locally.
As mentioned above, the economic conditions and unemployment rate are slowing the pressure
on labor costs growing both in the public and private sectors. In addition, in the public sector
the budget crunch being experienced by many state and local governments nationally and in
Colorado has slowed the growth of salary and benefits to many professions unique to
government, such as law enforcement, public health, social workers, planners, and others.
Many public employees have experienced layoffs, furloughs, benefit "give backs", and salary
reductions. Weld County has avoided having to take such measures, but did not give any
salary adjustments in the prior year's budget other than the county absorbing all of the health
insurance rate increases, as it will do again in 2011. The county's financial situation and the
lack of any inflation allowed this to be done without adversely impacting Weld County
employees. In the 2011 budget, it is recommended that no salary increase be granted to the
base pay of employees, but employees will get step increases for longevity and performance.
In summary, the 2011 proposed budget process provides a comprehensive method of
addressing issues faced by the County. Weld County managers must continue to find ways to
reduce costs, increase program productivity, find new revenue sources, and raise revenues
without increasing taxes beyond the TABOR and Home Rule Charter limits. Weld County
government's trend of being more creative and innovative to make better use of resources --
human, financial, and technological -- must continue. It is only through improved practices and
approaches that services are maintained and public confidence in government is enhanced.
•
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2011
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 2011 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 2011
before budget preparations begin.
➢ A target of ten percent off the 2010 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 2010 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 2011 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
➢ There will not be any recommended increases in staff in the recommended
budget to the Board. Increased workload will be absorbed by existing personnel
wherever possible through increased productivity.
➢ Outside agencies will be treated like county departments, since most provide
contractual services.
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• ➢ New or expanded mandates will be absorbed within the 2011 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 2010 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 2011 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 2011 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 2011, while accomplishing a balanced budget. The 2011 budget must be
structured to attempt, within available funds, to ensure that:
➢ Basic services are funded at adequate levels.
➢ Revenue has been estimated at realistic levels.
➢ Reserves that afford protection for the future are funded.
➢ Productivity improvement programs are continued.
➢ Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
➢ TABOR Amendment limits will be adhered to in the budget.
➢ Legislative and regulatory changes are accommodated.
➢ GIS, e-government, web based applications and other technologies are
employed in cost effective manners in the county.
• ➢ Population growth and development is planned for and accommodated.
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➢ New initiatives associated with the human capital management strategies are
accommodated.
➢ Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
➢ The second 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 2011
budgets of the departments.
•
•
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•
2011
BUDGET CALENDAR
March 8 Board reviews the 2011 budget plan.
April 26-30 Director of Budget discusses target budgets and 2011 budget
plan with department heads and elected officials.
June 18 Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
June 18 Elected officials and department heads submit PBX phone
service requests to PBX.
June 18 Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
June 18 Elected officials and department heads submit requests for
information services requests to ACS.
• June 18 Elected officials and department heads submit requests for
vehicles to the Controller.
July 9 Submit budget request to Director of Budget.
July 10 - September 20 Finance office review.
September 21 Early warning budget work session and community agency
requests.
September 21 Budget Message to Board and transmit Proposed Budget to
Commissioners.
November 2 and 4 Budget work session hearings with Commissioners and
elected officials and department heads.
November 12 Publish notice of final budget hearing.
November 4 - December 14 Prepare final budget.
December 15 Public Hearing to adopt mill levy.
December 15 Public Hearing on Final Budget, 9:00 a.m.
•
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• EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers
tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's
budgeting process is to produce a "user friendly" document, designed to enhance policy
makers', managers', and citizens' understanding of major issues, resource choices, and impact
of the total budget. The budget is not only a financial plan, but a policy document, operational
guide, and communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
• As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review, and adoption process, includes a demographics or community profile
section, and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services,
surveys, town meetings, citizen input, and various forms of input from citizen advisory boards.
Based upon the community assessments, policy formulation is done by analyzing community
needs, developing county-wide goals, assessing prior year program performance, reviewing
policy altematives, 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.
•
54
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.
•
•
55
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
• POLICY
FORMULATION
Analyze Community Needs
Develop County-Wide Goals
Community Assess Prior Year's Long Range Planning
Assessment Performance Capital Improvements
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
•
SUPPORT
PROGRAM Accounting System
EVALUATION Fiscal Control PROGRAM
PLANNING
Cost Accounting
Program Analysis By Program
Assess Program Alternatives
Review Program Design Program
Performance Defme Program
Objectives
Performance
Relate to Present
Examine and Evaluate Measurement
Alternatives Systems and Reports Revise as se Operations
as Necessary
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Service Allocate Resources by
Delivery Program Area
Develop Multi-Year
Projections
Schedule Action
•
56
HIERARCHY OF BUDGET INFORMATION
•
STRATEGIC
OBJECTIVES
BOARD OF COUNTY
COMMISSIONERS
/ \
Budget Policies Implementation and
Results of
IIIBudget 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
N /
DEPARTMENT BUDGET UNITS
Il
57
• 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. Initiate a strategic planning process.
•
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• 2011 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 2010's budget presentation.
➢ Salaries should be budgeted at the 2010 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
➢ All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
➢ Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
➢ Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in November. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will
be substantially restricted. Ranking forms will begin at 90% of target. and must be
completed by each department.
•
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• ➢ In reviewing the 2011 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 2011
budget process.
➢ Use the following budget population data for performance measures:
YEAR POPULATION
2009 (Actual) 256,980
2010 (Estimated) 263,429
2011 (Projected) 270,128
• ➢ Interns: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid-year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
•
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• 2011
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2011 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 9, 2010.
2. All departments are requested to submit, on or before June 18, 2010, the following items
that will be part of your 2011 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over$5,000.
B. Any additional position requests or reclassifications, as outlined in
the Budget Manual, to allow Personnel to assess the need.
C. Phone Service Requests for phone changes in 2011. Unplanned
moves will only be done if absorbed in the 2011 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 2010 level. Any anticipated increase
over 2010 level must be absorbed in target amount.
4. For budgetary purposes, please use the 48¢ per mile reimbursement rate in developing
your 2011 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether or not the Board of County
Commissioners will approve your request for equipment purposes, the total amount will
be moved to a Capital Outlay budget unit as has been the practice in past years.
6. Motor Vehicle IGA rates should be ascertained from the Controller for budget purposes.
This is necessary because of the varying rates for unique kinds of vehicles, such as
ambulances, patrol cars, etc. Fuel costs should be budgeted as follows: unleaded
$2.50/gallon, diesel $2.50/gallon, and E85 $2.00/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 2011.
8. Postage costs are anticipated to be 460 in 2011.
•
61
• 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 a 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 2011. See Director of Budget for exact format.
12. Any 2011 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 2011 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards
should be implemented at the point of sale for the specific service being offered. If credit
card services for payment are an option, discuss with the Director of Budget, the manner
in which the credit card service fee can be recovered or absorbed in the fee structure in
• compliance with all legal and credit card service provider requirements.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid-year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
If, in the development of your budget request, you determine that there are unique requirements
or unique situations in your department that affect your budget presentation, please do not
hesitate to contact the Director of Budget at extension 4218 to answer questions, or to get
approval for variation to the normal procedures outlined in the special instructions.
•
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• 2011
PROGRAM ISSUES
♦ Continue Implementation of Human Capital Management Strategy.
♦ Implement second year of the new Strategic Plan approach.
♦ Open a new Administration facility.
♦ 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-govemment strategy.
♦ Operate Weld County Regional Communications Center under new IGA.
• ♦ Upgrade 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.
♦ Continue to develop plans for the County for bioterrorism and emergency preparedness.
♦ Implement the fifth year of the five-year Support Healthy Marriages Grant.
♦ Implement cost containment and revenue strategies to mitigate growing cost of Human
Services programs.
•
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• SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
> Continue Implementation of Human Capital Management Strategy.
> Continue to enhance the public health infrastructure to improve local emergency
preparedness and responsive to bioterrorist events.
> Implement a new criminal justice computer system.
> Open a new Administration facility.
> Implement the second year of new strategic planning process.
> Continue implementation of the Support Healthy Marriages program.
> Upgrade the towers and county-wide communication system.
> Operate the Weld County Regional Communication Center under updated IGA.
• > Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs.
> Operate the new employee health clinic as a means to improve employees' health and
contain health care costs.
•
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•
BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2011 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget
Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance
data for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing
board and public reader:
• • Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments
are consistent with the policies determined and set by the Board
of County Commissioners.
•
65
• 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.
•
66
• 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 $140
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.
OperatinglCapital Expenditure Accountability: A budgetary control system will be
maintained by the Finance Department to ensure accountability and adherence to the budget by
restricting the expenditure of funds above the amount appropriated for the spending agency.
Monthly financial reports will be available on-line through the accounting system for elected
officials and department heads, detailing the progress towards budget compliance. These
reports will, at a minimum, compare the current budget and year-to-year revenues and
• expenditures by department.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
•
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• REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2011
budget.
1. Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
2. Continual search for new sources of revenue shall be made to diversify the
County's financing plan.
3. The County shall seek the establishment of a diversified and stable revenue
system to shelter the County from short run fluctuations in any one revenue
source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
• A. Fee policies applicable to each activity.
B. Related cost of the service provided.
C. The impact of inflation in the provision of services.
D. Equitability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated.
Local funding will be substituted only after a full study by the Board and if the
program has a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose
of providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9. Assume a recovering local economy similar to 2010 with little recovery of
residential development. Assume interest rates averaging 2.25 percent
throughout 2011.
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.
68
• SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation, unless the assessed value is less than 5%.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be flat in
2011 due to lower vehicle sales the last two years.
Building Inspection and Planning Permits: Based upon continuation of 2010 land use and
construction activity level with 2011 rates applied, with little recovery of residential
construction anticipated in 2011.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
• Drunken Driving Fines: Based on $30 per offender at anticipated level of 1,020 with two
percent waiver rate.
Earning on Investments: Calculated on an average earnings rate of 2.25 percent on
estimated average daily balances.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. New lease bonus activity is estimated at $10,000 for
2011.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2009 Indirect Cost Plan approved by
the Department of Health and Human Services that result in federal revenue allowable
from grants.
County Clerk Fees: Calculated on the historical level of activity, and recent legislative
changes.
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.
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• Highway User's Tax: Based on State Department of Highway estimates from gas tax less
three percent reduction that Weld County has historically experienced. With the
passage of SB09-109, revenues increase $1,490,000 starting in 2010.
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, 2010.
Health Fees: Based upon historical patient/client caseload with 2011 rates applied.
Human Resource Grants: Based upon contract funding level as of October 1, 2010.
State Lottery: Funded at the current level, with no anticipated legislative changes.
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 2009 - 2010 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).
•
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MAJOR REVENUE HISTORICAL
•
TRENDS AND ANALYSIS
DESCRIPTION 2007 2008 2009 2010 2011
Property Taxes $70,575,408 $75,033,758 $76,642,132 96,940,646 78,371,679
Other Taxes 6.710.000 7 030.000 7 475.000 8.030.000 8.016 000
Fees 7,330,000 6,902,500 7,425,300 7,412,000 7,722,000
Intergovernmental 50,899,664 56,366,866 57,304,370 47,121,030 45,638,182
Licenses/Permits 3,470,900 2,211,400 1,893,900 1,860,400 1,850,500
Charges for Services 5,169,059 4,606,876 5,153,111 5,131,355 5,836,057
Internal Services 17,416,155 16,788,922 20,507,205 21,939,772 22,906,223
Paramedic Fees 5,228,287 5,444,053 5,692,558 5,791,647 5,646,856
Miscellaneous 5,403,378 6,383,444 8,214,875 6,285,729 6,785,768
TOTAL REVENUES $17.2202.8 $180267117 $190_30$451 $200 512579 Lain=
TREND ANALYSIS
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.
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.
Fees: Fees have been increased and new fees added. New legislation increased 2011 Clerk
and Recorder fees for 2011.
Intergovernmental: State and federal revenues have declined with state deficit cutting state
funded programs. However, in 2010 revenues dropped to 21.6% due to lower human services
funding levels and the relinquishment of Head Start programs.
Licenses/Permits: Permit revenue has been dropping due to slow down in construction
activity.
Charges for Services: Revenue is predictable based on contracts for service and
reimbursable projects.
Internal Services: Predictable revenue based on stable usage.
Paramedic Fees: Fees are down due to volume of calls, and fewer transports due to economy.
Very predictable. No rate increase in 2011.
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
• revenue is found in this category and is up due to increased fund balance. Public Works
contracts are down in 2011. Fines from traffic enforcement are up.
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• 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.
72
• -- Clearly identify all newly mandated program costs for the Board.
Continue the County's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined
that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Equipment Service Manager for consideration in the budget
process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
•
•
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• EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax-supported activities.
General Fund
The General Fund accounts for all financial transactions of the County that are not properly
accounted for in other funds. Ordinary operations of the County such as public safety, County
administration and other activities financed from taxes and general revenues are reflected in this
fund.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances specified activities as required by law or administrative action.
• Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public
welfare programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue
received from the State of Colorado to be used for the acquisition, development and
maintenance of new and existing conservation sites within Weld County. The funds are
derived from the Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Emergency Reserve Fund: This fund was established in accordance with State
Constitution Amendment One (TABOR), passed November 3, 1992. The reserve can
only be used for true emergencies as defined by the amendment. Funding level must be
one percent of fiscal spending in 1993, two percent in 1994, and three percent in 1995
and fiscal years thereafter.
Public Health Fund: The Weld County Public Health Department provides health
• services to County residents. The fund reflects revenue and expenditures for health
care, health education, health monitoring and other related activities.
74
• 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.
•
75
• 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.
•
•
76
• 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 2010, payable in 2011,
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.
•
77
• 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.
•
78
• 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, 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.
79
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.
•
•
80
• INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy. A copy of the detailed investment policy can be obtained by contacting the Weld County
Treasurer at (970) 356-4000, Extension 3260. The following is a brief overview of the
investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount in excess of $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners,
Sections 11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral
is pledged to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
• Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to
the county general fund for the purpose of supplementing the county mill levy thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except
the Pension Trust Fund. Several of the County's funds also hold investments on their own
account. The cash and investments of the Pension Trust Fund are held separately from those
of the other County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is over$110 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies,
and instrumentalities, commercial paper, and repurchase agreements. The Pension
Trust Fund is also authorized to invest in corporate bonds and mortgages.
• Interest revenue is projected on the basis of an average interest rate of 2.25 percent in 2011.
81
• 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 eight to twelve percent of the budgeted expenses of the annual operating and capital
funds in total, excluding internal service funds. The reserve in 2011 will approach twenty
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.
•
82
• 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
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
Personnel Director, Finance and Administration
Computer Services Director, Budget
Geographical Information System Director, Budget
Capital Outlay Director, Budget
Sheriff Sheriff
Crime Control and Investigation Sheriff
• Regional Forensic Lab Sheriff
83
• BUDGET UNIT RESPONSIBLE OFFICIAL
Drug Task Force Sheriff
Traffic Enforcement Sheriff
Communications-County-wide Director, Budget
E-911 Administration Director, Budget
Criminal Justice Information System Director, Budget
Communications System Development Director, Budget
Coroner Coroner
Centennial Jail Sheriff
North Jail Sheriff
Community Corrections Director, Justice Services
Building Inspection Director, Planning Services
Office of Emergency Management Sheriff
County-wide Animal Control Sheriff
• Pest and Weed Control Director, Public Works
Pretrial 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
• Building Rents Director, Budget
84
• BUDGET UNIT RESPONSIBLE OFFICIAL
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
•
85
• POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING INCLUDED EXCLUDED
District Attorney:
Chief Deputy DA for Gang Prosecutions (No Grant) $ 100,590
Transportation:
Three part-time drivers to full-time drivers $ 32,645
Sheriff Administration:
Three Process Servers transferred from Operations 164,565
Sheriff, Operations:
Process Servers transferred to Administration 164,565
Sheriff Ordinance Enforcement:
Eliminate two Code Enforcement Officers 93,516
North Jail:
Eliminate six Correction Officers 531,768
(Jail bed capacity reduced from 683 to 630)
• Eliminate 0.8 FTE Inmate Work Crew Supervisor 37,336
Justice Services:
Office Tech III 36,682
Pretrial Service Fee ($20) - 10,000
Building Inspection:
Reclassification of three Building Inspectors 7,000
Senior Programs:
Reduction of 10% versus 2.5% 1,063
Developmentally Disabled:
Envision 35,285 160,703
Mental Health:
North Front Range Behavioral Health 99,900 11,100
Drug Court 60,000
Economic Development:
Upstate Colorado Economic Development 73,575 2,925
SBDC 6,750 750
•
86
• POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING INCLUDED EXCLUDED
Non-Departmental:
County picnic allowance $ 18,105
Property Tax incentives 0
Community Agencies:
Juvenile Assessment Center 27,594 $ 3,066
TOTAL GENERAL FUND $ 515,419 $1,144,064
Social Services Fund:
Cost Containment/Revenue General Strategies n/a n/a
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.
S
87
• iAtcri
IIMC.
• COLORADO
•
88
• 2011 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.
Anyone who regularly reads a newspaper or listens to the news knows that the economy is still
stumbling, unemployment is still rising and public services, from school programs to public
safety to road repairs, have taken a hit. Practically every industry has been affected by some
kind of cutback. It is estimated more than a third of Americans have had their hours or pay cut
or know someone who has. Other than health care, many goods and services are in a
deflationary trend as labor costs are down and demand is slow.
Against this backdrop, government officials need to steer away from raising taxes or imposing
new ones, especially to pay increased salaries or benefits for government employees. Before
asking residents to dig deeper into their pockets, governments need to look at all costs,
especially the costs of payroll and benefit packages. Particularly in difficult economic times,
governments need to be sensitive to the fact many residents are losing their jobs, taking pay
cuts, or being furloughed.
In light of the economic conditions and Weld County's own financial situation as we look forward
over the next 3-5 years, the following recommendations are being made:
• For the 2011 budget it is recommended not to provide any salary increase to Weld
County employees. This recommendation is justified based upon the economic
conditions, lack of turnover, labor market conditions, and salary survey data which does
not support increases.
•
89
• • Health insurance rates are anticipated to go up 12.0 percent for 2011. It is
recommended that the county absorb the full rate increase, so employees do not have a
reduction in net take home pay in 2011.
• All other benefits are recommended to remain the same for 2011.
• Employees will continue to receive step increases for longevity and performance.
•
•
90
•
OTHER BENEFITS
VISION PROGRAM:
> COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR
BOTH SINGLE AND FAMILY PLANS
• MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR
> NO DEDUCTIBLE
> 50% OF COVERED EXPENSES INCURRED
> EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at$0.165/$1,000/per month
DISABILITY: $.32/$100 compensation
• EMPLOYEE ASSISTANCE PROGRAM: Program offered by Live Well Solutions.
WELLNESS: Wellness program will be enhanced for all County employees with the addition of
a Wellness Coordinator and new wellness resources.
EXECUTIVE PAY PLAN: Elected Officials and Chief Deputies have a direct benefit plan for
health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan - (9.0 percent of gross salary for County and employee
contribution.)
PERA - (13.7 percent of gross salary for County contribution and 8.5 percent of gross
salary for employee contribution.)
•
91
• POSITION AUTHORIZATION CHANGES
DUE TO 2011 BUDGET
FUND AND DEPARTMENT OLD NEW
DEPARTMENT NAME POSITION POSITION
1000-10400 Clerk to the Board 1.0 Office Tech III None
1000-11100 Clerk and Recorder 0.5 Office Tech II None
1000-15100 District Attorney 1.0 Office Tech II None
1000-15100 District Attorney 2.0 Office Tech III None
1000-15100 District Attorney 1.0 Deputy DA III None
1000-15100 District Attorney 0.25 DA Transcriber None
1000-16100 Finance 0.5 Coord. Office Mgr. None
1000-16100 Finance None 1.0 Criminal Justice Plnr
1000-16500 Transportation None 1.0 Bus Driver II
1000-17100 Planning 1.0 Code Enfrcmt Ofcr. None
1000-17200 Building & Grounds None 1.0 Bldg. Maint. Wkr. II
• 1000-21210 Sheriff Admin None 3.0 Process Servers
1000-21200 Sheriff Operations 3.0 Process Servers None
1000-21220 Contract Services None 2.0 Deputy Sheriff II
1000-21230 Ord Enforcement 2.0 Code Enfrcmt Ofcr. None
1000-24100 Justice Services None 1.0 Office Tech II
1000-24100 Justice Services 1.0 Criminal Justice Plnr. None
1000-24410 North Jail 0.8 Work Crew Spvsr. None
1000-24410 North Jail 3.0 Correction Ofcr III None
1000-24410 North Jail 3.0 Correction Ofcr II None
2100-42110 SS Administration 124 FTE 143 FTE
2100-42410 Child Welfare 108 FTE 106 FTE
2520-41210 PH Communication 11.75 FTE 10.00 FTE
2530-41300 Community Health 43.41 FTE 42.68 FTE
2560-41400 Environmental Health 24.25 FTE 23.25 FTE
2580-41500 PH Preparedness 3.0 FTE 2.5 FTE
• 2360-41400 Environmental Health 1.0 EH Specialist III 1.0 EH Waste Prog.
(Grade 37) Coord. (Grade 39)
92
•
0Ofri;
• 111k
COLORADO
•
93
ALL FUNDS REVENUE
$ 120 ,000 , 000 -
$ 100 ,000 , 000 • -
$80 , 000 , 000 O2010
$60 , 000 , 000 • ■ 2011
$40 , 000 , 000
$20 , 000 , 000 -
x cn cn ai (0 Q) (/) (1) cn
H X N E E U 0 C U C)
123. LL N 45 /C) CT, a O
^O L coLU U)
c
• 2011 Revenue
Total $246, 613,265 (2010 $242, 528 , 506)
Internal Services, Paramedic Fees,
$22,906,223, 9% $5,646,856, 2% Property Tax,
— $78,371 ,679, 32%
Fund Balance,
$63,840,000. 26%
Other Taxes,
Miscellaneous,
$8,016,000, 3%
$6,785,768, 3% Fees, $7,722,000,
Licenses/Permits, 3%
Chg for Service, $1 ,850.500, 1 % Intergovernmental
$5,836,057, 2% $45,638,182
19%
94
ALL FUNDS EXPENDITURES
•
$45,000,000
$40,000,000
$35,000,000
02011 ®2010.
$30,000,000
$25,000,000 —
r
el
$20,000,000
I fil im
$15,000,000 -
$10,000,000 -
$5,000,000 -
$0 IIICS 1 I =MOIL..
