HomeMy WebLinkAbout20102225.tiff 2011
PROPOSED BUDGET
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cnu-NTy OF WELD
STATE
2010-2225