\°ee s ec% \`a6 Q�e\ a�e�\ ��\°� °�� c\��e \Gem °°J5 \G°5 �\G°
Co\ � \�1 `\�� PJ+ G� ,�. ` g e°ce ,ecc �� C e\\ate \�e� \5e
\a S °cs Joy �Q- Go as a(N o a a°
°° Q G Q \`Jce cal es) J� e �i cgle
Ill c GJ �e �` Qe
Cie
2011 EXPENDITURES
Total $ 193 ,472 , 268 (2010 $ 192 , 106 , 945)
Contingency
$12,800,000 7% Auxiliary $419,168 0%
Public Works Capital $6,800,000 4%
Social Services $1,891 ,2631%
Health $8,269,631 4%
$28,564,500 15%
Paramedic Service Public Safety $39,210,086
20 /0
$5,646,856 3%
Internal Services
$24,406,223 13% Culture/Recreation
$903,999 0%
Miscellaneous
$699,591 0% - - General Government
$27,377,959 14%
Human Services
$9,372,035 5%
Road & Bridge
$27,110,957 14%
0
95
2011 BUDGET
• SUMMARY OF FUND BALANCES
2010 2010 2011 2011 2011
BEGINNING MILL BEGINNING MILL PROPERTY
FUND BALANCE LEVY BALANCE LEVY TAXES
1000 General Fund $ 7,032,513 9.353 $ 3,000,000 11.389 $ 53,118,155
SPECIAL REVENUE FUNDS:
2000 Public Works 15,718,459 1.273 15,500,000 1.498 6,987,191
2100 Social Services 1,115,897 1.067 1,100,000 1.965 9,166,333
2200 Conservation Trust 258,765 0.000 250,000 0.000 0
2300 Contingent 6,449,006 3.588 26,800,000 0.215 1,000,000
2400 Emergency Reserve 6,000,000 0.000 6,000,000 0.000 0
2500 Health Department 1,435,258 0.000 1,400,000 0.000 0
2600 Human Services 1,202,722 0.000 1,200,000 0.000 0
2700 Solid Waste 148,503 0.000 150,000 0.000 0
• CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 1,617,052 1.263 II 2,000,000 1.415 6,600,000
ENTERPRISE FUNDS:
5000 Paramedic Services 0 0.000 0 0.000 0
GROSS TOTALS $40,978,175 16.544 $ 57,400,000 16.482 $ 76,871,679
INTERFUND TRANSFER 0 0.000 0 0.000 0
NET TOTALS $40,978,175 16.544 $ 57,400,000 16.482 $ 76,871,679
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 1,254,525 0.000 1,200,000 0.000 0
6200 Health Insurance 3,447,074 0.000 3,500,000 0.000 0
6300 Insurance 879,753 0.260 880,000 0.322 1,500,000
6400 Phone Services 897,946 0.000 860,000 0.000 0
6500 Weld Finance Corp 0 0.000 0 0.000 0
NET TOTALS- I S FUNDS $ 6,479,298 0.260 $ 6,440,000 0.322 $ 1,500,000
GROSS TOTALS -ALL FUNDS $ 47,457,473 16.804 $ 63,840,000 16.804 $ 78,371,679
•
96
ASSESSED VALUATION: $ 4,663,971,632
• 2011 2011 2011 2011 2011 TOTAL 2011
INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING
REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE
$ 3,725,640 $ 18,455,680 $ 0 $ 78,299,475 $ 73,499,712 $ 4,799,763
10,260,000 9,165,000 0 41,912,191 27,110,957 14,801,234
19,398,167 0 0 29,664,500 28,564,500 1,100,000
410,000 5,000 0 665,000 415,000 250,000
0 0 0 27,800,000 6,800,000 21,000,000
0 0 0 6,000,000 6,000,000 0
3,231,884 1,159,545 3,709,977 9,501,406 8,101,406 1,400,000
8,612,491 540,100 12,351 10,364,942 9,164,942 1,200,000
0 685,000 0 835,000 685,000 150,000
0 200,000 0 8,800,000 6,800,000 2,000,000
•
0 5,646,856 0 5,646,856 5,646,856 0
$ 45,638,182 $ 35,857,181 $ 3,722,328 $ 219,489,370 $ 172,788,373 $ 46,700,997
0 0 - 3,722,328 - 3,722,328 - 3,722,328 0
$ 45,638,182 $ 35,857,181 $ 0 $215,767,042 $ 169,066,045 $ 46,700,997
0 7,769,505 0 8,969,505 7,769,505 1,200,000
0 13,344,968 0 16,844,968 13,344,968 3,500,000
0 350,000 0 2,730,000 1,850,000 880,000
0 1,441,750 0 2,301,750 1,441,750 860,000
0 0 0 0 0 0
$ 0 $ 22,906,223 $ 0 $ 30,846,223 $ 24,406,223 $ 6,440,000
$ 45,638,182 $ 58,763,404 $ 0 $246,613,265 $ 193,472,268 $ 53,140,997
•
97
2011 BUDGET
• 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 $ 3,000,000 $ 53,118,155 $ 3,725,640 $ 18,455,680 $ 0
SPECIAL REVENUE FUNDS:
2000 Public Works 15,500,000 6,987,191 10,260,000 9,165,000 0
2100 Social Services 1,100,000 9,166,333 19,398,167 0 0
2200 Conservation Trust 250,000 0 410,000 5,000 0
2300 Contingent 26,800,000 1,000,000 0 0 0
2400 Emergency Reserve 6,000,000 0 0 0 0
2500 Health Department 1,400,000 0 3,231,884 1,159,545 3,709,977
2600 Human Services 1,200,000 0 8,612,491 540,100 12,351
• 2700 Solid Waste 150,000 0 0 685,000 0
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 2,000,000 6,600,000 0 200,000 0
ENTERPRISE FUNDS:
5000 Paramedic Services 0 0 0 5,646,856 0
GROSS TOTALS $ 57,400,000 $ 76,871,679 $ 45,638,182 $ 35,857,181 $ 3,722,328
INTERFUND TRANSFER 0 0 0 0 -3,722,328
NET TOTALS $ 57,400,000 $ 76,871,679 $ 45,638,182 $ 35,857,181 $ 0
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 1,200,000 0 0 7,769,505 0
6200 Health Insurance 3,500,000 0 0 13,344,968 0
6300 Insurance 880,000 1,500,000 0 350,000 0
6400 Phone Services 860,000 0 0 1,441,750 0
6500 Weld Finance Corp 0 0 0 0 0
NET TOTALS- I S FUNDS $ 6,440,000 $ 1,500,000 $ 0 $ 22,906,223 $ 0
• GROSS TOTALS-ALL FUNDS $ 63,840,000 $ 78,371,679 $ 45,638,182 $ 58,763,404 $ 0
98
•
2011 2011 2011 2011 2011 TOTAL 2011
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 78,299,475 $ 46,765,854 $ 26,676,862 $ 56,996 $ 73,499,712 $ 4,799,763
41,912,191 9,665,804 17,445,153 0 27,110,957 14,801,234
29,664,500 18,001,000 10,493,500 70,000 28,564,500 1,100,000
665,000 0 415,000 0 415,000 250,000
27,800,000 0 6,800,000 0 6,800,000 21,000,000
6,000,000 0 6,000,000 0 6,000,000 0
9,501,406 5,962,848 2,138,558 0 8,101,406 1,400,000
10,364,942 4,569,710 4,595,232 0 9,164,942 1,200,000
• 835,000 0 685,000 0 685,000 150,000
8,800,000 0 0 6,800,000 6,800,000 2,000,000
5,646,856 4,276,712 1,350,144 20,000 5,646,856 0
$219,489,370 $ 89,241,928 $ 76,599,449 $ 6,946,996 $ 172,788,373 $ 46,700,997
-3,722,328 0 -3,722,328 0 -3,722,328 0
$ 215,767,042 $ 89,241,928 $ 72,877,121 $ 6,946,996 $ 169,066,045 $ 46,700,997
8,969,505 0 7,759,505 10,000 7,769,505 1,200,000
16,844,968 0 13,344,968 0 13,344,968 3,500,000
2,730,000 0 1,859,000 0 1,850,000 880,000
2,301,750 156,913 1,034,837 250,000 1,441,750 860,000
0 0 0 0 0 0
$ 30,846,223 $ 156,913 $ 23,989,310 $ 260,000 $ 24,406,223 $ 6,440,000
• $ 246,613,265 $ 89,398,841 $ 96,866,431 $ 7,206,996 $ 193,472,268 $ 53,140,997
99
2010 ESTIMATED
• 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 $ 7,032,513 $ 54,052,194 $ 3,347,791 $ 17,306,365 $ 0
SPECIAL REVENUE FUNDS:
2000 Public Works 15,718,459 7,354,938 10,765,000 8,935,000 0
2100 Social Services 1,115,897 6,166,333 18,325,167 0 0
2200 Conservation Trust 258,765 0 430,000 5,000 0
2300 Contingent 6,449,006 20,567,181 0 0 0
2400 Emergency Reserve 6,000,000 0 0 0 0
2500 Health Department 1,435,258 0 3,733,185 1,158,019 3,559,810
• 2600 Human Services 1,202,722 0 8,019,887 455,100 12,351
2700 Solid Waste 148,503 0 0 660,000 0
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 1,617,052 7,300,000 2,500,000 200,000 0
ENTERPRISE FUNDS:
5000 Paramedic Services 0 0 0 5,791,647 0
GROSS TOTALS $ 40,978,175 $ 95,440,646 $ 47,121,030 $ 34,511,131 $ 3,572,161
INTERFUND TRANSFER 0 0 0 0 -3,572,161
NET TOTALS $ 40,978,175 $ 95,440,646 $ 47,121,030 $ 34,511,131 $ 0
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 1,254,525 0 0 8,204,100 0
6200 Health Insurance 3,447,074 0 0 12,148,672 0
6300 Insurance 879,753 1,500,000 0 330,000 0
6400 Phone Services 897,946 0 0 1,257,000 0
6500 Weld Finance Corp 0 0 0 0 0
• NET TOTALS- I S FUNDS $ 6,479,298 $ 1,500,000 $ 0 $ 21,939,772 $ 0
GROSS TOTALS-ALL FUNDS $ 47,457,473 $ 96,940,646 $ 47,121,030 $ 56,450,903 $ 0
100
2010 2010 2010 2010 2010 TOTAL 2010
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 81,738,863 $ 48,429,731 $ 30,197,321 $ 111,811 $ 78,738,863 $ 3,000,000
42,773,397 9,336,413 17,936,984 0 27,273,397 15,500,000
25,607,397 15,618,500 8,633,897 255,000 24,507,397 1,100,000
693,765 0 443,765 0 443,765 250,000
27,016,187 0 216,187 0 216,187 26,800,000
6,000,000 0 0 0 0 6,000,000
9,886,272 5,931,209 2,555,063 0 8,486,272 1,400,000
9,690,060 4,238,185 4,251,875 0 8,490,060 1,200,000
• 808,503 0 658,503 0 658,503 150,000
11,617,052 0 0 9,617,052 9,617,052 2,000,000
5,791,647 4,393,072 1,388,575 10,000 5,791,647 0
$ 221,623,143 $ 87,947,110 $ 66,282,170 $ 9,993,863 $ 164,223,143 $ 57,400,000
-3,572,161 0 -3,572,161 0 -3,572,161 0
$ 218,050,982 $ 87,947,110 $ 62,710,009 $ 9,993,863 $ 160,650,982 $ 57,400,000
9,458,625 0 8,243,625 15,000 8,258,625 1,200,000
15,595,746 0 12,095,746 0 12,095,746 3,500,000
2,709,753 0 1,829,753 0 1,829,753 880,000
2,154,946 158,837 1,071,568 64,541 1,294,946 860,000
0 0 0 0 0 0
$ 29,919,070 $ 158,837 $ 23,240,692 $ 79,541 $ 23,479,070 $ 6,440,000
• $ 247,970,052 $ 88,105,947 $ 85,950,701 $ 10,073,404 $ 184,130,052 $ 63,840,000
101
2009 ACTUAL
• SUMMARY OF MAJOR REVENUES AND EXPENDITURES
2009 2009 2009 2009 2009
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
FUND BALANCE TAXES REVENUE REVENUE TRANSFER
1000 General Fund $ 8,032,028 $ 53,809,204 $ 5,370,262 $ 18,667,198 $ 85,000
SPECIAL REVENUE FUNDS:
2000 Public Works 10,800,366 7,329,357 13,904,941 10,861,387 0
2100 Social Services 1,070,421 5,752,614 22,609,456 0 2,260,810
2200 Conservation Trust 239,991 0 408,648 6,241 0
2300 Contingent 7,450,927 0 0 0 0
2400 Emergency Reserve 5,000,000 0 0 1,000,000 0
5000 Health Department 786,179 0 3,460,168 1,650,009 3,725,471
2600 Human Services 969,756 0 13,816,434 1,056,768 12,351
• 2700 Solid Waste 228,694 0 0 686,042 0
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 1,052,462 7,970,051 1,530,173 226,098 500,000
ENTERPRISE FUNDS:
5000 Paramedic Services 356,646 0 84,750 7,475,012 1,385,000
GROSS TOTALS $ 35,987,470 $ 74,861,226 $ 61,184,832 $ 41,628,755 $ 7,968,632
INTERFUND TRANSFER 0 0 0 0 -7,968,632
NET TOTALS $ 35,987,470 $ 74,861,226 $ 61,184,832 $ 41,628,755 $ 0
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 782,949 0 500,000 7,719,762 0
6200 Health Insurance 3,602,862 0 0 11,056,492 0
6300 Insurance 267,416 1,493,930 0 1,280,370 0
6400 Phone Services 913,924 0 0 1,170,612 0
6500 Weld Finance Corp 0 0 0 0 0
• NET TOTALS- I S FUNDS $ 5,567,151 $ 1,493,930 $ 500,000 $ 21,227,236 $ 0
GROSS TOTALS-ALL FUNDS $ 41,554,621 $ 76,355,156 $ 61,684,832 $ 62,855,991 $ 0
102
2009 2009 2009 2009 2009 TOTAL 2009
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 85,963,692 $ 44,429,407 $ 33,361,973 $ 1,139,799 $ 78,931,179 $ 7,032,513
42,896,051 8,604,690 18,572,902 0 27,177,592 15,718,459
31,693,301 15,180,500 15,141,904 255,000 30,577,404 1,115,897
654,880 0 396,115 0 396,115 258,765
7,450,927 0 1,001,921 0 1,001,921 6,449,006
6,000,000 0 0 0 0 6,000,000
9,621,827 6,060,614 2,125,955 0 8,186,569 1,435,258
15,855,309 7,460,236 7,192,351 0 14,652,587 1,202,722
• 914,736 0 766,233 0 766,233 148,503
11,278,784 0 0 9,661,732 9,661,732 1,617,052
9,301,408 4,310,174 4,805,798 185,436 9,301,408 0
$ 221,630,915 $ 86,045,621 $ 83,365,152 $ 11,241,967 $ 180,652,740 $ 40,978,175
-7,968,632 0 -7,968,632 0 -7,968,632 0
$ 213,662,283 $ 86,045,621 $ 75,396,520 $ 11,241,967 $ 172,684,108 $ 40,978,175
9,002,711 0 7,748,186 0 7,748,186 1,254,525
14,659,354 0 11,212,280 0 11,212,280 3,447,074
3,041,716 0 2,161,963 0 2,161,963 879,753
2,084,536 158,837 803,505 224,248 1,186,590 897,946
0 0 0 0 0 0
$ 28,788,317 $ 158,837 $ 21,925,934 $ 224,248 $ 22,309,019 $ 6,479,298
• $ 242,450,600 $ 86,204,458 $ 97,322,454 $ 11,466,215 $ 194,993,127 $ 47,457,473
103
GOVERNMENTAL FUNDS
•
2009 -2011
Summary of Estimated Financial Sources and Uses
ACTUAL PROJECTED BUDGET
REVENUES 2009 2010 2011
Taxes $ 84,642,477 $103,470,646 $ 84,887,679
Licenses and permits 1,467,282 1,860,400 1,850,500
Intergovernmental 61,100,082 47,121,030 45,638,182
Miscellaneous 7,456,319 6,285,729 6,785,768
Fees 7,546,475 7,412,000 7,722,000
Charges for Services 8.939,683 5,131,355 5,836,057
Total Estimated Financial Sources $171,152,318 $171,281,160 $152,720,186
EXPENDITURES
Current:
General govemment $ 28,311,209 $ 27,353,420 $ 27,377,959
Public safety 38,668,759 38,414,905 39,210,086
Public works 29,595,637 29,686,307 29,002,220
Public health and welfare 39,287,986 38,747,323 36,834,131
Human Services 14,622,541 8,648,349 9,372,035
• Culture and Recreation 1,014,422 938,147 903,999
Miscellaneous 4,393,106 1,070,884 1,118,759
Capital outlay 9,911,307 10,000,000 6,800,000
Contingency/ Reserves 0 0 12,800,000
Total Use of Resources $165,804,967 $154,859,335 $163,419,189
Net Increase (Decrease) in
Fund Balance 5,347,351 16,421,825 - 10,699,003
Fund Balance at Beginning of Year 35,630,824 40,978,175 57,400,000
Fund Balance at End of Year-without
Unspent Contingencies/ Reserves 40,978,175 57,400,000 46,700,997
Contingencies/ Reserves
Appropriated 0 0 12,800.000
but Unspent
Fund Balance at End of Year -with
Contingencies/ Reserves $ 40,978,175 $ 57,400,000 $ 5;3,590.997
•
104
PROPRIETARY FUNDS
•
2009 -2011
Summary of Estimated Financial Sources and Uses
ACTUAL PROJECTED BUDGET
REVENUES 2009 2010 2011
Taxes $ 1,493,930 $ 1,500,000 $ 1,500,000
Intergovernmental 584,750 0 0
Fees 7,475,012 5,791,647 5,646,856
Transfers 1,385,000 0 0
Charges for Services 21.227.236 21,939,772 22,906,223
Total Estimated Financial Sources $ 32,165,928 $ 29.231.419 $ 30,053.079
EXPENDITURES
Paramedic Services $ 9,301,408 $ 5,791,647 $ 5,646,856
Motor Pool 7,748,186 8,258,625 7,769,505
Health Insurance 11,212,280 12,095,746 13,344,968
Insurance 2,161,963 1,829,753 1,850,000
Phone Services 1,186,590 1,294,946 1,441,750
Weld Finance Corp 0 0 0
Total Use of Resources $ 31,610,427 $ 29,270,717 $ 30.053.079
• Net Increase (Decrease) in
Fund Balance 555,501 - 39,298 0
Fund Balance at Beginning of Year 5,923,797 6,479,298 6,440,000
Fund Balance at End of Year-without
Unspent Contingencies/ Reserves 6,479,298 6,440,000 6,440,000
Contingencies/ Reserves Appropriated
but not Spent 0 0 0
Fund Balance at End of Year-with
Contingencies/ Reserves 16.479.298 $ _64,49420 $_6-441101)
0
105
Weld County, Colorado
IIITotal Taxable Property
Class 2009 Final Assd Value 2010 Final Assd Value Change $ Change
Vacant $ 114,462,060 $ 107,499,350 $ (6,962,710) -6%
Residential $ 1 , 147,417,980 $ 1 , 161 ,670,030 $ 14,252,050 1 %
Commercial $ 703,405,460 $ 713,727,230 $ 10,321 ,770 1 %
Industrial $ 281 ,991 ,090 $ 338,066,670 $ 56,075,580 20%
Agricultural $ 100,747,790 $ 100,999,290 $ 251 ,500 0%
Natural Rsc $ 15,959,790 $ 12,388,270 $ (3,571 ,520) -22%
Oil & Gas $ 2,868,304,890 $ 1 ,673,838, 130 $ (1 , 194,466,760) -42%
State Assd $ 538,504,800 $ 593,020,000 $ 54,515,200 10%
Total Value: $ 5,770,793,860 $ 4,701 ,208,970 $ (1 ,069,584,890) -18.5%
Less TIF Value $ (6,711 ,298) $ (37,237,338)
Net Total: $ 5, 764,082,562 $ 4,663,971,632 $ (1, 100, 110,930) -19.1 %
Class 2009 2010 Final Assd Val Change $ Change
Total Real $ 4,904,316,570 $ 3,799, 102,630 $ (1 , 105,213,940) -23%
Total Personal $ 866,477,290 $ 902. 106,340 $ 35,629,050 4%
0
Percent of Value 2009 2010 Change
Real 85% 81 % -4%
Personal 15% 19% 4%
Value Changes 2009-2010 Weld Assd Value By Type
2010
3500 - —
i
— 3000 • Total
Personal
2500 PT
R
> 2000
1
1 1500
Q
1000 - Total
Real
500 r a
*�n d.j. n cp,
cp „ft i cps' ts:4 4* cr ct
WOOD •2009
Ill
106
• NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
y1IDATED: CHARTERISTATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $ 737,349 $ 270,415 $ 1,007,764
PUBLIC TRUSTEE 0 2,062 2,062
CLERK&RECORDER (2,085,807) 545,754 (1540,053)
ELECTIONS 1,141,530 80,262 1,221,792
TREASURER (1,451,750) 0 (1,451,750)
ASSESSOR 2,354,576 292,813 2,647,389
COUNTY COUNCIL 46,567 14,039 60,606
DISTRICT ATTORNEY 4,478,134 560,263 5,038,397
SHERIFF 1,281,782 1,747,906 3,029,688
CORONER 648,057 96,797 744,854
CLERK TO THE BOARD 275,321 65,792 341,113
TOTAL $ 7,425,759 $ 3,676,102 $ 11,101,861
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL $ 16,505,125 $ 1,766,480 $ 18,271,605
CENTENNIAL JAIL 1,755,862 486,683 2,242,545
CONTRACT JAIL SPACE 0 0 0
COMMUNITY CORRECTIONS 0 38,456 38,456
SOCIAL SERVICES 9,166,133 899,260 10,065,393
HUMAN RESOURCES 12,351 770,241 782,592
PUBLIC HEALTH 3,202,068 736,102 3,938,170
• TOTAL $ 30,641,539 $ 4,697,221 $ 35,338,760
CRITICAL-NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $ 793,794 $ 363 $ 794,157
CRIME LAB 179,550 63,999 243,549
POLICE SERVICES(LEVEL) 6,779,492 169,708 6,949,200
SHERIFF CONTRACT SERVICES (181,210) 0 (181,210)
COMMUNICATIONS-COUNTY-WIDE 1,718,639 0 1,718,639
COMMUNICATION SYSTEM DEVEL 0 0 0
OFFICE EMERGENCY SERVICES 106,737 39,547 146,284
DRUG TASK FORCE 171,422 4,234 175,656
TRAFFIC ENFORCEMENT 644,275 26,000 670,275
TOTAL $ 10,212,699 $ 303,852 $ 10,516,551
•
107
• NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
TRANSPORTATION $266,002 $ 144,460 $ 410,462
PLANNING&ZONING/BLDG INSP 1,179,661 437,412 1,617,073
ANIMAL CONTROUCODE ENFORCEMENT 233,414 10,832 244,246
NOXIOUS WEEDS 492,994 31,802 524,598
EXTENSION SERVICE 342,144 208,148 550,292
VETERAN'S OFFICE 66,729 3,820 70,549
AIRPORT 7,895 12,916 20,811
MENTAL HEALTH 168,225 0 168,225
MISSILE SITE PARK 70,179 7,067 77,246
COUNTY FAIR 58,945 2,866 61,811
DEVELOPMENTALLY DISABLED 38,225 0 38,225
SENIOR COORDINATORS 10,360 0 10,360
VICTIM ASSISTANCE 325,280 31,766 357,046
JUVENILE DIVERSION 21,195 12,906 34,101
VICTIM ADVOCATES 66,929 0 66,929
WASTE WATER MANAGEMENT 10,000 12,546 22,546
ECONOMIC DEVELOPMENT 87,000 0 87,000
A KID'S PLACE 6,780 0 6,780
GEOGRAPHICAL INFORMATION SYSTEM 101,081 22,382 123,463
COMMUNITY AGENCY GRANTS 64,728 0 64,728
PARKS AND TRAILS 29,000 0 29,000
ISLAND GROVE BUILDING 78,975 0 78,975
PRE-TRIAL SERVICES 443,412 0 443,412
• RETIRMENT TRANSFER 0 0 0
TOTAL $4,169,153 $ 938,720 $ 5,107,873
GENERAL ASSISTANCE: $ - $ - $ -
PUBLIC WORKS $ 6,987,191 $ 1,191,943 $ 8,179,134
ENGINEERING 1,891,263 64,552 1,955,815
TOTAL $ 8,878,454 $ 1,256,496 $ 10,134,950
CAPITAL:
EQUIPMENT $ - $ - $ -
BUILDINGS 6,800,000 0 6,800,000
TOTAL $ 6,800,000 $ - $ 6,800,000
SUPPORT FUNCTION
COUNTY ATTORNEY $ 697,036 $ (697,036) $ -
BUILDING&GROUNDS 5,159,281 (5,159,281) 0
FINANCE&ADMINISTRATION 543,065 (543,065) 0
ACCOUNTING 633,870 (633,870) 0
PURCHASING 151,876 (151,876) 0
HUMAN RESOURCES 604,324 (604,324) 0
PBX/PHONES 0 0 0
INSURANCE 1,500,000 (1,500,000) 0
NON-DEPARTMENTAL 512,500 (512,500) 0
BUILDING RENTS 0 0 0
INFORMATION SERVICES 3,122,565 (3,122,565) 0
PRINTING&SUPPLY 58,727 (58,727) 0
TOTAL $ 12,983,244 $ (12,983,244) $ -
•
108
• CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 2009 ALLOCATED COSTS
APPLICABLE FOR 2011
DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED
OFFICE OF THE BOARD $366,796 TRAFFIC ENFORCEMENT $35,267
PUBLIC TRUSTEE 2,797 PEST&WEED CONTROL 42,865
ELECTIONS 108,869 EXTENSION SERVICE 282,336
ASSESSOR 397,177 VETERAN'S OFFICE 5,181
COUNTY COUNCIL 19,043 AIRPORT 17,519
DISTRICT ATTORNEY 759,952 MISSILE SITE PARK 9,586
SHERIFF 2,370,896 CLERK TO THE BOARD 89,241
CORONER 131,298 COUNTY FAIR 3,888
JAIL 3,056,236 COUNTY CLERK 740,272
COMMUNITY CORRECTIONS 52,163 JUVENILE DIVERSION 17,506
GRAPHIC INFORMATION SERVICE 30,359 VICTIM ASSISTANCE 43,088
SOCIAL SERVICES 1,219,775 CRIMINAL JUSTICE 492
HUMAN SERVICES 1,044,770 PUBLIC WORKS 1,616,776
PUBLIC HEALTH 998,464 ENGINEERING 87,560
POLICE SERVICES(LEVEL) 230,196 TASK FORCE 5,743
ANIMAL CONTROL 14,693 SOLID WASTE 17,017
REGIONAL FORENSIC LAB 86,810 TRANSPORTATION 195,948
AMBULANCE 376,740 COURTS-COUNTY 1,081,718
OFFICE EMERGENCY SERVICES 53,643 HOUSING AUTHORITY 0
PLANNING&ZONING/BLDG INSP 593,314 OTHER 1,404,744
$17,610,738
• The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31,2009,
prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2011 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 2011.
•
109
0
SEVEN YEAR TREND
Beginning Fund Balance
0
0
0
0
70,000,000 V ceT
up
'V
60,000.000 7
N-
/50.000.000 0 0
N-
g
M
So O
O 0 0 4
0 / r
7 0
7
40,000,000 0 M in
"' O /
0 M 0
0 N (1)
O M d
co M
/ I
N / r
Z. /
30,000,000 7 / 7
20,000,000
Z--
10,000.000
Z- / V __/ / ./ / V0
7
2005 2006 2007 2008 2009 2010 2011
0
110
0
SEVEN YEAR TREND
County Expenditures
560 / ■Gen Gov - -
®Public Safety
DRoads & Bridges
O Health/Human Srv/Soc Sry 5�
SL'
$50 .V
4SJ 4/ /
41 39.21
/ 442911 3381 -
• // 3
$40 38 . ��
37. 7 26 ��//
33}2
O 30 3r - 9 - -
Z7 � ,2
.7j
$30 12.- .3 t- 35z td 27
)8 721
8.:: 8 25
6
47. 16 21 27.55
222
733 -
320
I
310
$0 7 1 V . V f / V V /
2005 2006 2007 2008 2009 2010 2011
0
111
Ill
WELD COUNTY HOME RULE GOVERNMENT
County Citizens
` I
Assessor County Council Sheriff Clerk and
Board of County (Elected Office) Recorder
(Elected Office) (5 Elected Members) (Elected Office)
Commissioners Correction,.Law Enforcement.Animal
Control,Forensic Lab,Task Force,Code
Enforcement Office of Emergency, Recording
(5 Elected Members) Management Motor Vehicle
Elections
ir— — - t 0
County Attorney Department of
Department of Department of
Department of Finance Department of Health Human Services
Clerk to the Board
and Administration P Public Works Planning Services
Commissioner Coordinator Director and
Director and Director andII
Director and Comissioner Coordinator
Commissioner Coordinator I . Commissioner Coordinator Commissioner Coordinator I_
• —Director of Public Health 1
Engineering II
— 1
and Environemnt Planning and Zoning Human services
Airport I Road and Bridge B Building In;penonI Human Senxes Board
Accounting r.... Transportation Board of Adjustment
Budget Health Administration 1 Social Services
Environmental Health Buildings and Grounds Planning Commission
Communications Parks
Uniform Building Code
Contract Administration Veterans Services Utility Board
Board of Public Health
Coroner _ _
Finance Division
GIS and nlapp rig Paramedic Service
Human Resources
i....,
Information Services
Justice Services Director
Phone Services
Printing and Supply
Purchasing
Risk Management "--1—• Hospital Board
Solid Waste Fund —
Special Projects
Treasurer's Office Extension Service
Director
... 1
Fair Board
0
112
• SUMMARY OF
COUNTY FUNDED POSITIONS
2011
LAST CURRENT REQUEST FINAL CURRENT TO
DEPARTMENT ACTUAL YEAR BUDGET BUDGET RECOMMEND
YEAR 2010 2011 2011 CHANGE
2009
GENERAL FUND:
Office of the Board 6.000 6.000 6.000 6.000
County Attorney 4.000 4.000 4.000 4.000
Planning and Zoning 13.000 10.000 9.000 9.000 - 1.000
Clerk to the Board 6.000 6.000 5.000 5.000 - 1.000
Accounting 6.500 6.000 6.000 6.000
Finance and Administration 1.500 2.250 2.750 2.750 + 0.500
• Clerk and Recorder 45.000 43.500 43.000 43.000 - 0.500
Elections 5.000 5.000 5.000 5.000
Treasurer 10.000 10.000 10.000 10.000
Assessor 37.500 33.500 33.500 33.500
Human Resources 6.000 6.000 5.000 5.000 - 1.000
Buildings and Grounds 27.000 27.000 28.000 28.000 + 1.000
Victim Witness 11.375 11.750 11.750 11.750
Juvenile Diversion 1.500 1.250 1.250 1.250
Office Of Emerg. Mgmt 1.000 1.000 1.000 1.000
Purchasing 2.000 2.000 2.000 2.000
District Attorney 60.375 58.375 54.125 54.125 - 4.250
Coroner 5.500 5.500 5.500 5.500
Centennial Jail 38.000 32.000 32.000 32.000
North Jail 200.600 203.800 197.000 197.000 - 6.800
Sheriff 16.000 16.000 19.000 19.000 +3.000
• Victim Advocates 2.000 2.000 2.000 2.000
Crime Lab 1.000 1.000 1.000 1.000
Drug Task Force 1.000 1.000 1.000 1.000
113
• LAST CURRENT REQUEST RECOMMEND CURRENT TO
DEPARTMENT ACTUAL YEAR BUDGET BUDGET RECOMMEND
YEAR 2010 2011 2011 CHANGE
2009
Sheriff Contract Services 7.000 7.500 9.500 9.500 + 2.000
Building Inspection 9.000 9.000 9.000 9.000
Police Services 72.750 70.750 67.750 67.750 - 3.000
Traffic Enforcement 12.000 11.000 11.000 11.000
Community Corrections 2.000 1.000 1.000 1.000
Noxious Weeds 2.000 2.000 2.000 2.000
Transportation 9.000 9.000 10.000 10.000 + 1.000
Justice Services 0.000 6.000 7.000 6.000
Extension Service 10.750 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 2.000 3.000 3.000 3.000
Fair 0.300 0.300 0.300 0.300
Geographical Info. System 1.000 0.000 0.000 0.000
Animal Control/Code Enforce. 5.000 5.000 3.000 3.000 - 2.000
TOTAL GENERAL FUND 662 650 653 555 642 505 641 505 ,t_12-0 5 0
PUBLIC WORKS:
Maintenance Support 9.000 9.000 9.000 9.000
Administration 7.000 7.000 7.000 7.000
Motor Graders 43.000 46.000 46.000 46.000
Trucking 36.000 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
114
LAST CURRENT REQUEST RECOMMEND CURRENT TO
•
DEPARTMENT ACTUAL YEAR BUDGET BUDGET RECOMMEND
YEAR 2010 2011 2011 CHANGE
2009
HEALTH DEPT FUND:
Administration 8.000 8.000 8.000 8.000
Health Communication 11.750 10.750 10.000 10.000 - 0.750
Environmental Services 25.250 24.250 23.250 23.250 - 1.000
Health Preparedness 2.500 3.000 2.500 2.500 - 0.500
Public Health Services 45.600 43.410 42.680 42.680 - 0.730
TOTAL HEALTH DEP'T FUND 93.1QQ 89 410 86 430 86.430 - 2.98Q
SOCIAL SERVICES 263.000 292.000 309.000 309.000 + 17.000
PHONE SERVICES 2.000 2.000 2.000 2.000
PARAMEDIC SERVICES 51.000 51.000 50.000 50.000 - 1.000
4
GRAND TOTAL 1,208.750 1,224.965 1,226.935 1,225.935 + 0.970
•
115
itt;V:
!RICOLORADO• 116
li
GENERAL FUND
Revenue Changes
$60,000.000 -- -
$50.000.000 -- -
O2010
$40.000,000 - -
02011
$30.000,000 - -
$20.000,000 -
$10,000,000 --
$0 - - ril tit En s Fri 1 1
�a+ fey ��y �O _. y Geh Bey oJe woe
��
Qe� r��a PGGOJ e`��e 5\fie` c�e� oe‘
e�e` e aeib
0c° p" ee °� ye �° \� y° J�
Gr
2011 Revenue
Total $ 78 , 299 , 475 (2010 $ 77 , 706 , 350 )
Other Taxes, $86,000.
0%
Fee Accounts,
$7,622,000, 10%
Property Tax,
$53,118,155, 68%
Intergovernmental,
$3,725,640, 5%
Licenses/Permits,
$1,080,000, 1%
Charges for Services,
$4,011 ,512, 5%
Fund Balance,
III $3,000,000, 4%
Miscellaneous, Fines/Forfeitures,
$5,178,058, 7% $478,110, 0%
117
GENERAL FUND
EXPENDITURE CHANGES
$45,000,000
$40,000,000 --
$35.000,000
® 2010
$30,000,000 - -
02011
$25,000,000
$20,000,000 -
$15,000,000 - — -
$10,000,000 - - -
$5,000,000 . -• $0
- - -
111 rk
Public Safety General Gov. Health & Human Serv. Misc. Auxilary Public Works Culture/Rec.
Welfare
2011 Expenditures
Total $73 ,499 , 712 (2009 $72 , 722 ,495)
Health & Welfare,
$3,370,293, 5%
General Gov.,
Human Sery
$27,377,959, 37% .,
$219,444, 0%
Misc., $522,500, 1 %
Auxilary, $419,168, 0%
Public Works,
$1 .891 ,263, 3%
Culture/Rec.,
Public Safety, $488,999, 1 %
$39,210,086, 53%
118
SEVEN YEAR TREND
General Government
$30 —
!NMI immip
$25
$20
cn
2 $15
$10
I
$5 I
$0 - — —
2005 2006 2007 2008 2009 2010 2011
119
SEVEN YEAR TREND
Public Safety
$45 -
$40
$35 -
$30
•
$25
z
O
J_
$20
$ 15
$ 10
$5
$0
2005 2006 2007 2008 2009 2010 2011
120
•
SEVEN YEAR TREND
Health & Welfare
$60
$50
$40
•
co
0 $30
$20
$10 -
$0 . - _
2005 2006 2007 2008 2009 2010 2011
•
121
GENERAL FUND SUMMARY
The General Fund is funded at the level of $73,499,712, up $777,217. Without including
adjustments for health insurance costs and salary step increases, the budget for general
government functions is down $640,492. Election costs are down $310,025 since in 2011 there
is only a general election. The District Attorney's budget is down $245,632 due to the
elimination of one Deputy DA and 3.25 FTE in clerical positions as the office moves more
towards paperless filings. The Building and Grounds budget increased by $262,441, because
of the additional maintenance costs of the Community Corrections facility and the new
Administration Building. The Planning Department is down $118,420 with the elimination of a
code enforcement position due to the department's lower workload, and the consolidation of the
Director of Environmental Health and the Planning Director's positions into one. Transportation
increased staffing by one driver due to workload for an added cost of $24,455. General
administrative departments cut combined costs of$214,211 or 2.76 percent.
Public safety functions are down $244,096 in the recommended budget. The Sheriff reduced
costs in the recommended budget by $721,452 or 2.59 percent. In the North Jail budget
significant costs have been deferred by the elimination of 6 correctional officer positions
($377,266), and reducing total secure jail bed capacity to 630 beds from 683 in 2010. The
inmate work crew program, which included a part-time inmate work crew supervisor position
($37,336), has been eliminated. Overtime has been reduced by $36,125. Capital is reduced by
$54,815, because larger items of equipment were replaced in 2009 and 2010. Service and
supply accounts have been reduced by $63,562 due to the lower anticipated inmate population.
•
Inmate census trends indicate the 630 bed capacity should be adequate in 2011; 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. The Sheriff's Code Enforcement budget was
reduced by $135,458 with the elimination of two code enforcement officers ($93,516), and a
reduction in the animal sheltering contract ($33,492). In the Final Budget, Sheriff municipal
contract services were increased by $166,214 for the Garden City patrol service contract. The
Community Corrections budget is up $220,014 with all costs being offset by state revenues.
Pest and Weed is down $19,085. Communication net costs are up $333,945 due to the new
funding formula that was developed as part of the new intergovernmental agreement approved
July 13, 2010, with the City of Greeley. The new cost allocation formula better captures the
utilization of dispatch resources by users of the communications system.
Other significant changes include Engineering, which is down $294,966 due to consultant
contracts and lower engineering costs for projects. The General Fund's subsidy to the Public
Health Department is up $150,167 due to health insurance costs and salary step increases. An
increase of$1,245,140 is included for other General Fund departments' health insurance costs
and salary step increases in 2011. No employee pay increases are funded in the 2011 budget
due to economic conditions and salary survey data, which shows no justification for salary
adjustment based upon labor market data and lack of inflation.
The available resources to the General Fund are $78,299,475 compared to $77,706,350 in
2010, up $593,125. Property taxes are budgeted at $53,118,155, down $934,039. Revenue
from interest earnings are up $57,000 at $2,450,000 for 2011 due to the increase in the
Contingency Fund's cash balance. Fines are up $54,000 from traffic enforcement. Planning
and Building Inspection fees are down $65,000 due to the slow-down in development and
•
residential construction. Charges for services are up $574,276 due to Sheriff and
Communications revenues, primarily. The Treasurer's fees are anticipated to be down
$350,000 due to lower premiums being paid on tax sale properties.
122
Clerk and Recorder's fees are up $650,000 due to improved motor vehicle sales and recording
• fees from mortgage refinancing activities and oil and gas leasing activities. In addition, the
passage of HB10-1007 will increase recording fee revenues by $350,000. Intergovernmental
revenues are up $377,849 due to Community Corrections ($220,014), and share-back from
urban renewal authorities ($299,731). Recovery of indirect costs to grant programs is up
$23,000. Other revenues are stable or only slightly changed.
The beginning fund balance is anticipated to be $3,000,000 for 2011. An estimated ending
fund balance of $4,799,763 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 2011 and future years.
•
•
123
GENERAL FUND
SUMMARY OF REVENUES
2011
• 2010 2011 2011 2011
d Org Acct Account Title Budget Request Recommend Final
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES 54,052,194 52,844,711 52,844,711 53,118,155
1000 90100 4116 PROPERTY TAX ADJUSTMENT (249,970) 0 0 (356,788)
1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 249,970 0 0 356,788
1000 90100 4150 TOBACCO PRODUCTS 100,000 86,000 86,000 86,000
TOTAL TAXES 54,152,194 52,830,711 52,930,711 53,204,155
LICENSES AND PERMITS
1000 90100 4215 LICENSES,LIQUOR/DANCE 5,000 5,000 5,000 5,000
1000 17100 4221 PERMITS 350,000 225,000 225,000 225,000
1000 25100 4222 BUILDING 500,000 575,000 575,000 575,000
1000 25100 4224 ELECTRICAL 90,000 100,000 100,000 100,000
1000 25100 4226 PLAN CHECK 200,000 175,000 175,000 175,000
TOTAL LICENSES AND PERMITS 1,145,000 1,080,000 1,080,000 1,080,000
INTERGOVERNMENTAL
1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 3,000 3,000 3,000
1000 15100 4336 REIMBURSEMENTS 60,000 60,000 60,000 60,000
1000 21210 4336 REIMBURSEMENTS 15,000 15,000 15,000 15,000
1000 24410 4336 REIMBURSEMENTS 20,000 16,000 16,000 16,000
1000 15100 4340 GRANTS 100,090 0 0 0
1000 15200 4340 GRANTS 57,085 57,225 57,225 57,225
1000 15300 4340 GRANTS 187,334 140,000 140,000 140,000
1120 15300 4340 GRANTS 35,418 35,418 35,418 35,418
1130 15300 4340 GRANTS 107,383 124,000 124,000 124,000
114006 15300 4340 GRANTS 14,972 14,972 14,972 14,972
1000 16500 4340 GRANTS 153,000 153,000 153,000 153,000
1000 21300 4340 GRANTS 74,268 74,268 74,268 74,268
1000 24200 4340 GRANTS 77,740 86,006 86,006 88,006
116009 24220 4340 GRANTS 1,943,523 0 0 0
10 24220 4340 GRANTS 0 2,150,149 2,150,149 2,150,149
09 24220 4340 GRANTS 104,878 0 0 0
6510 24220 4340 GRANTS 0 100,000 100,000 100,000
1000 26200 4340 GRANTS 0 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 8,570 268,691 268,691 268,691
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 315,000 255,000 255,000 255,000
1000 90100 4357 SOUTH FIRESTONE URA 0 41,381 41,381 41,381
TOTAL INTERGOVERNMENTAL 3,347,791 3,725,640 3,725,640 3,725,640
•
124
GENERAL FUND
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
d Org Acct Account Title Budget Request Recommend Final
CHARGE FOR SERVICES
1000 10200 4410 CHARGE FOR SERVICES 3,000 3,000 3,000 3,000
1000 10400 4410 CHARGE FOR SERVICES 50,941 11,046 11,046 11,046
1000 11200 4410 CHARGE FOR SERVICES 100,000 300,000 300,000 300,000
1000 15100 4410 CHARGE FOR SERVICES 40,000 40,000 40,000 40,000
1000 16500 4410 CHARGE FOR SERVICES 422,500 342,000 342,000 342,000
1000 17350 4410 CHARGE FOR SERVICES 20,000 30,000 30,000 30,000
1000 17600 4410 CHARGE FOR SERVICES 300,000 300,000 300,000 300,000
1000 21100 4410 CHARGE FOR SERVICES 145,287 345,287 345,287 345,287
1000 21200 4410 CHARGE FOR SERVICES 317,260 106,358 106,358 106,358
1000 21220 4410 CHARGE FOR SERVICES 648,173 723,173 723,173 920,553
1000 22100 4410 CHARGE FOR SERVICES 0 0 0 100,369
1000 22400 4410 CHARGE FOR SERVICES 0 0 0 82,599
1000 24100 4410 CHARGE FOR SERVICES 0 10,000 10,000 10,000
1000 24410 4410 CHARGE FOR SERVICES 329,200 282,200 282,200 282,200
1000 24420 4410 CHARGE FOR SERVICES 892,000 969,700 969,700 969,700
1000 26100 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 10,000
1000 50100 4410 CHARGE FOR SERVICES 1,375 1,900 1,900 1,900
1000 90100 4410 CHARGE FOR SERVICES 0 0 0 12,000
1000 90100 4420 PARKING 28,500 27,000 27,000 27,000
1000 13100 4430 SALE OF SUPPLIES 10,000 1,500 1,500 1,500
1000 15100 4430 SALE OF SUPPLIES 80,000 80,000 80,000 80,000
1000 17100 4430 SALE OF SUPPLIES 5,000 2,000 2,000 2,000
1000 17600 4430 SALE OF SUPPLIES 34,000 34,000 34,000 34,000
TOTAL CHARGE FOR SERVICES 3,437,236 3,618,164 3,619,164 4,011,512
FINES AND FORFIETURES
1000 21210 4510 FINES 397,110 449,110 449,110 449,110
1000 90100 4510 FINES 27,000 29,000 29,000 29,000
TOTAL FINES AND FORFIETURES 424,110 478,110 478,110 478,110
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS 2,393,000 2,450,000 2,450,000 2,450,000
1000 22100 4624 RENTS FROM BUILDINGS 56,200 68,068 68,068 68,068
1000 90100 4624 RENTS FROM BUILDINGS 369,136 467,170 467,170 467,170
1000 22100 4630 INDIRECT COST 0 0 0 111,737
1000 90100 4640 OIL AND GAS 750,000 750,000 750,000 750,000
1000 90100 4650 OVERHEAD 857,200 870,000 870,000 870,000
1000 21200 4670 REFUND OF EXPENDITURE 45,000 45,000 45,000 45,000
1000 22100 4670 REFUND OF EXPENDITURE 0 0 0 50,000
1000 21260 4670 REFUND OF EXPENDITURE 115,383 115,383 115,383 115,383
1000 26200 4670 REFUND OF EXPENDITURE 51,400 0 0 0
1000 23200 4680 OTHER 700 700 700 700
1000 96200 4680 OTHER 250,000 250,000 250,000 250,000
TOTAL MISCELLANEOUS 4,888,019 5,016,321 5,016,321 5,178,058
FEES
1000 12100 4720 ADVERTISING FEES 50,000 50,000 50,000 50,000
1000 10300 4730 OTHER FEES 200,000 250,000 250,000 250,000
1000 11100 4730 OTHER FEES 4,150,000 4,800,000 4,800,000 4,800,000
1000 12100 4730 OTHER FEES 2,600,000 2,250,000 2,250,000 2,250,000
1000 13100 4730 OTHER FEES 65,000 45,000 45,000 45,000
1000 15100 4730 OTHER FEES 2,000 2,000 2,000 2,000
1000 24410 4730 OTHER FEES 195,000 175,000 175,000 175,000
1000 90100 4740 FEES,CABLE FRANCHISE 50,000 50,000 50,000 50,000
TOTAL FEES 7,312,000 7,622,000 7,622,000 7,622,000
TOTAL GENERAL FUND 74.706.350 74,471.946 74.471.946 75.299.475
•
125
GENERAL FUND
SUMMARY OF EXPENDITURES
2011
lit 2010 2011 2011 2011
nd Org Expenditure Function Budget Request Recommend Final
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 739,143 720,543 720,543 737,349
1000 10200 COUNTY ATTORNEY 724,219 706,085 706,085 700,036
1000 10400 CLERK TO THE BOARD 309,991 266,110 266,110 286,367
1000 11100 COUNTY CLERK 839,814 846,110 846,110 866,383
1000 11200 ELECTIONS AND REGISTRATION 1,751,555 1,441,530 1,441,530 1,441,530
1000 11300 MOTOR VEHICLE 1,752,025 1,752,025 1,752,025 1,847,810
1000 12100 TREASURER'S OFFICE 851,487 813,769 813,769 848,250
1000 13100 ASSESSOR 2,305,357 2,308,657 2,308,657 2,401,076
1000 14100 COUNTY COUNCIL 51,741 46,567 46,567 46,567
1000 15100 DISTRICT ATTORNEY 4,728,142 4,482,510 4,482,510 4,660,134
1000 15200 JUVENILE DIVERSION 78,481 76,481 76,481 78,420
1000 15300 VICTIM WITNESS 485,153 457,806 457,806 465,280
1120 15300 VICTIM WITNESS 35,418 35,418 35,418 35,418
1130 15300 VICTIM WITNESS 107,383 124,000 124,000 124,000
114006 15300 VICTIM WITNESS 14,972 14,972 14,972 14,972
1000 16100 FINANCE 480,527 450,449 450,449 543,065
1000 16200 ACCOUNTING 629,778 627,110 627,110 633,870
1000 16300 PURCHASING 149,740 149,740 149,740 151,876
1000 16400 PERSONNEL 578,256 544,875 544,875 604,324
1000 16500 TRANSPORTATION 733,145 757,600 757,600 761,002
1000 17100 PLANNING OFFICE 1,428,803 1,310,383 1,310,383 1,324,576
1000 17200 BUILDINGS AND GROUNDS 4,873,646 5,135,087 5,135,087 5,159,281
1000 17300 INFORMATION SERVICES 3,166,488 3,122,565 3,122,565 3,122,565
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 146,701 131,081 131,081 131,081
100017600 PRINTING AND SUPPLY 391,455 391,455 391,455 392,727
• TOTAL GENERAL GOVERNMENT 27,353,420 26,712,928 26,712,928 27,377,959
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 1,441,575 1,631,830 1,631,830 1,627,069
1000 21200 SHERIFFS OPERATIONS 7,061,901 6,868,372 6,868,372 6,961,890
1000 21210 TRAFFIC CONTROL 1,043,131 1,040,131 1,040,131 1,108,385
1000 21220 MUNICIPAL CONTRACT SERVICES 616,918 616,918 616,918 739,343
1000 21230 ORDINANCE 88 ENFORCEMENT 451,995 231,537 231,537 233,414
1000 21260 REGIONAL LAB 285,407 277,407 277,407 294,933
1000 21300 VICTIM ADVOCATES 136,863 136,863 136,863 149,397
1000 21410 DRUG TASK FORCE 165,260 165,260 165,260 171,422
1000 22100 COMMUNICATIONS SERVICE 1,440,894 1,846,857 1,846,857 2,048,813
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 20,000 0 0 0
1000 22400 CRIMIAL JUSTICE SYSTEM 850,376 750,376 750,376 876,393
1000 23200 COUNTY CORONER 633,940 633,940 633,940 648,757
1000 24100 JUSTICE SERVICES 478,821 504,730 468,048 453,412
1000 24200 COMMUNITY CORRECTIONS 77,740 86,006 86,006 86,006
1000 24410 NORTH JAIL COMPLEX 17,526,005 16,956,901 16,956,901 17,233,325
1000 24420 CENTENNIAL JAIL 2,571,992 2,638,987 2,638,987 2,725,562
116009 24220 THE RESTITUTION CENTER 1,943,523 0 0 0
116010 24220 THE RESTITUTION CENTER 0 2,150,149 2,150,149 2,150,149
116509 24220 THE RESTITUTION CENTER 104,878 0 0 0
116510 24220 THE RESTITUTION CENTER 0 100,000 100,000 100,000
1000 25100 BUILDING INSPECTION 892,831 917,669 917,669 932,085
1000 26100 WEED AND PEST 511,530 492,445 492,445 502,994
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 159,325 161,113 161,113 166,737
TOTAL PUBLIC SAFETY 38,414,905 38,207,491 38,170,809 39,210,086
PUBLIC WORKS.
•000 31100 ENGINEERING 2,135,967 1,841,001 1,841,001 1,891,263
126
GENERAL FUND
SUMMARY OF EXPENDITURES
2011
II2010 2011 2011 2011
and Org Expenditure Function Budget Request Recommend Final
CULTURE AND RECURATION
1000 50100 MISSILE PARK 70,702 70,702 70,702 72,079
1000 50200 PARKS AND TRAILS 32,000 29,000 29,000 29,000
1000 56100 AIRPORT 1,974 7,895 7,895 7,895
TOTAL CULTURE AND RECURATION 104,676 107,597 107,597 108,974
HEALTH AND WELFARE
1000 56110 SENIOR PROGRAMS 10,625 10,360 9,562 10,360
1000 56120 WASTE WATER 11,367 10,000 10,000 10,000
1000 56130 DEVELOPMENTALLY DISABLED 39,206 195,988 35,285 38,225
1000 56140 MENTAL HEALTH 171,000 171,000 159,900 168,225
1000 56150 A KID'S PLACE 7,025 6,047 6,047 6,780
1000 56160 COUNTY CONTRIBUTIONS 3,064,252 3,214,419 3,214,419 3,214,419
TOTAL HEALTH AND WELFARE 3,303,475 3,607,814 3,435,213 3,448,009
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 89,250 84,000 80,325 87,000
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 512,500 512,500 512,500 512,500
1000 90150 COMMUNITY AGENCIES GRANTS 14,905 122,497 63,931 64,728
1000 96100 EXTENSION 324,630 324,630 324,630 342,144
1000 96200 FAIR 308,945 308,945 308,945 308,945
1000 96400 VETERANS 68,322 68,322 68,322 69,129
1000 96500 ISLAND GROVE BUILDINGS 91,500 78,975 78,975 78,975
1000 99999 SALARY CONTINGENCY 0 1,245,140 1,245,140 0
• TOTAL MISCELLANEOUS 1,320,802 2,661,009 2,602,443 1,376,421
TOTAL GENERAL FUND72 722,495 73,221.840 72,950.316 73.499.712
•
127
• 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 $ 595,882 $ 615,493 $ 615,493 $ 632,299
Supplies 1,297 450 850 850
Purchased Services 99,624 123,200 104,200 104,200
Fixed Charges 0 0 0 0
• Capital 0 0 0 0
Gross County Cost $ 696,803 $ 739,143 $ 720,543 $ 737,349
Revenue 0 0
Net County Cost $ 696,803 $ 739,143 $ 720,543 $ 737,349
Budgeted Positions 6 6 6 6
SUMMARY OF CHANGES: Overall the recommended budget is down $18,600. The food
purchase line item is up $400, which allows meeting meal costs to be reduced by not using
restaurants or caters. Local Travel is down $19,000 based upon usage this last year. CCI
dues of $42,541 will not change for 2011. Final budget adjustments include an increase in
salaries of$16,806.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
128
• OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 0.230 0.228 0.222
Per capita cost (county support) $2.71 $2.81 $2.73
Goal ESI: 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-I: Clearly-defined Citizen satisfaction feedback for High High High
performance service delivery departments
expectations and
standards
ES1-2: Conveniently Resident and visitor satisfaction High High High
• accessed and easy-to- feedback with County services
use services
EST-3: Unity of
County service delivery
ESL-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
S
129
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
County regulations. The two full-time assistants share the responsibilities of the County
Attorney.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 569,987 $ 589,240 $ 589,240 $ 583,191
Supplies 4,489 2,000 2,000 2,000
Purchased Services 250,681 132,979 114,845 114,845
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 825,157 $ 724,219 $ 706,085 $ 700,036
Revenue 2,636 3,000 3,000 3,000
Net County Cost $ 822,521 $ 721,219 $ 703,085 $ 697,036
Budgeted Positions 4 4 4 4
SUMMARY OF CHANGES: Printing and Supplies were reduced $6,680 with a drop in the cost
of West Law services. Publications were reduced $2,000, Legal Services are down $3,000,
Travel is $1,000 lower, Professional Services are down $5,797, and the Charge-back from
Clerk to the Board is $11,046, or down $157. Revenues are the same at $3,000. Net county
costs are down $18,134, or 2.51%. Final budget adjustments include a decrease in salaries of
$6,049.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
130
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
#of new requests for legal assistance 450 450 450
#of new mental health cases 55 55 60
#of new code violations 115 120 120
Efficiency Measures
FTE's per 10,000/capita 0.156 0.152 0.148
Per capita cost (county support) $3.20 $2.74 $2.58
Number of agenda requests/D&N/mental 185
• cases per FTE 185 185
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and department heads.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES3-l: Efficient Client satisfaction of elected officials and
and effective legal department heads 95% 99%
representation of
Weld County
•
131
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
0 Revenue 333,267 200,000 250,000 250,000
Net County Cost $ - 333,267 $ - 200,000 $ - 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 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 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
132
PUBLIC TRUSTEE
BUDGET 2011
INCOME
Release income after Recording Fees $ 150,000
Foreclosure income from Statutory Fees 750,000
Interest Earned on Balances 10.000
Total Income S 910.000
EXPENSES
Personnel:
Public Trustee Salary $ 72,500
Staff Salaries 154,700
FICA Contribution 11,600
SUTA Taxes 1,600
Retirement Plans 15,000
Medical Insurance 35,000
Misc./Other 1.000
Total Personnel $ 291.400
• Operating Expenses:
Accounting/Auditing/Legal Services $ 100,000
Building/Office Rental/Storage 30,000
Dues and Meetings 5,000
Equipment Maintenance/Rental 5,000
IT Support 1,000
Office Supplies 15,000
Postage 20,000
Telephone/Utilities 15,210
Travel/Mileage 3.000
Total Operating $ 194.210
Capital Outlay:
Computer Software $ 200
Computer Hardware 10,000
Office Equipment $ 5.000
Total Capital Outlay $ 15,200
Total Expenses $ 500,810
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 40%190
•
133
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNFY
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 $ 301,624 $ 294,602 $ 254,056 $ 274,313
Supplies 19,740 13,500 13,000 13,000
Purchased Services 8,431 13,092 10,100 10,100
Fixed Charges -11,203 - 11,203 - 11,046 - 11,046
Capital 0 0 0 0
Gross County Cost $ 318,592 $ 309,991 $ 266,110 $ 286,367
• Revenue 60,780 50,941 11,046 11,046
Net County Cost $ 257,812 $ 259,050 $ 255,064 $ 275,321
Budgeted Positions 6 6 5 5
SUMMARY OF CHANGES: Personnel Services are down due to the transfer of an Office
Tech III position to Human Resources. Corresponding revenue from charging the Phone
Services budget for the switchboard function now done by Human Resources is down $39,895.
Supplies are down $500, professional services are down $700, printing has dropped $500, and
legal notices are down due to fewer land use hearings $1,892. Net county costs are down
$3,986. Final budget adjustments include an increase in salaries of$20,25T
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
134
• CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Number of meetings transcribed 230 230 230
Number of documents optically scanned 5,000 5,000 5,000
Number of BOE hearings scheduled 500 30 500
Efficiency Measures
FTE's per 10,000/capita 0.233 0.228 0.185
Per capita cost (county support) $1.00 $0.98 $1.02
Cost per meeting/hearing $1,120.92 $1,154.47 $1,197.05
Goal ES4: To improve service,increase efficiency and provide greater information access and exchange
between the County Commissioners and the citizens of Weld County.
DESIRED 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% 95%
government and information
information and
services
•
135
• 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 $ 637,259 $ 648,055 $ 648,055 $ 668,328
Supplies 52,650 74,404 74,404 74,404
Purchased Services 62,194 102,355 108,651 108,651
Fixed Charges 10,883 15,000 15,000 15,000
Capital 0 0 0 0
Gross County Cost $ 762,986 $ 839,814 $ 846,110 $ 866,383
• Revenue 4,279,420 4,150,000 4,800,000 4,800,000
Net County Cost $ -3,516,434 $ -3,310,186 $ -3,953,890 $ - 3,933,617
10 FTE Recording 8.5 FTE Recording 8.5 FTE Recording 8 FTE Recording
Budgeted Positions
3 FTE Admin. 3 FTE Admin. 3 FTE Admin. 3 FTE Admin.
SUMMARY OF CHANGES: An unfunded .5 FTE Office Tech II has been removed from the
manning document. The only expenditure change was Maintenance of Equipment, which was
increased $6,296 to service the new viewing machines that get high use due to oil and gas
lease activity. Revenues are up $650,000 due to conservative estimates last year based upon
the economic slowdown, as well as the passage of HB10-1007, allowing an increase in
recording fees of $350,000, for a total increase of $4,800,000. Final budget adjustments
include an increase in salaries of$20,273.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. Board did not approve the video security
system request as a special capital project.
•
136
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 70,324 69,586 76,545
Number of copies produced 243,025 448,692 493,561
Number of marriage licenses issued 1,578 1,301 1,431
Efficiency Measures
FTE's per 10,000/capita — Recording 0.448 0.437 0.407
Per capita contribution $2.97 $3.19 $3.21
• Number of documents recorded per FTE 8,273 8,187 9,005
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-I: 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
•
137
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDFR
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 $ 289,993 $ 721,828 $ 509,174 $ 509,174
Supplies 172,012 721,490 560,244 560,244
Purchased Services 177,727 298,337 362,212 362,212
Fixed Charges 0 9,900 9,900 9,900
Capital 0 0 0 0
Gross County Cost $ 639,732 $ 1,751,555 $ 1,441,530 $ 1,441,530
Revenue 334,084 100,000 300,000 300,000
Net County Cost $ 305,648 $ 1,651,555 $ 1,141,530 $ 1,141,530
Budgeted Positions 5 5 5 5
SUMMARY OF CHANGES: 2011 is an off-year election year requiring only one General
Election with lower turnout. The net result is a drop in net county costs of $510,025. Revenue
is up $200,000 due to fees charged to other entities for the consolidated election. The budget
is funded as if it is conducted with polling places; however, if the election is a mail election there
should be substantial savings in this budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
138
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 369,091 423,002 444,152
Revenue generated from elections $334,084 $100,000 $300,000
Efficiency Measures
FTE'S per 10,000/capita 0.195 0.190 0.185
Per capita cost (county support) $2.49 $6.65 $4.23
Transactions per FTE 73,818 84,600 88,830
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
139
• 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 $ 1,560,620 $ 1,580,784 $ 1,580,784 $ 1,676,569
Supplies 13,813 15,720 15,720 15,720
Purchased Services 146,815 155,521 155,521 155,521
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,721,248 $ 1,752,025 $ 1,752,025 $ 1,847,810
Revenue 0 0 0 0
Net County Cost $ 1,721,248 $ 1,752,025 $ 1,752,025 $ 1,847,810
32 Full-time 32 Full-time 32 Full-time 32 Full-time
Budgeted Positions
4 Part-time 4 Part-time 4 Part-time 4 Part-time
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of
$95,785.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
140
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 478,202 467,808 514,589
FORT LUPTON BRANCH OFFICE: Number
of marriage licenses issued 133 118 130
DEL CAMINO BRANCH OFFICE: Number of
marriage licenses issued 263 196 216
Efficiency Measures
FTE'S per 10,000/capita —DMV 1.25 1.22 1.19
Per capita cost $6.70 $6.65 $6.84
• Number of titles/registrations issued per FTE
14,944 14,619 16,081
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)
ES7-1: 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
•
141
• 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 $ 572,901 $ 567,920 $ 547,702 $ 582,183
Supplies 65,220 36,700 36,700 36,700
Purchased Services 226,782 246,867 229,367 229,367
Fixed Charges 105 0 0 0
Capital 0 0 0 0
• Gross County Cost $ 865,008 $ 851,487 $ 813,769 $ 848,250
Revenue 2,189,540 2,650,000 2,300,000 2,300,000
Net County Cost $ -1,324,532 $ - 1,798,513 $ - 1,486,231 $ - 1,451,750
Budgeted Positions 10 10 10 10
SUMMARY OF CHANGES: Salaries were reduced by $20,218 through retirements and
moving two job vacancies from Tech Ill positions to Tech II. Purchased Services are reduced
by $17,500 for tax sale advertising. Overall expenses are down $37,718, or 4.43%. Revenues
are down $350,000, primarily due to the drop in premiums paid by purchasers of tax liens due
to the lower interest rates and investor caution regarding problematic properties. Final budget
adjustments included an increase in salaries of$34,481.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
142
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $285M $330M $385M
Miscellaneous Revenue Collected $64M $64M $64M
Investments $97M $98M $107M
Efficiency Measures
FTE's per 10,000/capita .389 .380 .370
Per capita expenditure $3.37 $3.23 $3.14
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-l: Effective Cost per tax bill $5.13 $5.13 $4.68
and cost-efficient
County tax Number of tax bills per FTE 17,333 17,400 17,400
collection
Redistribute certain inefficient seasonal
work to existing staff
ES8-2: Investments Return on investments 2.40% 2.40% 2.35%
that are safe,liquid
and deliver the best
yield possible—in
that order
•
143
• 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 $ 2,225,267 $ 2,070,861 $ 2,070,861 $ 2,163,280
Supplies 61,296 61,296 55,296 55,296
Purchased Services 233,500 173,200 182,500 182,500
Fixed Charges 0 0 0 0
• Capital 0 0 0 0
Gross County Cost $ 2,520,063 $ 2,305,357 $ 2,308,657 $ 2,401,076
Revenue 75,000 75,000 46,500 46,500
Net County Cost $ 2,445,063 $ 2,230,357 $ 2,262,157 $ 2,354,576
Budgeted Positions 33.5 33.5 33.5 33.5
SUMMARY OF CHANGES: Due to 2011 being a reappraisal year, it will be necessary to send
Notice of Values (NOV) out to all property taxpayers, and as a result postage is up $35,000.
Reductions have been taken in office supplies ($3,000), small items of equipment ($3,000),
phones ($2,700), professional services ($5,000), repair and maintenance ($2,000), travel
($3,000), and printing ($15,000). Memberships and registration for training are up $5,000.
Gross expenditures are up $3,300. Revenues are down $8,500 in sale of supplies because
GIS now sells parcel maps instead of the Assessor; and Assessor fees are down $20,000 due
to a portion of the fee now going to Treasurer's fees. Final budget adjustments include an
increase in salaries of$92,419.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
i
144
ASSESSOR
ill (CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Number of parcels (including personal
property and SA) 199,405 200,416 203,928
Telephone Calls Answered 30,000 30,000 30,000
Number of administrative updates to
database 140,000 140,000 140,000
Number of walk-ins requesting assistance 3,000 2,500 3,000
Number of Property Inspections 8,000 8,000 8,000
Sales Verification 8,000 8,000 8,000
Efficiency Measures
FTE's per 10,000/capita 1.65 1.25 1.24
• Per capita cost (county support) $9.51 $8.30 $8.71
Cost per parcel $12.29 $11.13 $11.55
Parcels Per FTE 5,005 5,983 6,087
Effectiveness Measures (desired results)
Deed Processing Time (days) 7 5 5
Requests for Information per FTE 844 867 985
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to
Market value 100% 100% 100%
•
145
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 10th 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
•
146
• 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 $ 8,544 $ 17,601 $ 17,601 $ 17,601
Supplies 140 300 300 300
Purchased Services 3,897 33,840 28,666 28,666
Fixed Charges 0 0 0 0
Capital 0 0 0 0
• Gross County Cost $ 12,581 $ 51,741 $ 46,567 $ 46,567
Revenue 0 0 0 0
Net County Cost $ 12,581 $ 51,741 $ 46,567 $ 46,567
Budgeted Positions 1 PT 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: Legal Notices have been increased $330, and Travel $1,000.
Professional Services for audits were reduced $6,504. Overall budget is down $5,174 or 10%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 0.039 0.038 0.037
• Per capita cost(county support) $0.049 $0.196 $0.172
147
SEVEN YEAR TREND
District Attorney
6
5 - -
4 -
z
0 3
J M
2
I
1
0 2005 2006 2007 2008 2009 2010 2011
148
SEVEN YEAR TREND
District Attorney Local Cost
5
4.5 - -
4
3.5
3
I
U)
z
2 2.5 -
2
1 .5
1
0.5 '
0
2005 2006 2007 2008 2009 2010 2011
149
• 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 $ 4,433,404 $ 4,382,342 $ 4,146,610 $ 4,324,234
Supplies 75,641 75,000 73,000 73,000
Purchased Services 229,239 270,800 262,900 262,900
Fixed Charges - 815 0 0 0
Capital 7,855 0 0 0
• Gross County Cost $ 4,745,324 $ 4,728,142 $ 4,482,510 $ 4,660,134
Revenue 318,200 282,590 182,000 182,000
Net County Cost $ 4,427,124 $ 4,445,552 $ 4,300,510 $ 4,478,134
Budgeted Positions 57.375 58.375 54.125 54.125
SUMMARY OF CHANGES: The Chief Deputy District Attorney position is currently funded by
a federal gang grant ($100,590). The grant funds this position through October, 2010. The
District Attorney's Office is requesting that this position be funded by the county in 2011
($128,284). The DA has eliminated 4.25 positions for a total of $235,732, as follows: Deputy
District Attorney III ($97,823); Office Tech II ($46,222); Office Tech III ($44,351); Office Tech III
($38,073); and DA Transcriptionist ($9,263). Final budget adjustments include an increase in
salaries of$177,624.
Reductions have been made in office supplies ($2,000), travel ($5,000), and contract payments
($5,000). There have been increases in memberships ($4,100)and vehicle expenses ($2,300).
Net county costs for this budget unit are down $145,042, or 3.26%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The District
Attorney has realigned his programs and position priorities to fund the Chief Deputy DA position
to continue to do gang prosecution by reducing other lower priority positions and programs in
his 2011 budget.
• BOARD ACTION: The Board concurred with the position reductions and realignment of
position and program priorities. Approved as recommended.
150
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)
PSDAI-1: 80%of identified gang members will 89% 85% 85%
Increase receive sentences which include
incarceration for incarceration
identified gang
members Gang Chief will take to trial 8-10 gang
cases
PSDAI-2: Press releases will be completed in every 6 12 12
Increase public case where a gang member is sentenced to
awareness of court lengthy incarceration
successes against
known,tracked Press releases will be completed in every
gang members case where a gang member is convicted of
an offense at trial
PSDAI-3: Gang sentencing motions will be filed in 7 15 15
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
persistent drunk
drivers
PSDA2-2: Press releases will be completed in every 5 15 15
Increase public case where a persistent drunk driver is
awareness of court sentenced to incarceration
successes against
persistent drunk
drivers
PSDA2-3: Motions will be filed in all cases where Defendant's 100% 100%
Educate the sentencing is left to the discretion of the Driving
judiciary on court detailing the defendant's driving History
defendants who history presented to
are habitual traffic the court in
offenders 100%of
cases
PSDA2-4: Active Identification of all HTO defendants in Effort is Continued Continued
participation in Weld County for targeted enforcement ongoing efforts through efforts through
Weld County and through the DUI task DUI task
• statewide DUI task Suggest on-going legislative changes Weld and forces forces
force necessary to accomplish the above goals Statewide
DUI task
forces
151
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: 20%reduction in recidivism by juvenile 95% 95%successful 95%successful
Reduction of offenders within 1 year successful completion of completion of
juvenile offenders completion Juvenile Juvenile
before and after of Juvenile Diversion Diversion
adjudication Diversion
PSDA3-2: Reduce 10%reduction in DUI recidivism within Statistics Statistics to be Statistics to be
DUI recidivism one year will be compiled compiled
rates available through the DUI through the DUI
through the court,whose court,whose
DUI court implementation implementation
beginning is pending is pending
at the end
of 2009
PSDA3-3: The District Attorney's Office will identify 2 10 10
Increased and prosecute 10-12 habitual criminal cases completed,
sentences for annually 14 still
habitual offenders pending
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 n/a
Increased with information sharing and accessibility
community of information
awareness of
information
resources
PSDA4-2: Elimination complaints regarding n/a n/a n/a
Reduction of communication
complaints
regarding lack of
timely
communication
Goal PSDAS: 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 Division A All files to be n/a—Goal
Elimination of the end of 2010 files will be electronic by completed
"paper files"in electronic by the end 2010
lieu of electronic the end of
files 2009
PSDA5-2: Elimination of one FTE by consolidating One FTE n/a-Goal n/a—Goal
• Consolidation of support staff functions eliminated Completed completed
data entry and
scanning support
staff functions
152
• 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, 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 $ 70,300 $ 75,231 $ 75,231 $ 77,170
Supplies 2,479 2,000 500 500
Purchased Services 217 1,250 750 750
Gross County Cost $ 72,996 $ 78,481 $ 76,481 $ 78,420
Revenue 66,907 57,085 57,225 57,225
• Net County Cost $ 6,089 $ 21,396 $ 19,256 $ 21,195
Budgeted Positions 1.5 1.25 1.25 1.25
SUMMARY OF CHANGES: Based on actual needs, the supplies and travel budgets were
reduced when the grant request was compiled for the 2010-2011 fiscal year. This amount is
approximately the requested 10% reduction. Final budget adjustments include an increase in
salaries of$1,939.
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.
•
153
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: 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 program provides services to all victims/witnesses involved in
cases being prosecuted through the District Attorney's Office.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 576,076 $ 608,791 $ 608,791 $ 616,265
Supplies 3,094 12,000 3,500 3,500
Purchased Services 25,371 22,135 19,905 19,905
Fixed Charges 746,871 0 0 0
Capital 0 0 0 0
• Gross County Cost $ 1,351,412 $ 642,926 $ 632,196 $ 639,670
Revenue 1,020,995 345,107 314,390 314,390
Net County Cost $ 330,417 $ 297,819 $ 317,806 $ 325,280
Budgeted Positions 11.375 11.75 11.75 11.75
SUMMARY OF CHANGES: Supplies have been decreased $8,500. There is a $400 decrease
in Membership and Registration Fees since the only membership will be $150 for a membership
in Colorado Organization for Victim Assistance (COVA). Travel is down $1,500. There is a
$330 savings in postage because the department will no longer be sending out Probation
Violation Hearing Letters, since it is Probation's duty to notify the victim of this hearing.
Revenue for the program comes from the following grants: VALE ($124,000); VOCA ($35,418);
and VAWA ($14,972); VALE administrative funds ($79,000), and COMP administration funds
($61,000). Total revenue is $314,390, down $30,717. The VALE grant increased $12,617.
The 2010 budget had a fund overage of administration funds of $34,000 (VALE $14,000 and
COMP $20,000). There is no longer an overage. In last year's budget the Board was advised
that these funds would not be available in 2011. Net county costs are down $19,987. Final
budget adjustments include an increase in salaries of$7,474.
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.
154
ID BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: White Collar Crime Task Force -- 1000-15400
DEPARTMENT DESCRIPTION: The Task Force focuses on white collar crime committed by
individuals against employers, businesses, banks, and individuals. The program is supported
through donations from the banking industry.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 13,174 $ 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 $ 13,174 $ 0 $ 0 $ 0
5 Revenue 0 0 0 0
Net County Cost $ 13,174 $ 0 $ 0 $ 0
Budgeted Positions 0 0 0 0
SUMMARY OF CHANGES: This program was supported through donations from the banking
industry. The banking industry is no longer in the position to support the White Collar Crime
Task Force and this program was discontinued as of September, 2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with discontinuing program,
since donations no longer support it.
BOARD ACTION: No change.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attomey
goals at the end of Budget Unit 1000-15100.
•
155
• 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 $ 315,378 $ 471,817 $ 441,739 $ 534,355
Supplies 105 250 250 250
Purchased Services 9,729 8,460 8,460 8,460
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 325,212 $ 480,527 $ 450,449 $ 543,065
• Revenue 0 0 0 0
Net County Cost $ 325,212 $ 480,527 $ 450,449 $ 543,065
Budgeted Positions 1.5 1.5 1.75 2.75
SUMMARY OF CHANGES: Budget is reduced by $30,078, or 0.5 FTE. The part-time clerical
position has been eliminated because the Office Manager/Coordinator of the Clerk to the Board
will be able to provide the necessary assistance to the Director of Budget and Management
Analysis in preparing the budget. All other accounts are unchanged. Final budget adjustments
include an increase in salaries of$23,094.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Criminal Justice Planner position ($69,522) was transferred to the
Finance and Administration budget unit (1000-16100) from Justice Services (1000-24100).
Although budgeted in the Finance and Administration department, the Criminal Justice Planner
position will be assigned initially to work under the supervision and direction of the Bureau Chief
at the Jail to establish the foundation of the criminal justice planning function in Weld County.
All other items for the department were approved as recommended.
•
156
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Excess revenue over expenditures 3.3% 3.0% 3.0%
Budgeted fund balance vs actual variance 4.7% 3.0% 3.0%
Efficiency Measures
FTE'S per 10,000/capita 0.058 0.085 0.102
Per capita cost (county support) $1.27 $1.82 $2.01
Goal ESIO: Ensure the financial viability of the County through sound financial managementpractices.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
• PERFORMANCE INDICATOR(S)
ES 10-1: Sound Number of audit exceptions 0 0 0
asset management
and financial Return on investments 3.0% 3.0% 2.75%
investment
strategies
ES 10-2: Plan Percent of cash reserves 17.0% 15.0% 25.0%
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)
ES 11-1: Percent of strategic plan outcomes with 90% 100% 100%
Alignment of appropriate performance indicators
services provided
with community's Community satisfaction with value of 90% 90% 93%
needs and desires County services for tax dollars paid
•
157
• 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 $ 497,398 $ 496,578 $ 477,110 $ 483,870
Supplies 114,903 97,000 118,000 118,000
Purchased Services 31,820 36,200 32,000 32,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
• Gross County Cost $ 644,121 $ 629,778 $ 627,110 $ 633,870
Revenue 0 0 0 0
Net County Cost $ 644,121 $ 629,778 $ 627,110 $ 633,870
Budgeted Positions 6.5 6.0 6.0 6.0
SUMMARY OF CHANGES: Personnel costs were reduced $19,468 when the Senior
Accounting position was reduced to a lower classification during the last year due to a sunset
review of the position. The increase in supplies is for the $21,000 increase in maintenance
agreements with vendors for the finance system and imaging system. Purchased Services are
down $4,200 with the use of purchase cards and ACH for expense reimbursement savings on
check stock and postage. Final budget adjustments include an increase in salaries of$6,760.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
158
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED 'PROJECTED
Work Outputs
Number of Account Payable warrants
issued 17,762 18,000 18,000
Average number of employees paid 1,487 1,500 1,500
Number of employees trained on General
Ledger 200 200 200
Total County federal funds $67.0 $50.0 $47.0
Efency Measures
FTE's per 10,000/capita .233 .228 .222
Per capita cost (county support) $2.51 $2.39 $2.35
• Account Payable warrants per week per
NP FTE 342 346 346
Employees paid monthly per Payroll FTE 1,477 1,500 1,500
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ESl2-1: 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 l"
principles,etc.
ES12-2: Cohesive, Annual external audit has no major Achieved Achieved Planned
standardized issues
County-wide
financial systems
and processes
•
159
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 $ 140,523 $ 142,296 $ 142,296 $ 144,432
Supplies 250 800 500 500
Purchased Services 5,568 6,644 6,944 6,944
Gross County Cost $ 146,341 $ 149,740 $ 149,740 $ 151,876
Revenue 0 0 0 0
Net County Cost $ 146,341 $ 149,740 $ 149,740 $ 151,876
• Budgeted Positions 2 2 2 2
SUMMARY OF CHANGES: Line items were realigned based upon historical expenditure
patterns. Final budget adjustments include an increase in salaries of$2,136.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Dollar value of Purchase Orders placed $40.5 million $40 million $40 million
Dollar value of purchase cards $3.5 million 3.5 million 3.5 million
Number of purchase cards issued 100 100 100
Number of formal bids 195 200 200
Number of Purchase Orders placed 1,200 1,200 1,200
Efficiency Measures
FTE'S per 10,000/capita 0.078 0.076 0.074
Per capita cost (county support) $0.570 $0.568 $0.562
Cost per Purchase Order $121.95 $115.00 $116.64
•
160
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
OUTCOMES OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ES13-1: 95%of internal users satisfied with 95%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
internal users
90%of internal users satisfied with satisfied with 95%of 98%of internal
quality overall quality internal users users satisfied
satisfied with with overall
overall quality quality
ES 13-2: Full and Approximately$30 million value or Approximately Approximately Approximately
open competition percent of cost savings from prior $32 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
ES 13-3: "Best- Approximately$30 million value or Approximately Approximately Approximately
value"goods and percent of cost savings from prior $32 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
•
161
• 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.
Recruiting efforts managed by Human Resources, with assistance given as needed.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 600,605 $ 380,856 $ 380,856 $ 440,305
Supplies 135,190 127,250 145,915 145,915
Purchased Services 66,758 70,150 58,650 58,650
Fixed Charges 278 0 -40,546 -40,546
Capital 0 0 0 0
Gross County Cost $ 802,831 $ 578,256 $ 544,875 $ 604,324
• Revenue 0 0 0 0
Net County Cost $ 802,831 $ 578,256 $ 544,875 $ 604,324
Budgeted Positions 6 5 5 5
SUMMARY OF CHANGES: Net county costs have been reduced by $33,381, or 5.8%.
PeopleSoft software maintenance costs are up $17,165 due to the new system installed last
year. Advertising costs has been reduced $15,000 due to low turnover resulting in fewer vacant
positions needing to be filled. Other line items have been adjusted to reflect historical
expenditure patterns. The main reason for the reduced net county costs is the charge back to
Phone Services for the receptionist that has assumed the coverage of the switchboard
($40,546). The switchboard position in Clerk to the Board and HR receptionist positions were
combined into one position in February, 2010. Final budget adjustments included an increase
in salaries of$59,449.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The combining
of position done in February, 2010, seems to be working well and the arrangement is
recommended to continue in the 2011 budget.
BOARD ACTION: Approved as recommended.
•
162
HUMAN RESOURCES
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S) 1,440 1,370 1,320
Occupied FTE'S 1,420 1,360 1,400
Number of employees terminated 180 200 160
Turnover Rate 14% 13.5% 11%
Efficiency Measures
FTE'S per 10,000/capita 0.233 0.190 0.185
Per capita cost (county support) $3.12 $2.20 $2.24
Personnel served per FTE 240 274 264
c
• 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)
ES14-1: Provide Using reporting system,days to fill
departments with positions,and time between advertisement Less than Less than Less than 21
best qualified and hiring of individuals 21 days. 21 days. days.
personnel
14-2: Retention of Using report system,show retention stats County-wide Turnover— Turnover--
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
•
163
• 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)
ES14-4: 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
Improved VALUE ADDED.
•
164
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: GENERAL FUND
BUDGET UNIT TITLE AND NUMBER: Transportation - - 1000 - 16500
DEPARTMENT DESCRIPTION: Provides minibus service to the citizens throughout Weld
County for Non-Emergent Medical Transportation, approved Home Based Community Services,
Area Agency on Aging congregate meal delivery, and Federal Transit Authority rural
transportation demand/response routes.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 398,617 $ 414,075 $ 446,720 $ 450,122
Supplies 119 26,500 6,000 6,000
Purchased Services 189,874 201,939 171,742 171,742
Fixed Charges 69,564 90,631 133,138 133,138
Capital 0 0 0 0
Gross County Cost $ 658,174 $ 733,145 $ 757,600 $ 761,002
• Revenue 476,526 575,500 495,000 495,000
Net County Cost $ 181,648 $ 157,645 $ 262,600 $ 266,002
Budgeted Positions 9.0 9.0 10.0 10.0
SUMMARY OF CHANGES: Salaries and fringe benefits of $446,720 fund 10 FTE's. The
equivalent of an additional FTE has been added due to schedule requirements to make three
full-time bus drivers. Computer costs are $5,000, vehicle costs are $70,000, depreciation is
$68,000, miscellaneous items total $5,800, and county indirect costs are $90,631. $27,139 is
the chargeback from Building and Grounds for supervision of the program. Since the Medicaid
broker function has been transferred back to the state there is no longer a need to fund
Medicaid transportation costs or the offsetting revenues. Revenues from CDOT are $153,000
and charges for services total $342,000. Net county costs are $262,600. Final budget
adjustments include an increase in salaries of$3,402.
FINANCE/ADMINISTRATION RECOMMENDATION: Converting three bus drivers to full time
is necessary to accommodate the schedule requirements and to avoid overtime. The Medicaid
broker function is in the process of being transferred back to the state. The latest the transfer
would be is July 1, 2011. The transfer relieved the county of the administrative problems and
financial liability of having to provide all Medicaid transports to county residents. The increase
in indirect costs allows for greater grant cost recovery and the amount is offset as revenue in
the Non-Departmental budget (90100). Recommend approval.
• BOARD ACTION: Approve as recommended. Board approved the position changes
requested. The Board did not approve subsidizing the Area on Aging Congregate Meal
program's transportation costs with General Fund monies.
165
TRANSPORTATION
(CONTINUED)
1000-16500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles tracked 184,791 180,000 180,000
Hours of service 13,200 13,520 15,080
Efficiency Measures
Per capita gross cost $2.56 $2.78 $2.82
Per capita net cost $0.707 $0.588 $0.985
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)
TI-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%
•
166
• 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 $ 894,749 $ 703,681 $ 670,288 $ 684,481
Supplies 30,836 25,400 23,500 23,500
Purchased Services 570,259 789,771 714,677 714,677
Contra Account - 90,049 - 90,049 - 98,082 -98,082
Gross County Cost $ 1,405,795 $ 1,428,803 $ 1,310,383 $ 1,324,576
• Revenue 372,596 355,000 227,000 227,000
Net County Cost $ 1,033,199 $ 1,073,803 $ 1,083,383 $ 1,097,576
Budgeted Positions 13 10 9 9
SUMMARY OF CHANGES: Personnel Services have been reduced by $33,393. The
reduction is due to the elimination of one code enforcement position and the consolidation of
the Environmental Health (EH) Director and Planning Director positions. Supplies have been
cut by $1,900 based upon usage. The Purchased Services request generally remains
unchanged. The discrepancy in the table reflects the modification of personnel costs and
monetary transfer for the EH Director/Planning Director position. There has been an increase
of $8,033 in the contra account due to cost allocation of staff time that is spent in the Building
Department. Gross County Cost has been decreased by $118,420. However, despite
reductions in supplies and personnel, the department's Net County Cost increased by $9,580
as the result of anticipated reduction in revenue (-$128,000) due to the drop in development
activity in the county. Final Budget adjustments include an increase in salaries of$14,193.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Board
approved the personnel changes mid-year in 2010.
• BOARD ACTION: Approved as recommended.
167
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 294 240 240
Number of administrative land use cases 231 180 180
Long Range Planning Work Outputs
Special Projects 0 1 1
Pre-Application Meetings 134 110 120
Code Revisions 1 2 2
Comp Plan Amendments 2 1 1
Technical Support Work Outputs
Total Public Hearings 134 102 100
Town/County Staff Outreach Meetings 12 12 12
Compliance Planning Work Outputs
• Number of site visits 904 640 640
Number of violations issued 370 140 140
Number of violations to County Attorney 94 50 50
Average number of District Court hearings 18 20 20
Number of Community Clean-ups 2 2 2
Efficiency Measures
FTE's per 10,000/capita .51 .38 .37
Per capita cost (county support) $4.02 $4.07 $4.06
Goal LUI: Increase effectiveness by maintaining regular communication with the public,outside agencies,
Court departments,County Planning Commission,and the Board of County Commissioners --providing
information about land use issues and responding to requests for research. Obtain laptops for Planning
Commissioners to increase productivity,streamline process and reduce reproduction costs.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LUI-1: Improved Revise website,no less than monthly n/a 100% 100%
community access
to land use trend Implementation of Citizen Access module
information and in Accela. n/a n/a 100%
services
•
168
PLANNING AND ZONING
(CONTINUED)
1000-17100
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
LUI-2: Strong Staff attendance of monthly meetings 9 12 12
relationships with Municipal planning staff occur
municipal planning
departments and
excellent
knowledge of
current regional
issues
LU1-3: A well- Minimum of six Planning Commission 3 8 6
informed and training sessions throughout 2011
prepared Planning
Commission
LIl-4: 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% 100%
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-l: Updated Completion of any Comprehensive Plan 3 I 1
Regional amendments related to RUA's
Urbanization Area
Plans
LU2-2: Provide Staff attendance at HWY 85 Coalition n/a 12 12
staff to support the meetings.
HWY 85 Coalition
Progress towards a HWY 85 Regional
Plan n/a n/a n/a
Submit application for HUD grant to
evaluate economic, land use,and
transportation issues along HWY 85
corridor n/a n/a 1
•
169
PLANNING AND ZONING
(CONTINUED)
1000-17100
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 n/a 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 n/a 1 1
date Urban
Development Map
LU3-3: Fair, Department's review of a fee analysis. n/a 100% 100%
equitable and Revised fee schedule,if relevant
adequate
development impact
fees
LU3-4: Zoning and Two sets of Code changes based on n/a 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 n/a 50% 100%
Create planning to build the module
module to
streamline
development
process
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 Applicant feedback concerning Weld n/a n/a n/a
develop and evolve County's process versus land use
land use process processes in other jurisdictions
which minimizes
burdensome
• restrictions
170
• 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 $ 1,611,097 $ 1,584,532 $ 1,649,527 $ 1,673,721
Supplies 1,098,410 619,300 1,069,500 1,069,500
Purchased Services 2,933,290 2,759,953 2,645,060 2,645,060
Fixed Charges 6,314 17,000 11,000 11,000
Contra Account 266,450 107,139 240,000 - 240,000
Gross County Cost $ 5,382,661 $ 4,873,646 $ 5,135,087 $ 5,159,281
Revenue 0 0 0 0
Net County Cost $ 5,382,661 $ 4,873,646 $ 5,135,087 $ 5,159,281
Budgeted Positions 27 27 28 28
SUMMARY OF CHANGES: The budget is up $261,441 primarily due to an additional Building
Maintenance Worker II ($64,995) to accommodate the additional space required to be
maintained, and the addition of the new administration building with 41,978 square feet of
space. At the average annual cost of $4.76 per square foot, the new building increases space
costs by approximately $200,000. Line items have been adjusted based upon historical
expenditure patterns. Utility costs are projected to be similar to the current year's rates.
Charge-backs are up due to cost recovery from grant programs primarily in Human Services.
In 2011, the department will maintain approximately 1,078,739 square feet of buildings at an
average cost of$4.76 per square foot, which is very good by industrial standards. Most entities
are in the $7.50 to $10.00 per square foot range. Final budget adjustments include an increase
in salaries of$24,194.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
•
BOARD ACTION: Approved as recommended.
171
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 966,761 1,036,761 1,078,739
Number of preventative maintenance work
orders (PMs) 500 525 525
Number of tracked repair work orders 8,803 9,000 9,300
Efficiency Measures
FTE'S per 10,000/capita 1.05 1.02 1.02
Per capita cost (county support) $20.95 $18.50 $19.10
Cost per square foot $5.41 $4.70 $4.78
• Goal ES15: Plan,construct,and maintain well-designed County facilities in time to meet the needs of Weld
County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ESI5-1: 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 85% 90% 90%
friendly and functionality of County facilities
worker functional
facilities 90% of department users satisfied with 85% 90% 90%
quality and timeliness of facility
management services
ES 15-3: Well 90%of citizens satisfied with functionality 85% 90% 90%
maintained of County facilities
facilities
•
172
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Information Services - - 1000-17300
DEPARTMENT DESCRIPTION: Information Services provides data processing support
services to Weld County and a few outside agencies via a contract with Affiliated Computer
Services, Inc. (ACS).
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Supplies $ 620,524 $ 0 $ 0 $ 0
Purchased Services 3,203,601 3,316,488 3,432,565 3,432,565
Fixed Charges 30 0 0 0
Contra Account - 1,511,626 - 1,400,000 - 1,560,000 - 1,560,000
Capital 131,981 1,250,000 1,250,000 1,250,000
Gross County Cost $ 2,444,510 $ 3,166,488 $ 3,122,565 $ 3,122,565
• Revenue 0 0 0 0
Net County Cost $ 2,444,510 $ 3,166,488 $ 3,122,565 $ 3,122,565
Budgeted Positions 0 0 0 0
SUMMARY OF CHANGES: On February 6, 2008, Weld County entered into a new seven-year
contract with ACS beginning January 1, 2009. The contract calls for a cost-of-living adjustment
(COLA) based upon the Consumer Price Index with a floor of 3.5% and a ceiling of 6.0%.
Therefore, there will be a 3.5% COLA increase of $116,077 for 2011, for a total of$3,432,565.
In addition, $1,250,000 in the 2010-2014 Information Services Capital Plan will be budgeted for
software and hardware that will be allocated to 2011 projects by the IT Governance Board as a
recommendation to the Commissioners. Chargeback to reimbursable departments total
$1,560,000. The net county cost will be $3,122,565 which is down $43,923 from the current
year's budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
173
INFORMATION SERVICES
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal Computer systems
supported 1,657 1,200 1,700
Number of Personal Computer systems
installed/replaced 405 150 400
Number of staff trained 220 220 220
Number of applications supported 235 220 235
Number of applications upgraded 120 110 130
Efficiency Measures
FTE'S per 10,000/capita 0.9026 0.8580 0.8514
Per capita cost (county support) $9.52 $12.02 $11.56
• Goal ESI6: 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)
ESI6-l: Increase in"hits"on the website 8,900,000 9,100,000 10,000,000
Expansion of e-
government Less phone calls to offices
delivery
Less traffic in offices
ES 16-2: County Imaged and electronically stored Approximately Approximately Approximately
processes documents are more secure and safe 3,000,000 3,500,000 5,000,000
improved through from loss through fire and other disasters additional additional
information documents documents
technology Savings from use of less paper and imaged
printer supplies CTB Web
PeopleSoft module
Savings in staff time when data is readily Employee Self provides
and easily available Serve and access to
automated documents on
Increased efficiency of staff Time and the internet
Labor
•
174
INFORMATION SERVICES
(CONTINUED)
1000-17300
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES16-2: (Continued) (Continued) (Continued)
(Continued)
e-Discovery Accela Citizen All of the
for DA Access estimated were
completed
Provide Automated except Accela.
printers in Phone Services It will be done
Courtrooms Billing in 2011. We
will also do
e-Citations Accela back scanning
Document for the
New Law Imaging Recorders
Library remaining
Automated microfilm
Bar coding citizen dots.
evidence from complaint
• substations filing in
Decade
Online Burb
permits Web access of
emergency
Online health notification
forms for system
clients
ES16-3: Easy Facilitate display of presentations in all Currently Will track and Have reported
meeting setup and County meeting rooms tracking and report to governance
electronic will report at quarterly will continue
presentations Eliminate time spent adjusting year end to track.
presentations and electronic equipment
ES 16-5: 90%of projects completed on time and Currently Will track and On schedule
Responsive IT on budget tracking and report to will continue
service will provide governance to track.
deployment 75%of IT critical problems resolved compliance quarterly
within 4 hours reports at year
end
75%of routine problems resolved within
24 hours
•
175
• 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 $ 13,176 $ 0 $ 0 $ 0
Supplies 65,773 78,200 78,000 78,000
Purchased Services 11,007 12,451 12,031 12,031
Fixed Charges 0 13,550 23,550 23,550
Capital 20,927 42,500 17,500 17,500
Gross County Cost $ 110,883 $ 146,701 $ 131,081 $ 131,081
• Revenue 55,596 20,000 30,000 30,000
Net County Cost $ 55,287 $ 126,701 $ 101,081 $ 101,081
Budgeted Positions 0 0 0 0
SUMMARY OF CHANGES: Service and supplies are down $620. Training is up due to
$10,000 for property portal development training. Hardware is down $25,000, with $7,500
budgeted for three replacement workstations and $10,000 for a web server. No funds are
budgeted for aerial photography in 2011. The next time DRCOG will capture aerial
photography will be in 2012. Revenues are up $10,000 from sale of GIS data and maps. Net
county costs are down $25,620.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
176
GEOGRAPHICAL INFORMATION SYSTEM
• (CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
# Parcels in Database 122,438 123,600 125,000
# Parcels Updated 1,119 1,162 1,400
#Available Coverage (Layers) in GIS 2,480 2,700 2,900
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000 0.000
Per capita costs (County support) $0.22 $0.48 $0.37
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
•
•
177
• 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 $ 162,945 $ 153,655 $ 161,275 $ 162,547
Supplies 102,310 134,500 126,880 126,880
Purchased Services 34,013 103,300 103,300 103,300
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 299,268 $ 391,455 $ 391,455 $ 392,727
Revenue 233,956 334,000 334,000 334,000
• Net County Cost $ 65,312 $ 57,455 $ 57,455 $ 58,727
Budgeted Positions 2 3 3 3
SUMMARY OF CHANGES: No change in net county costs. Personnel costs have been
adjusted to 2011 levels. Cost of goods sold has been reduced $7,620. Revenues are
unchanged. The funding level of this budget is driven by user demand for services, which are
offset by revenues. Final budget adjustments include an increase in salaries of$1,272.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
178
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,500 2,750 2,750
Mail Pieces 670,000 700,000 700,000
Supply Orders 1,450 1,450 1,450
Efficiency Measures
FTE's per 10,000/capita 0.779 0.114 0.111
Per Capita cost (county support) $0.254 $0.218 $0.217
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
•
179
SEVEN YEAR TREND
Sheriff's Office Local Costs
$35 --
$30 --- - -
$25
$20 -cn
-
z
O
-J
$15 _
$10
$5 -�
$0 . •
2005 2006 2007 2008 2009 2010 2011
180
• 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 $ 24,339,006 $ 24,657,710 $ 24,125,371 $ 24,788,950
Supplies 1,071,084 778,170 779,213 780,329
Purchased Services 5,744,407 5,887,014 5,828,274 5,849,737
Fixed Charges - 5,455 25,667 20,465 20,465
Capital 107,707 111,811 56,996 56,996
• Gross County Cost $ 31,256,749 $ 31,460,372 $ 30,810,319 $ 31,496,477
Revenue 4,109,756 3,684,321 3,755,719 3,953,099
Net County Cost $ 27,146,993 $ 27,776,051 $ 27,054,600 $ 27,543,378
Budget Positions 357.35 353.05 343.25 345.25
SUMMARY OF CHANGES: See individual budget units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See individual budget units.
•
181
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
PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED
PSPSBI-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 100% 50% 100%
plan
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 I 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
PSPSBI-6: 100%Auditing of'After Action Reports'
Increased Officer and reporting on efficacy of SARA
Visibility and 100% 100% 100%
Presence
PSPSBI-7: Prepare an annual Op-Ed piece and a
Advocate for fact sheet to inform the citizenry of the
Canying benefits of CCW 100% 25% 100%
Concealed
Weapon(CCW) Count#of Community Events where SO
Permits Distributed Applications for CCW
PSPSBI-8: Accounting of number of
District Deputies volunteer/community event hours
have greater (Monthly) 100% 50% 100%
community
• involvement
182
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
DESIRED PRELIMINARY
OUTCOMES PERFORMANCE
OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE
INDICATOR(S)
PSPSB1-9: Press Releases for Promotions,
Increased Publicity Academy Graduates,Awards,
of Successes Commendations,Specialized 100% 50% 100%
Achievements
PSPSBI-10: Education-2 Business and 2
Crime Prevention residential outreach programs
through annually,County Wide(coordinate 100% 50% 0%
Environmental with citizen's academies)
Design(CPTED)
Goal PSPSB2: Strengthen community programs and foster additional community partnerships.
DESIRED PRELIMINARY ACTUAL ESTIMATED PROJECTED
• OUTCOMES PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB2-1 Accounting of number of
Reach beyond strictly volunteer/community event hours 100% 25% 100%
Law Enforcement (Monthly)
activities
PSPSB2-2 Identify current and
potential/additional events and needs
Utilize Volunteers for utilizing volunteers(CPTED, 100% 0% 100%
Citizen Corps, Senior Centers,School
Programs,etc.)
PSPSB2-3 Accounting of number of
Increase agency& volunteer/community event hours
employee (Monthly) 100% 50% 100%
volunteerism
•
183
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
Goal PSPSB3: Acquire sufficient resources to support the growing needs of the county.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB3-l: Update and Revise Long Term Agency
Determine/assess Needs Assessment based upon
future growth and community growth(Utilize Dill 10 100% 25% 100%
needs Year Plan)
PSPSB3-2: Specialized areas committee continues
Maintain'forward to report/research cutting edge
thinking'technology technologies;Identification of useful 100% 100%
stance and useless technologies,Quarterly 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 ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
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 100% 30% 100%
includes
Agency-wide implementation of E-
Tickets
Install Briefing Boards and finishing
infrastructure
Roll Call training
PSPSB4-2: Position/Metl Assessment
Oversight and
Accountability Development of audit teams reports, 100% 40% 100%
procedures, and the process and teams
(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
184
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
Goal PSPSBS: Enhance traffic safety.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB5-1: High visibility of Traffic Division units
Reduce traffic during high commuter hours. 100% 100% 100%
fatalities by 10%.
Reduce impaired Conducting Sobriety Checkpoints and
driving on all county DUI Saturations through participation
roadways. with the Weld County DUI Task Force. 100% 100% 100%
PSPSB5-3 In cooperation with Weld County
Increase the Drive Smart coalition in conducting
awareness of High Graduated Driver's License Training 100% 100% 100%
School students with students/parents and assists in
about the dangers of presentation of the P.A.R.T.Y.
impaired driving. (Preventing Alcohol and Risk Related
Trauma in Youth)Programs to High
School students. Actively participate
in"Every 15 Minutes"programs
presented to High Schools.
PSSPB5-4 Conduct two Standard Field Sobriety
•
Conduct internal& Testing(SFST)classes and two
external training for Intoxilyzer Operator courses annually.
officers in Standard This training will be available to new 100% 75% 100%
Field Sobriety hires and smaller law enforcement
Testing and agencies in Weld County.
Intoxilyzer
Operators Course to
enhance abilities to
identify and
prosecute impaired
drivers county-wide.
•
185
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
Goal PSPSB6: Enhance professionalism and promote department excellence.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB6-1: Develop Career Path Goals
Job Skill Set Education 100% 0% 100%
&Training
PSPSB6-2: Press Releases for Promotions,
Continue the Academy Graduates,Awards, 100% 50%
commitment to Commendations,Specialized 100%
transparency and public Achievements
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 100% 50% 50%
• Implement a remedial English
assessment and acquire education as
needed
Develop and implement career path
steps and goals
Goal PSPSB7: Reduce the number of work related accidents and injuries
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB7-1
Develop Accident 100% 0% 100%
Review Process
PSPSB7-2:
Develop a Safety 100% 75% 100%
Awareness/Risk
Management Team
•
186
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
Goal PSPSBS: Reduce the risk and mitigate the impact to communities and citizens due to all hazard
incidents.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB8-I Plans will be reviewed and updated on
Review of EOP, an annual basis or after a Man—made or
Hazmat,Mitigation and Natural incident.
COOP plans 100% 50% 100%
Updates will be made by ESF
committees'based on need and
expected outcome.
Increase ESF working groups from 4 to
8 by 2011
PSPSB8-2: Provide opportunities for citizens to
Sponsor Citizen Corps attend preparedness classes through
programs and Citizen Corps Programs 100% 75% 100%
initiatives for citizen
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 100% 50% 100%
Scale Exercises each with other jurisdiction on Table top
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 100% 100% 100%
on available resources compliant and complete a review of the
in Weld County CRMI by July 31 of each year.
•
187
SHERIFF'S OFFICE
• SUMMARY- ALL DEPARTMENTS
STRATEGIC AREA: PUBLIC SAFETY
OFFENDER SUPERVISION BUREAU
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
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PS OSB 1-1: (l) The number of rule violations in the
Inmates comply past 12 months divided by the average
4.21 3.75 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 626 .549 .525
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 .065 .018 .018
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 92.1% 88.9% 91.1%
within reasonable available in the past 12 months
operational jail
capacity (2)The number of inmate grievances
about crowding and housing conditions .004 .011 .008
decided in favor of the inmate in the past
12 months divided by the average daily
jail population in the past 12 months
PS OSB 1-4: (1)The number of inmates with positive
Inmates have initial tests for TB,Hepatitis A,B,or C,
access to a HIV or MRSA in the past 12 months .033 .049 .040
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 22.0 22.7 22.5
daily jail population in the past 12 months
188
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
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 4.5% 6.0% 5.5%
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 1.4% 2.5% 2.0%
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/KEY 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 32.7% 37.2% 35.0%
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 39.5% 37.9% 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 69.9% 69.4% 69.0%
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 28.4% 29.5% 30.0%
in the past 12 months divided by the total
number of jail bed days in the past 12
months
(5)The number of jail bed days used by
other than the county/district courts in the 1.7% 1.1% 1.0%
• past 12 months divided by the total number
of jail bed days in the past 12 months
189
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
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 87.0% 83.7% 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% 97.5% 97.5%
the number of clients admitted to the
electronic home monitoring program in the
past 12 months
•
•
190
• 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,
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.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,192,385 $ 1,208,382 $ 1,372,947 $ 1,368,186
Supplies 120,869 126,613 136,660 136,660
Purchased Services 96,990 100,580 116,223 116,223
Fixed Charges 876 6,000 6,000 6,000
• Capital 0 0 0 0
Gross County Cost $ 1,411,120 $ 1,441,575 $ 1,631,830 $ 1,627,069
Revenue 204,285 145,287 345,287 345,287
Net County Cost $ 1,206,835 $ 1,296,288 $ 1,286,543 $ 1,281,782
Budget Positions 16 16 19 19
SUMMARY OF CHANGES: The most notable change for this budget is the shifting of the civil
unit to the Sheriff administrative budget, where it is more reflective of services provided by the
administrative unit. The administrative unit was staffed with two positions that did all the
administrative paperwork concerning civil process, while the three process servers, vehicles,
and civil revenues were included in the operations unit. For better tracking purposes, it was
decided to move the three process servers ($164,565) and the vehicles costs ($17,000), as well
as the revenue ($210,901), all to the administrative budget. Uniform costs for all divisions are
up $10,047, and travel is down $1,357. Besides the transfer of civil process serving fee
revenues to this budget unit, a significant increase in projected income is in response to the
increased number of Concealed Weapons Permits and the revenue from the functions of the
civil unit.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with the
transfer of civil process servers to this budget. Final budget adjustments include a decrease in
• salaries of$4,761.
BOARD ACTION: Board concurred with change in Process Service re-organization. No other
changes.
191
SHERIFF ADMINISTRATION
• (CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received 9,448 9,637 8,500
Invoice/Requisitions Processed 3,000 3,000 3,000
Applicants Processed 1,918 1,500 1,200
Efficiency Measures
FTE's per 10,000/capita .623 .607 .592
Per capita cost (county support) $4.70 $4.92 $4.76
Effectiveness Measures (desired results)
• Civil Process Served 8,740 8,880 8,075
Percent Civil Process Served 92.49% 94.43% 95%
Applicants Hired 50 50 15
Percent of Applicants Hired 2.5% 2.5% 1.3%
Total Miles Driven Civil Process 116,316 113,000 120,000
Average Miles Driven per Civil Process 11 11 14.9
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 Sheriffs Office Summary page.
•
192
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 civil process and arrest warrants, transports prisoners, and conducts
criminal investigations. Activities are frequently coordinated with municipal, other county, state,
and federal law enforcement and regulatory agencies.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 6,079,619 $ 5,820,128 $ 5,669,617 $ 5,763,135
Supplies 413,953 211,019 211,019 211,019
Purchased Services 912,237 995,754 952,736 952,736
Fixed Charges 1,030 0 0 0
Capital 70,538 35,000 35,000 35,000
• Gross County Cost $ 7,477,377 $ 7,061,901 $ 6,868,372 $ 6,961,890
Revenue 413,656 393,300 182,398 182,398
Net County Cost $ 7,063,721 $ 6,668,601 $ 6,685,974 $ 6,779,492
Budgeted Positions 72.75 71.75 67.75 67.75
SUMMARY OF CHANGES: As cited in the Sheriff administrative budget unit, the most notable
change for this budget is the move of the civil unit to the administrative budget where it is more
reflective of services provided by the administrative unit. The administrative unit was staffed
with two positions that did all the administrative paperwork concerning civil process, while the
three process servers, vehicles, and civil revenues were included in the operations unit. For
better tracking purposes, it was decided to move the three process servers, vehicles and
revenue to the administrative budget. Because the civil unit showed a net budget of $41,373
that equated to a loss in revenue of$210,902 for the operations unit, thereby increasing the net
county cost for operations. That revenue has been shifted to the administrative budget. Other
changes include a reduction in tuition ($13,000), travel/meeting expenses ($11,000), and
phones ($2,500). Final budget adjustments include an increase in salaries of$93,518.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with the
transfer of the civil processing unit to administration
• BOARD ACTION: Approved as recommended.
193
• SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Part A Offenses 1,983 2,411 1,150
Part B Offenses 669 770 1,040
Adult Arrest 1,084 1,125 1,566
Juvenile Arrest 96 97 75
Dispatched Calls for Service 54,276 59,128 49,607
Temporary Restraining Orders Received 561 522 466
Efficiency Measures
• FTE's per 10,000/capita 2.83 2.72 2.51
Per capita net cost $27,50 $25.31 $25.10
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
•
194
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement-- 1000-21210
DEPARTMENT DESCRIPTION: Provide traffic enforcement on county roads, and public
education on traffic safety.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,066,770 $ 845,895 $ 845,895 $ 914,149
Supplies 39,416 63,455 63,455 63,455
Purchased Services 118,419 133,781 130,781 130,781
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,224,605 $ 1,043,131 $ 1,040,131 $ 1,108,385
• Revenue 274,459 412,110 464,110 464,110
Net County Cost $ 950,146 $ 631,021 $ 576,021 $ 644,275
Budget Positions 12 11 11 11
SUMMARY OF CHANGES: Training ($1,000) and travel ($2,000) costs were reduced due to
increased utilization of local and regional training opportunities. Fine amount was increased
$52,000 based on trends and in an attempt to keep a realistic estimate of fines that are derived
through the Model Traffic Code (MTC) citations. There is a continued reduction of revenues
with deputies required to issue State citations for violations that involve driver's license, vehicle
registration, insurance issues, or speeding greater than 30 MPH over posted speed limits.
These violations require that State citations be issued, although no revenue is recouped from
the Colorado Department of Revenue. Deputies cannot split charges on citations (i.e.: issuing
MTC for one violation and a State citation for state specific charges). Final budget adjustments
include an increase in salaries of $18,254.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with the
MTC Fine Schedule change made in 2010, to be effective January 1, 2011, to be consistent
with the state and other Colorado jurisdictions.
BOARD ACTION: Funding for overtime totaling $50,000 was transferred to the Traffic
• Enforcement Unit from the Contract Services budget unit (1000-21220) to pay for the overtime
incurred by the Traffic Enforcement staff filling in for municipal patrol shifts. All other items
were approved as recommended.
195
• TRAFFIC CONTROL
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
MTC Tickets Issued 2,575 3,174 3,650
State Tickets Issued 2,150 1,839 2,100
Accident Reports Investigated 504 464 615
Enforcement Hours 27,768 25,454 25,454
Alcohol Related Driving Arrests 304 304 280
Efficiency Measures
FTE's per 10,000/capita .467 .418 .407
Per capita net cost $3.70 $2.40 $2.39
•
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriffs Office Summary page.
•
196
• 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 $ 460,338 $ 538,632 $ 538,632 $ 638,478
Supplies 1,177 4,182 4,182 5,298
Purchased Services 68,492 74,104 74,104 95,567
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 530,007 $ 616,918 $ 616,918 $ 739,343
• Revenue 575,240 648,173 723,173 920,553
Net County Cost $ -45,233 $ - 31,255 $ - 106,255 $ - 181,210
Budgeted Positions 7.0 7.5 7.5 9.5
SUMMARY OF CHANGES: There is no change in expenditures for this budget. Revenues are
up $75,000 due to an increase in the hourly charge from $46.00/hour to $51.00/hour (10.86%)
to recover full cost. Although it appears that this budget is making money, it is actually only
recovering costs. Overtime payments are made in the operations budget for patrol officers that
have to fill in to meet contract requirements. Final budget adjustments include an increase in
salaries of$6,211.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Expenses were increased by $166,214 for the Contract Services budget to
cover the costs of providing patrol services to Garden City and ten more hours per week of
directed patrol services to the Town of Hudson. Revenues were increased by $197,380 for the
additional services provided. Funding for overtime totaling $50,000 was transferred to the
Traffic Enforcement Unit to pay for the overtime incurred by the Traffic Enforcement staff filling
in for municipal patrol shifts. In the Motor Pool budget (6000-17550) an additional patrol vehicle
was added to provide a vehicle for the Garden City patrol services ($24,100). Two Deputy
Sheriff II positions were added due to added Garden City and Hudson coverage.
•
197
CONTRACT SERVICES
•
(CONTINUED)
1000-21220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,480 2,484 5,138
Number of Warnings issued 1,053 1,170 1,024
Number of Citations issued 58 52 84
Efficiency Measures
FTE's per 10,000/capita 0.272 0.285 0.352
Per capita cost (county support) $ - 0.17 $ - 0.12 $ - 0.67
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
• Bureau Goals following Sheriff's Office Summary page.
•
198
BUDGET UNIT REQUEST SUMMARY
•
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement- - 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88,
as amended, pertaining to dogs-at-large. Animal control officers are only available on a limited
basis. Deputy response outside the dedicated time is limited to cases where public safety
threat exists. This unit is also responsible for handling all calls for illegal dumping of
trash/waste within the county, as enforceable by Weld County Ordinance. Animal control
officers routinely collect illegally dumped items from county roadways and public property to
ensure the safety of motorists traveling within the county.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 227,689 $ 241,984 $ 148,468 $ 150,345
Supplies 17,629 12,650 4,200 4,200
Purchased Services 217,126 197,361 163,869 163,869
Contract Charges - 85,000 - 85,000 - 85,000 - 85,000
• Capital 0 0 0 0
Gross County Cost $ 377,444 $ 366,995 $ 231,537 $ 233,414
Revenue 165 0 0 0
Net County Cost $ 377,279 $ 366,995 $ 231,537 $ 233,414
Budgeted Positions 5 5 3 3
SUMMARY OF CHANGES: Personnel Services were reduced $93,516 by not filling two
vacant positions. Supplies were reduced $8,450 by extending the life of current equipment.
Purchased services were reduced by $33,492 by reductions in the shelter services and training
related expenses. Final budget adjustments include an increase in salaries of$1,877.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The reduction of
two positions should be transparent to the public since patrol officers will respond to animal
complaint calls when code enforcement officers are not on duty; however, other more urgent
calls may take priority to animal complaint calls at times.
BOARD ACTION: Approved as recommended. Board concurred with the reduction in staffing.
Board approved the Humane Society contract in the amount of $109,830, not at the level of
• $120,703 requested by the Humane Society.
199
ORDINANCE ENFORCEMENT
•
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Number of dispatched calls 3,960 4,158 2,731
Animals Transported to Shelter 852 895 880
Effncy Measures
FTE's per 10,000/capita .1746 0.1898 0.1110
Per capita cost (county support) $1.47 $1.39 $0.86
Miles Driven per Call for Service 29.55 31.03 44.90
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
• Bureau Goals following Sheriffs Office Summary page.
•
200
• 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 drug and fire debris cases. The
laboratory meets the stringent requirements necessary for accreditation by the American
Society of Crime Lab Directors.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 158,434 $ 188,507 $ 188,507 $ 206,033
Supplies 42,039 24,200 24,200 24,200
Purchased Services 48,391 58,700 50,700 50,700
Fixed Charges 1,546 0 0 0
• Capital 0 14,000 14,000 14,000
Gross County Cost $ 250,410 $ 285,407 $ 277,407 $ 294,933
Revenue 252,317 115,383 115,383 115,383
Net County Cost $ - 1,913 $ 170,024 $ 162,024 $ 179,550
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: The only change is an $8,000 reduction in training. Final budget
adjustments include an increase in salaries of$17,526.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
201
• REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases/items completed —drugs & arson 140/290 140/290 140/290
Court Testimony 3-5 3-5 3-5
Hours of Lab Analysis—drugs & arson 360 360 360
Efficiency Measures
FTE's per 10,000/capita .078 .076 0.75
Per capita cost (county support) $0.074 $0.645 $0.665
Effectiveness Measures
(desired results)
• Quality Audit 1 1 1
Proficiency Testing (Test Run/Errors) 2/0 2/0 2/0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
•
202
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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 $ 108,514 $ 96,644 $ 96,644 $ 109,178
Supplies 14,702 6,400 6,400 6,400
Purchased Services 14,905 33,819 33,819 33,819
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 138,121 $ 136,863 $ 136,863 $ 149,397
Revenue 56,201 82,468 82,468 82,468
• Net County Cost $ 81,920 $ 54,395 $ 54,395 $ 66,929
Budgeted Positions 2 2 2 2
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of
$12,534.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
203
• VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Number of victims and witnesses served 1,288 1,293 1,092
Number of VALE grants administered 1 1 1
Efficiency Measures
FTE's per 10,000/capita 0.078 0.076 0.072
Per capita cost(county support) $0.32 $0.21 $0.25
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
•
•
204
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Multi-Jurisdictional Drug Task Force- - 1000-21410
DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force provides drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics
unit for any law enforcement agency in Weld County. Task Force personnel are directly
supervised by the Greeley Police Department with policy and strategic direction from a Control
Group of area chiefs and the Sheriff.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 95,840 $ 95,012 $ 95,012 $ 101,174
Supplies 0 0 0 0
Purchased Services 0 70,248 70,248 70,248
Fixed Charges 70,248 0 0 0
Capital 0 0 0 0
• Gross County Cost $ 166,088 $ 165,260 $ 165,260 $ 171,422
Revenue 0 0 0 0
Net County Cost $ 166,088 $ 165,260 $ 165,260 $ 171,422
Budgeted Positions 1 1 1 1
SUMMARY OF CHANGES: The requested amount reflects the period from January 1, 2011,
through December 31, 2011. The Drug Task Force has been approved through, and is
operating on, the grant commencing October 1, 2009, through September 30, 2010. The Drug
Task Force will be requesting another grant to operate during the 12-month period commencing
October 1, 2010. This grant has been operating for the past several years with the assistance
of less than 15% federal funding. The Weld County Drug Task Force Board has met and
discussed impacts. In 2007, the goal was to be moving towards self-funding from all Weld
County agencies during the grant period in preparation for the end of the federal grant program.
In 2006, Weld County increased funding to cover 50% of the assigned investigator with the goal
of covering the full salary of the investigator in 2007, and this did occur. The above figures
reflect the projected cost to the County to operate without grant assistance for 2010-2011.
Although there is a strong chance the Drug task Force will lose funding from the current grant,
they are seeking additional funding from a HIDA grant. Final Budget adjustments include an
increase in salaries of$6,162.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. If grant funding
• is not secured by the end of October, it is suggested that the Board reconsider the funding
level.
BOARD ACTION: Approved as recommended.
205
MULTI-JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Criminal Cases Opened 180 180 175
Drug Arrests 160 150 155
Search Warrants Executed 25 25 25
Cocaine Seizures (Kilos) 14 7 8
Methamphetamine Seizures (Pounds) 7 7 8
Marijuana Seizures (Pounds) 100 100 100
Meth Lab Seized 6 5 3
• Efficiency Measures
FTE's per 10,000/capita 0.389 0.038 0.037
Per capita cost(county support) $0.65 $0.63 $0.63
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
•
206
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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 $ 12,720,637 $ 13,394,892 $ 12,944,165 $ 13,220,589
Supplies 347,090 280,433 278,832 278,832
Purchased Services 3,573,983 3,771,002 3,713,043 3,713,043
Fixed Charges 4,277 16,867 12,865 12,865
Capital 37,169 62,811 7,996 7,996
Gross County Cost $ 16,683,156 $ 17,526,005 $ 16,956,901 $ 17,233,335
Revenue 1,577,286 859,200 728,200 728,200
• Net County Cost $ 15,105,870 $16,666,805 $ 16,228,701 $ 16,505,125
Budgeted Positions 200.6 203.8 197.0 197.0
SUMMARY OF CHANGES: Changes in Personnel Services reflect the elimination of 6
correctional officer positions ($377,266), reducing total secure jail bed capacity to 630 beds
from 683 in 2010. The inmate work crew program, which included a part-time inmate work crew
supervisor position ($37,336), has been eliminated. Overtime has been reduced by $36,125.
Capital is reduced by $54,815, because larger items of equipment were replaced in 2009 and
2010. Service and supply accounts have been reduced by$63,562 due to the lower anticipated
inmate population. Revenue continues to decline by $131,000 because of fewer adult booking
fees and less jail utilization by cities and towns. Final budget adjustments include an increase
in salaries of$276,424.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon
inmate population trends and the removal of the Community Corrections program from the jail,
there is great flexibility to manage and supervise the capacity of the jail population. The
positions being eliminated were vacant all of 2010; therefore, the jail has been operating at the
recommended 2011 budgeted staffing level. Currently, the jail is operating with around 550
inmates, so the budgeted capacity of 630 beds appears to be realistic. As always with jail
population projections there are some unknowns, such as the impact of mandatory DUI
sentencing that is projected to add 10-12 beds to the average population, and DOC inmates
who may backup into county jails since DOC is at capacity until the new release guidelines
provide relief for DOC. Thus far, the county has been able to contract with Washington and
Park Counties to take our DOC inmates and the revenue from DOC is passed on to the county
housing the DOC inmates.
• BOARD ACTION: Approved as recommended. Board concurred with the reductions.
207
• NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Out uts
Avg. Secure Jail Population Daily 570 550 575
Avg. Work Release Clients Daily 159 187 190
Avg. Electronic Home Monitoring Daily 118 130 135
Avg. Pre-Trial Supervision Clients Daily 229 n/a n/a
Total Offenders Under Supervision Daily 1,076 867 900
All Offenders Processed Into Facilities 14,962 15,450 15,975
Number of Offenders Transported to 17,463 17,750 18,000
Court Appearances
New Correctional Officers Entering
Basic Training 33 16 24
• Efficiency Measures
Offender Supervision FTE's per
10,000 Capita 9.3 9.0 8.5
Per capita net cost $67.16 $69.63 $67.60
Avg. Medical Cost Per Inmate Daily $12.70 $13.92 $13.32
Avg. Food Cost Per Inmate Daily $3.14 $3.02 $3.05
Secure Facility Occupancy Rate 92% 89% 91%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals on page prior to North Jail Complex (1000-24410) Summary.
•
208
• 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 $ 2,134,425 $ 2,132,871 $ 2,130,721 $ 2,217,296
Supplies 44,432 41,318 42,365 42,365
Purchased Services 632,570 395,003 464,301 464,301
Fixed Charges 1,568 2,800 1,600 1,600
• Capital 0 0 0 0
Gross County Cost $ 2,812,995 $ 2,571,992 $ 2,638,987 $ 2,725,562
Revenue 666,509 892,000 969,700 969,700
Net County Cost $ 2,146,486 $ 1,679,992 $ 1,669,287 $ 1,755,862
Budgeted Positions 38 32.0 32.0 32.0
SUMMARY OF CHANGES: The small reduction in Personnel Services results from reduced
overtime. Purchased Services increased primarily because of a budget request for GPS
technology to provide improved accountability and monitoring for certain types of offenders
under community supervision. The revenue increase results from a request to increase work
release fees from the current $12 daily to $14 in order to offset the request for GPS monitoring
technology. Final budget adjustments include an increase in salaries of$86,575.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Recommend
that the GPS technology be acquired and that the work release fee be increased accordingly.
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.
209
• 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 6,120 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 6,120 $ 0 $ 0 $ 0
Revenue 0 0 0 0
• Net County Cost $ 6,120 $ 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 2011.
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.
•
210
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Office of Emergencv Management- - 1000-26200
DEPARTMENT DESCRIPTION: Develops, plans, and coordinates emergency planning in
case of either natural or other disaster on county, state, and federal level. The Department
coordinates emergency response exercises for participants to evaluate effectiveness and
improvement.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 94,355 $ 94,763 $ 94,763 $ 100,387
Supplies 29,777 7,900 7,900 7,900
Purchased Services 55,174 56,662 58,450 58,450
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 179,306 $ 159,325 $ 161,113 $ 166,737
• Revenue 89,638 51,400 60,000 60,000
Net County Cost $ 89,668 $ 107,925 $ 101,113 $ 106,737
Budgeted Positions 1 1 1 1
SUMMARY OF CHANGES: The changes to this budget consist of cost savings due to an
increase in the Emergency Management Performance Grant from $51,400, to $60,000. An
increase to purchased services is requested to support cell phone plans for first responders.
The gross county cost does increase; however, with the increase in grant funding, the overall
net county cost will decrease from the 2010 budget by 6.3%. Final budget adjustments include
an increase in salaries of$5,624.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
211
• 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 1,100 500 500
Number of inspections and/or reports 12 12 12
Efficiency Measures
FTE's per 10,000/capita .039 .038 .27
Per capita cost $0.35 $0.41 $0.40
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
•
•
212
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County-wide Communications - - 1000-22100
DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies,
18 fire departments, 2 rescue/ambulance departments, plus local government including public
works.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 3,955 0 0 0
Purchased Services 1,442,711 1,440,894 1,846,857 2,048,813
Fixed Charges 8,050 0 0 0
Gross County Cost $ 1,454,716 $ 1,440,894 $ 1,846,857 $ 2,048,813
Revenue 88,377 56,200 68,068 330,174
• Net County Cost $ 1,366,339 $ 1,384,694 $ 1,778,789 $ 1,718,639
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,
effective with the 2011 budget. The total costs of the WCRCC facility will be determined by
adding all the costs incurred by the City, County, and the E911 Authority to support the
WCRCC. Cost per incident will then be determined by taking the total costs of the WCRCC
less E911 Authority contribution, E911 costs paid, and any other grant amounts to determine
total to be allocated. The percentage of dispatchers assigned to law incidents and the
percentage of dispatchers assigned to fire incidents shall be determined based upon dispatcher
console assignments. The percentage of law incidents and fire incidents shall be applied to the
total amount to be allocated to determine the total costs for fire and law incidents. Incidents by
agency shall be determined based upon computer aided dispatch records of actual calls for two
years in arrears, i.e., 2011 budget will use 2009 actual call and incident data. The percentage
law incident per agency shall be applied to the total allocated costs for law incidents to
determine the cost per agency. The same will be done for fire agencies. The costs determined
through this process for Greeley Police Department and the Union Colony Fire Authority shall
be added together to determine the City's contribution. The remaining amount shall be
• County's total costs.
213
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (continued):
The County shall identify the amount to be charged to other agencies, and the Enterprise Fund
for the WCRCC shall bill and collect the amounts each year. The amounts paid by other
agencies shall be deducted from County's contribution of the annual costs of the WCRCC. 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 2011, other agencies will be charged $100,369.
Weld County's share, per the contract formula for 2011, is $788,693 for county functions, plus
the other agencies' share of $1,210,120 for a total of $1,998,813. In addition to the contract
costs of$1,998,813 paid the City of Greeley, the County pays for the phone costs ($50,000) for
the WCRCC. The amount for phone costs is reimbursed by Greeley per the contract formula.
In addition, the County recovers $111,737 for indirect costs per the formula. For 2011, other
agencies will be charged $100,369 per a formula adopted by the Communications Advisory
Board. The Net costs for Weld County in 2011 will be $1,718,639.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The budget for
• Weld County has increased by $333,945 due to the new formula. When all prior costs are
taken into account the increase for 2011 is $233,945. 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: The Board approved the Final Budget amount in accordance with the cost
sharing formula contained in the July 7, 2010, contract between Weld County and the City of
Greeley. Net County cost is $1,718,639.
•
214
COMMUNICATIONS
• (CONTINUED)
1000-22100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls 95,866 93,900 95,000
Non-911 Calls 264,813 265,000 268,000
CAD Incidents for Law and Fire/Ambulance 353,777 351,000 355,000
EMD Calls 15,955 17,025 17,500
Criminal Justice Records,Total Case Ws
issued 27,701 28,500 29,350
ARS Documents Transcribed 49,991 51,450 53,000
Warrants Processing Activity 19,303 19,850 20,450
Citations Processed 34,222 38,000 39,150
Phone Calls into Records 70,887 73,000 75,000
• Computer Service Requests 20,000 20,000 20,000
Efficiency Measures
FTE's per 10,000 per Capita 2.10 2.05 2.00
Per Capita Cost- Operating Budget $5.32 $5.26 $6.58
EMD Call per FTE 295 315 324
CAD Incident per FTE 6,551 6,500 6,574
Total Telephone Calls to Center per FTE 6,679 6,646 6,722
ARS Document transcribed per FTE 2,346 2,200 2,200
Goal PSI: To answer 100%of 911 calls within 15 seconds.
DESIRED PRELIMINARY PERFOR-MANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PS 1-01: Improved Percentage of calls answered within 15 97.00% 99.00% 99.00%
customer service in seconds Through
the most critical May
component of
emergency
dispatch services
•
215
• 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 1,277 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 20,000 0 0
Gross County Cost $ 1,277 $ 20,000 $ 0 $ 0
Revenue 0 0 0 0
• Net County Cost $ 1,277 $ 20,000 $ 0 $ 0
Budgeted Positions 0 0 0 0
SUMMARY OF CHANGES: Nothing has been funded in this budget for 2011. It is proposed
that the communications system be upgraded in 2011-2012, at a total cost of $6,700,000. The
upgrade for 2011-2012 will be funded by the E911 Authority Board contributing $2,000,000 from
its reserve and Weld County contributing $2,350,000 in 2011 and 2012, for the remaining
$4,700,000 from the Capital Expenditure Fund for the total estimated cost of $6,700,000.
Beginning in 2013, Weld County will fund $500,000 per year, for the Communications System
Reserve for future communications systems upgrades.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. Board approved Communications system
upgrade funding in Capital Expenditure Fund.
•
216
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System -- 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer-aided dispatch, criminal records
management,jail records management, and prosecution system.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Supplies $ 64,592 $ 100,000 $ 0 $ 0
Purchased Services 901,425 750,376 750,376 876,393
Gross County Cost $ 966,017 $ 850,376 $ 750,376 $ 876,393
Revenue 0 0 0 82,599
Net County Cost $ 966,017 $ 850,376 $ 750,376 $ 793,794
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, effective with the 2011 budget.
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. If the County
determines an amount shall be charged to another agency, the Enterprise Fund shall bill and
collect the amount from the agency. The amount that other agencies pay shall be deducted
from the amount the County is obligated to pay annually. Weld County's share for 2011 will be
$377,954 for records and $498,439 for information services, for a total of $876,393. Revenue
in the amount of $82,599 will be recovered from municipalities using the Criminal Justice
Information System.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board approved the Final Budget amount in accordance with the cost
sharing formula contained in the July 7, 2010, contract between Weld County and the City of
• Greeley. Net County cost is $793,794.
217
CRIMINAL JUSTICE INFORMATION
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
ARS documents transcribed 10,000 9,000 9,000
Efficiency Measures
Per capita cost (county support) $3.76 $3.23 $2.94
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
•
•
218
BUDGET UNIT REQUEST SUMMARY
•
AGENCY/DEPARTMENT NAME: CORONER
BUDGET UNIT TITLE AND NUMBER: Coroner- - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County.
Autopsies are performed in all cases of suspicious death, or at the discretion of the Coroner's
or District Attorney's Office. State laboratories are available in Denver; however, Weld County's
Coroner usually employs the registered pathologists and laboratory facilities of North Colorado
Medical Center and McKee Medical Center.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 443,185 $ 380,366 $ 380,366 $ 395,183
Supplies 21,510 13,000 13,000 13,000
Purchased Services 224,483 240,574 240,574 240,574
Fixed Charges 49 0 0 0
Capital 0 0 0 0
• Gross County Cost $ 689,227 $ 633,940 $ 633,940 $ 648,757
Revenue 414 700 700 700
Net County Cost $ 688,813 $ 633,240 $ 633,240 $ 648,057
Budgeted Positions 5.5 5.5 5.5 5.5
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of
$14,817.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
219
• CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Number of cases 957 1,050 1,000
Number of inspections 337 450 400
Number of full autopsies 147 160 150
Efficiency Measures
FTE's per 10,000/capita 0.214 0.209 0.204
Per capita cost (county support) $2.68 $2.40 $2.40
Cost per autopsy/inspection $904 $904 $940
Goal PS2: To provide the highest quality medico-legal investigation in an efficient and compassionate
• manner.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PS2-1: 100%of Percent of investigators with valid 60% 60% 60%
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 A completed self-assessment and action
and maintain plan 100% Achieve Achieve
departmental Completion NAME NAME
accreditation Percentage indices of necessary changes of Self Accreditation Accreditation
through the Assessment within three within two
National Conference of accreditation from The years. years
Association of NAME
Medical Examiners
(The NAME)
•
220
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. The division also provides for criminal justice system's
planning functions.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 415,971 $ 452,653 $ 401,335
Supplies 0 15,500 15,500 15,500
Purchased Services 0 47,350 36,577 36,577
Gross County Cost $ 0 $ 478,821 $ 504,730 $ 453,412
• Revenue 0 0 10,000 10,000
Net County Cost $ 0 $ 478,821 $ 494,730 $ 443,412
Budgeted Positions 0 6 7 6
SUMMARY OF CHANGES: The request includes the addition of a Pretrial Services Clerk
position (Grade 8) at a cost of $38,294, to support work in the division. The position will provide
front desk reception duties for all persons entering the office; provide necessary information to
callers; receive, process, and manage cash handling duties from fees paid by defendants in the
PTS program; input data to include case file preparation and of ALL court dates of defendants
in the program (approximately 4500 hearings annually); and input and track court dates through
proposed IVR program to create inbound/outbound call capability to defendants to assure court
appearance. At present, the division has no administrative support function. Workload and
defendant caseloads for Pretrial Services have increased since transfer of the program from the
Sheriff's Office to the division. The recommended budget does not include the additional clerk.
Criminal Justice Planner/Coordinator FTE was originally authorized in 2010 budget; however, it
was not filled. Request is to fill the position in 2011. Other professional Services for assistance
to clients have been reduced by $10,773. The budget includes the recommendation to create a
$20 Pretrial Services fee to defendants ordered by the Courts to pretrial supervision, for
estimated revenue of $10,000. Final budget adjustments include an increase in salaries of
$16,592.
•
221
• PRETRIAL SERVICES
(CONTINUED)
1000-24100
FINANCE/ADMINISTRATION RECOMMENDATION: The additional clerk is not
recommended. In light of the tight 2011 budget it is recommended that consideration of the
position be deferred until the 2012 budget process. Also, the clerical position and the Criminal
Justice Planner position that was not filled in 2010 need to be evaluated together as far as what
the true needs of the department are after a year (plus) in operational experience. Funding for
the Criminal Justice Planner is included in the 2011 budget. Prior to filling the Criminal Justice
Planner position an assessment of the staffing needs of the department should be completed.
It is recommended that the $20 Pretrial Services fee to defendants ordered by the Courts to
pretrial supervision be implemented as soon as possible instead of waiting until the beginning of
2011. Estimated revenue of$10,000 would be realized from the fee.
BOARD ACTION: The Board approved the additional Office Tech II for clerical support for the
department. The Criminal Justice Planner position was transferred to the Finance and
Administration budget unit (1000-16100) from Justice Services ($69,522). Although budgeted
in the Finance and Administration department the Criminal Justice Planner position will be
assigned initially to work under the supervision and direction of the Bureau Chief at the Jail to
establish the foundation of the criminal justice planning function in Weld County.
• The $20.00 Pretrial fee was approved, effective January 1, 2011. All other items for the
department were approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Pretrial Services -- 1,100 1,100
Efficiency Measures
FTE's per 10,000/capita - - .228 .222
Per capita net cost -- $1.82 $1.64
•
222
• PRETRIAL 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)
PS3-2: Pre-Trial Cost avoidance/savings by helping 350 400 400
Services. Reduce manage overcrowding and high expense defendants defendants defendants
cost of pretrial of operating the jail; (average (average daily (average daily
incarceration. daily population) population)
Pretrial release& population)
supervision services
assure court Potential cost avoidance $8,300,000 $9,400.000 $9,400.000
appearances and
reduce new crime Low failure to appear rate for court 5%Failure 5%Failure to 5%Failure to
commission by appearances and re-arrest of defendants to Appear Appear Appear
defendants released under pretrial services supervision.
on bond
4% 4% 4%
Commission Commission of Commission of
• of new crime new crime new crime
PS3-3: Increase Create Criminal Justice Planning 0 TBD TBD
efficiency and function--develop best practice
effectiveness of local programs,analyze crime trends,and
criminal justice improve fiscal well being,coordination
system. and cooperation among justice system
and community entities. Support CJAC.
•
223
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - - 1000-24200
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. The Division provides administrative assistance and guidance to the
Community Corrections Board with establishing and enforcing standards of operation of the
sub-contracted programs.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 145,331 $ 37,179 $ 50,564 $ 50,564
Supplies 1,531 900 900 900
• Purchased Services 2,165,527 2,061,101 2,259,649 2,259,649
Fixed Charges 18,073 26,961 25,042 25,042
Capital 0 0 0 0
Gross County Cost $ 2,330,462 $ 2,126,141 $ 2,336,155 $ 2,336,155
Revenue 2,259,763 2,126,141 2,336,155 2,336,155
Net County Cost $ 70,699 $ 0 $ 0 $ 0
Budgeted Positions 2 1 1 1
SUMMARY OF CHANGES: The Master Contract with the State and subsequent sub-contract
with Intervention Community Corrections Services, Inc. (ICCS) was renewed for FY 2010/2011.
Funding allocations from the State remain stable at $1,143,333 for Residential Diversion
placements, $125,210 for Non-Residential Diversion supervision, $881,606 for Residential
Transition placements, and $86,006 for county administration of the community corrections
board/staff. The Department of Corrections Intensive Supervision Program (ISP) sub-contract
was renewed with BI Inc., and Rocky Mountain Offender Management Systems LLC, with an
increase of State funding to $100,000, with approximately $2,000 retained for county
administration of that program. ICCS now occupies and provides services at the new facility. A
restructured Lease Agreement with this vendor is also in place. Revenue from the lease of
$252,636 is budgeted in Budget Unit 90100.
•
224
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out uts
Intervention Community Correction Services:
Total beds: Average Daily Populations 200 220 224
Residential Transition beds 45 60 64
Residential Diversion beds 83 83 83
Non-Residential diversion slots 67 67 67
Efficiency Measures
FTE's per 10,000/capita 0.039 0.038 0.037
• Goal PS-3: Provide safe,constructive and less expensive alternatives to use of jail and prisons;promote an
accountable,coordinated justice system that focuses on present and future needs of Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PS3-1: Cost savings by providing a less costly 200 residential 220 residential 224 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
placement for Recidivism rates for offenders, 2% 2% 2%
eligible adult male completing the Community
and female 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 250 300 300
Corrections. All offenders participate in some form
Ensure offenders of educational and/or vocational
are given programming.
opportunities& $2,021,263 $2,126,141 $2,336,155
access to Receive,manage,and process all
community community corrections funds from the
resources; State;
treatment and $5,475,000(est.) $6,022,500 $6,617,385
employment Cost avoidance/savings ratio of
• services,while Community Corrections Programs to
living in staff- County.
secure correctional
setting
225
• 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 $ 688,994 $ 657,355 $ 671,595 $ 686,011
Supplies 84,183 51,300 61,000 61,000
Purchased Services 51,073 94,127 76,225 76,225
Fixed Charges 99,998 90,049 108,849 108,849
Capital 0 0 0 0
Gross County Cost $ 924,248 $ 892,831 $ 917,669 $ 932,085
• Revenue 976,413 790,000 850,000 850,000
Net County Cost $ 52,165 $ 102,831 $ 67,669 $ 82,085
Budgeted Positions 16 9 9 9
SUMMARY OF CHANGES: Personnel Services increased $14,241 due to the increased cost
of health insurance and step increases. Also included is a proposal to reclassify two building
inspector positions ($7,000) in an effort to improve efficiency and customer service. The
increase in Supplies of $9,700 is due to accurate budgeting for annual maintenance costs for
Accella (increase of $10,500). Without the increase in Accella expenses, the Supplies request
would be reduced by approximately $800. The Purchased Services request was reduced by
$7,750, primarily due to anticipated vehicle maintenance costs. The Fixed Cost increase of
$648 is due to cost allocation of several Planning staffs' time spent in Building Inspection.
Revenue is anticipated to increase by $60,000 due to the increased oil and gas inspection
activity in the county. Net county costs are down $35,162. Final budget adjustments include an
increase in salaries of$14,416.
FINANCE/ADMINISTRATION RECOMMENDATION: The proposal to reclassify two building
inspectors to Residential Combination Inspectors is recommended. The cost of the
reclassifications in $7,000, but the reclassifications will provide improved efficiencies and
improved customer service by being able to send only one inspector to a building site versus
two. It is estimated the change will save $13,850 annually in vehicle costs and approximately
• 481 hours of staff time.
BOARD ACTION: Approved as recommended. Board approved the upgrade of the Building
Inspector positions.
226
BUILDING INSPECTION
1111 (CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of inspections performed 16,288 17,744 17,744
Avg. #of inspections per building permit 15.5 15.5 15.5
Number of inspections per inspector 16 17 17
Number of Bldg Compliance violations 149 156 156
Number of Bldg Complaints n/a 60 60
Number of miles driven per inspector 87,512 80,297 58,652
Number of inspectors performing 2 4 4
Combination Residential Inspections
Plans Examiner/Inspector-On-Call Work Outputs)
5 #of major plan reviews 336 456 456
#of minor plan reviews 1,065 1,167 1,167
Technical Support Work Outputs
# of building permits processed 1,976 2,208 2,208
Efficiency Measures
FTE's per 10,000/capita .35 .34 .33
Per capita cost (county support) $ - 1.76 $ 0.39 $ 0.30
5
227
• 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: Maintain Attendance at 2 ICC classes(6 staff) 12 12 12
quality customer
service with Maintenance of appropriate certifications n/a n/a n/a
existing staff
levels
Goal LU-6: Increase knowledge and understanding of adopted codes to citizens,homeowners,contractors,
and builders through education.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU6-1: 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
•
228
• 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)
LU7-1: Maintain a Percentage of current inspections 1% 1% 2%
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
Ensure timeliness 75% 80% 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 n/a 99% 99%
within current with policy time frame—measurable by corn
policy time frame. plaints
Return customers
call and questions Measurable by number of complaints n/a 100% 100%
within 24 hours. annually
Maintain quality
customer service
with existing staff
levels
•
229
• 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 $ 265,542 $ 273,970 $ 273,970 $ 284,519
Supplies 27,973 57,350 62,100 62,100
Purchased Services 315,567 180,210 156,375 156,375
Fixed Charges 8,603 0 0 0
Capital 0 0 0 0
Gross County Cost $ 617,685 $ 511,530 $ 492,445 $ 502,994
Revenue 6,590 10,000 10,000 10,000
• Net County Cost $ 611,095 $ 501,530 $ 482,445 $ 492,994
2 FTE 2 FTE 2 FTE 2 FTE
Budgeted Positions
3 PT 4PT 4PT 4PT
SUMMARY OF CHANGES: Supplies increased a total of $4,750, due to a decrease of $250
for outerwear for two seasonal employees and an increase of $5,000 for chemical "mowing" on
paved roads. Purchased Services decreased a total of $23,835 due to a reduction of $1,750
for Printing and Duplicating; a $400 decrease for Publications and Subscriptions; and a $21,685
reduction in Vehicle Expenses with the transfer of one service truck and two mowers to the
Pavement Management Division. Final budget adjustments include an increase in salaries of
$10,549.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
230
• 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%
All PPE equipment used as required 100% 100% 100%
Lane miles mowed annually 2,500 2,500 2,500
Efficiency Measures
FTE's per 10,000/capita .10 .11 .08
Per capita cost (county support) $2.57 $1.90 $1.83
• 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.
TPW9-2:Mowing 95%accuracy 100%of the time 95% 95% 95%
Operations
TPW9-3:Roads 95%accuracy 100%of the time 90% 90% 90%
spot treated for
noxious weeds
•
231
• 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 $ 1,748,773 $ 1,773,500 $ 1,771,500 $ 1,821,762
Supplies 85,668 78,500 59,100 59,100
Purchased Services 366,858 870,316 596,750 596,750
Fixed Charges 8,384 0 0 0
Contra - 531,328 -586,349 -586,349 -586,349
• Gross County Cost $ 1,678,355 $ 2,135,967 $ 1,841,001 $ 1,891,263
Revenue 0 0 0 0
Net County Cost $ 1,678,355 $ 2,135,967 $ 1,841,001 $ 1,891,263
Budgeted Positions 20 20 20 20
SUMMARY OF CHANGES: Personnel Services decreased $2,000 due to anticipated
overtime. Supplies decreased a total of $19,400 due to a $1,600 increase in Small Items of
Equipment for a PDA and scanner. There was a decrease of $21,000 for Computer Software
based on anticipated needs for 2011. Purchased Services decreased $273,566 based on the
following: A $600 increase in the Memberships and Registrations line item for an increased
cost for the nuclear gauge registration fees; a $25,000 increase for Engineering and
Architectural for anticipated costs; a decrease of $140,535 for Other Professional Services
based on 2011 needs; a reduction of $8,131 for Vehicle Expenses based on anticipated costs;
an increase of $1,000 in Repair and Maintenance Equipment based on repair and maintenance
costs for survey equipment and total station; a $1,500 decrease for Training based on
anticipated training needs in 2011; and a $150,000 reduction in the Strategic Road line item.
Final budget adjustments include an increase in salaries of$50,262.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
• BOARD ACTION: Approved as recommended.
232
GENERAL ENGINEERING
• (CONTINUED)
1000-31100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 6 5 7
Number of construction projects completed 4 4 5
Number of plats reviewed 399 420 450
Goal TPWB: Provide engineering services including design,development,inspections,and all phases of
highway engineering bridge engineering and construction inspection and testing.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
• TPW8-1:Capital 95%accuracy 100%of the time 100% 100% 100%
Improvement
99%accuracy 100%of the time 100% 100% 100%
95%accuracy 100%of the time 100% 100% 100%
TPWB-2: 95%accuracy 100%of the time 100% 100% 100%
Construction Testing
99%accuracy 100%of the time 100% 100% 100%
TPW8-3: 99%accuracy 100%of the time 100% 100% 100%
Development
Review 99%accuracy 100%of the time 100% 100% 100%
TPW 8-4:Five Year 90%accuracy 100%of the time 100% 100% 100%
Plan
•
233
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 $ 43,216 $ 44,202 $ 44,202 $ 45,579
Supplies 3,549 2,400 2,400 2,400
Purchased Services 19,018 24,100 24,100 24,100
Fixed Charges 991 0 0 0
Capital 0 0 0 0
Gross County Cost $ 66,774 $ 70,702 $ 70,702 $ 72,079
Revenue 1,939 1,375 1,900 1,900
• Net County Cost $ 64,835 $ 69,327 $ 68,802 $ 70,179
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Net county costs are down $525. Expenditures for 2011 are
unchanged with only a reallocation of line items based on historical expenditure patterns.
Revenues are up $525. Final budget adjustments include an increase in salaries of$1,377.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
234
• MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors 500 600 600
Efficiency Measures
FTE's per 10,000/capita 0.039 0.038 0.037
Per capita cost (county support) $0.252 $0.263 $0.260
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
•
•
235
• 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 32,000 29,000 29,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 32,000 $ 32,000 $ 29,000 $ 29,000
Revenue 0 0 0 0
• Net County Cost $ 32,000 $ 32,000 $ 29,000 $ 29,000
Budgeted Positions
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration, with Windsor and Greeley, of the Poudre River Trail. This represents $18,000
towards the staff position and $11,000 towards maintenance, and is a $3,000 reduction from
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 2011.
BOARD ACTION: Approved as recommended.
•
236
• 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 15,000 1,974 7,895 7,895
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 15,000 $ 1,974 $ 7,895 $ 7,895
Revenue 0 0 0 0
• Net County Cost $ 15,000 $ 1,974 $ 7,895 $ 7,895
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The Greeley-Weld County Airport plans to undertake the second
phase of a multi-year rehabilitation of failing pavement throughout the hangar areas around the
airport. This project has been part of the airport's Capital Improvement Program for a number
of years. Failing pavements throughout the hangar areas pose a direct operational and safety
related threat to aircraft operations and aircraft passengers. The local share of this project
comes from matching funds toward the FAA grant of $15,790, of which the county's share is
$7,895.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
237
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs Transfer - - 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the sixteen senior centers
throughout the county.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 12,500 10,625 10,360 10,360
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 12,500 $ 10,625 $ 10,360 $ 10,360
Revenue 0 0 0 0
Net County Cost $ 12,500 $ 10,625 $ 10,360 $ 10,360
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Recommended budget has been reduced 10%. $1,063 would
have to be added back to restore funding to a 2.5% reduction. The funds will be equally divided
among the sixteen senior centers throughout Weld County. Each site determines how the
money can best be spent to benefit their senior program
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board restored the reduction to only 2.5%, instead of the ten percent
(10%) recommended reduction.
•
238
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management -- 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management, and Little Dry Creek Watershed Group.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 9,433 11,367 10,000 10,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 9,433 $ 11,367 $ 10,000 $ 10,000
Revenue 0 0 0 0
• Net County Cost $ 9,433 $ 11,367 $ 10,000 $ 10,000
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: This budget is the same as 2010, and includes dues for the North
Front Range Water Quality Planning Organization ($8,500) and membership for the Little Dry
Creek Watershed Group ($1,500). No funding for the Big Thompson Watershed Forum or
Cache la Poudre Watershed project is included, since no requests were made for 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in
NFRWQPO and Little Dry Creek Watershed Group.
BOARD ACTION: Approved as recommended.
•
239
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 31,729 39,206 195,988 38,225
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 31,729 $ 39,206 $ 195,988 $ 38,225
• Revenue 0 0 0 0
Net County Cost $ 31,729 $ 39,206 $ 195,988 $ 38,225
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Envision has requested the county fund $195,988 to meet its
budget challenges. 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 incur significant monthly losses for over two 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 $39,206. The recommended 2011
funding level is $35,285, which is a 10% reduction, 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 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.
•
240
• DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-50130
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): In Envision's request it
states that Colorado Revised Statute (C.R.S.) 27-10.5-104, which established the Community
Centered Board system in Colorado, contains the intent that state funding should be
supplemented by local funds. Finance disputes that claim in light of the 2008 amendment to
Section 27-10.5-104(7)(a), C.R.S. Prior to 2008, the statute stated that there should be five
percent local funding. With the 2008 amendment to Section 27-10.5-104(7)(a), C.R.S., the
local funding reference was removed and only references state and federal funding, except for
certain required local school district funds specified in the statute. With the 2008 amendment
there is no requirement for local funding from the county, not even the $35,285 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: The Board restored the reduction to only 2.5%, instead of the 10%
recommended reduction.
•
•
241
• BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 104,599 171,000 171,000 168,225
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 104,599 $ 171,000 $ 171,000 $ 168,225
Revenue 0 0 0 0
• Net County Cost $ 104,599 $ 171,000 $ 171,000 $ 168,225
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The request from North Range Behavioral Health is for $111,000,
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. The North Front Range Behavioral
Health recommended amount has been reduced by 10%.
FINANCE/ADMINISTRATION RECOMMENDATION: To restore the cut to only 2.5% would
require adding $8,325 back into the budget.
BOARD ACTION: The Board restored the reduction to only 2.5%, instead of the 10%
recommended reduction for North Range Behavioral Health.
•
242
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 16,500 9,775 8,797 9,530
Fixed Charges 0 0 0 0
Contra Account - 10,500 - 2,750 - 2,750 - 2,750
Gross County Cost $ 6,000 $ 7,025 $ 6,047 $ 6,780
Revenue 0 0 0 0
• Net County Cost $ 6,000 $ 7,025 $ 6,047 $ 6,780
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The base contract has been reduced by 10% to $8,797. Social
Services will reimburse the General Fund $2,750.
FINANCE/ADMINISTRATION RECOMMENDATION: To restore the reduction to 2.5% would
require increasing funding $978.
BOARD ACTION: The Board restored the reduction to only 2.5%, instead of the 10%
recommended reduction.
•
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• 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 277,592 0 0 0
Capital 0 0 0 0
Gross County Cost $ 277,592 $ 0 $ 0 $ 0
Revenue 0 0 0 0
• Net County Cost $ 277, 592 $ 0 $ 0 $ 0
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Retirement Fund for the
administrative costs of the program. The Board agreed, in 2007, to resume paying the costs to
free up funds for retiree cost-of-living adjustments in the Retirement Fund. At the Retirement
Board's meeting in May, 2009, they suspended cost-of-living funding for retirees until the
retirement plan is 75% fully funded.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
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• 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 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.
245
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 3,217,562 3,051,901 3,202,068 3,202,068
Capital 0 0 0 0
Gross County Cost $ 3,217,562 $ 3,051,901 $ 3,202,068 $ 3,202,068
Revenue 0 0 0 0
• Net County Cost $ 3,217,562 $ 3,051,901 $ 3,202,068 $ 3,202,068
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: Approved as recommended.
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Health Fund.
•
246
• 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 105,000 89,250 84,000 87,000
Gross County Cost $ 105,000 $ 89,250 $ 84,000 $ 87,000
Revenue 0 0 0 0
Net County Cost $ 105,000 $ 89,250 $ 84,000 $ 87,000
• Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Upstate Colorado Economic Development is requesting the
funding level of $76,500. The Small Business Development Center (SBDC) is also requesting
the same funding level of$7,500 for 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: The recommended budget includes only
90% of the prior year's funding level for both entities to be consistent with the funding level of all
outside agencies in 2011. The funding level of Upstate Colorado Economic Development is
recommended at $73,575 and SBDC at $6,750. Total budget is $80,325.
BOARD ACTION: The Board restored the reduction to only 2.5%, instead of the 10%
recommended reduction. Upstate is funded at $79,700, and SBDC is funded at $7,300.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
•
247
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase
contracts from Correctional Facility and the Administrative Building for building rents.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 0 0 0 0
• Net County Cost $ 0 $ 0 $ 0 $ 0
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Budget reflects the County's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
•
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• LEASE-PURCHASE AGREEMENTS
The following supplemental data regarding lease-purchase agreements involving real property
is required under Section 29-1-104(2)(d), C. R. S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements
involving real property $ -0-
B. The total maximum payment liability of the
local government under all lease-purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms $ -0-
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements other
than those involving real property $ -0-
• D. The total maximum payment liability of the
local government under all lease-purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal $ -0-
•
249
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 198,165 85,500 85,500 85,500
Purchased Services 417,741 305,000 305,000 305,000
Fixed Charges 86,990 122,000 122,000 122,000
Gross County Cost $ 702,896 $ 512,500 $ 512,500 $ 512,500
Revenue 59,167,989 58,672,490 57,921,843 58,207,287
Net County Cost $ -58,465,093 $ -58,159,990 $ - 57,409,343 $ - 57,694,787
• SUMMARY OF CHANGES: On the expense side, this budget is unchanged from 2010. The
$18,105 for the picnic is in the recommended budget amount, pending a Board decision on
whether to continue the plan put in place in 2010.
Revenues are down $465,203 over the current year. Property taxes are budgeted at
$53,118,155, down $934,039 primarily due to the increased property tax requirement for the
Social Services Fund. Interest earnings are projected to be up $57,000 with rates projected to
remain low in 2011; however, the Contingency Fund has an increased cash balance of over$20
million that will earn interest in 2011. Rents from Buildings are up $98,034 for a total of
$467,170 from Social Services ($166,234), PS Trophy ($16,800), Ft. Lupton Buildings
($31,500), and the Community Corrections building ($252,636). Oil and gas leases are
projected to be the same at $750,000, recovery of indirect costs are up $12,800 at $870,000,
and revenues from Urban Renewal Authorities (URA) are budgeted at $268,691 for Brighton
URA and $41,381 for South Firestone URA. Other smaller revenues are stable with little
change. Total revenues are $57,738,350.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Board
needs to decide if the county picnic funding is to continue in 2011. The projected cost is
$18,105, which is the same as 2010. There are no funds appropriated for personal property tax
incentive credits in 2011. In the final budget, the Board will need to decide the amount and
companies to receive them. The amount determined will be appropriated in
account 1000-90100-4116 Property Tax Adjustment, with an offsetting equal amount in account
1000-90100-4117 Personal Property Tax Incentives.
•
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Non-Departmental
(CONTINUED)
1000-90100
BOARD ACTION: Revenue in the amount of $12,000 from pay phone usage at the
Community Corrections Building was added to account 1000-90100-4410 Charges for Services.
Final property tax revenue was increased by$217,913.
The Board approved the $18,105 for the County picnic and decided that the picnic will be held
in conjunction with the Greeley Independent Stampede event in 2011.
The Board appropriated a total of$356,788 for personal property tax incentives for the following
companies:
COMPANY AMOUNT
Vestas Blade $ 96,252
CareStream 9,523
Owens-Illinois 137,669
RR Donnelley 5,926
Praxair 8,973
Solar Abound 98.445
TOTAL: $ 356,788
• All other items were approved as recommended.
•
251
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Sirge,E0a1iLlasiltanGe_ _ 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 $ 0 $ 0 $ 0 $ 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45,
• employers must account for the actuarial cost of post-employment benefits paid to retirees.
Weld County's only program outside of the retirement program is the payment of health
insurance benefits to retirees. Under GASB 45 an estimated actuarial amount is needed to be
reserved to recognize the cost of the benefit in periods related to when services are received by
the employer (Weld County). However, with the changes described below, funding is no longer
needed in this budget unit. Based upon the reserve amount in the Other Post Employment
Benefits (OPEB) Trust and the amount paid out each year for active retirees in department
budgets, the reserve requirement is being met.
FINANCE/ADMINISTRATION RECOMMENDATION: On July 21, 2010, the Board amended
the OPED 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.
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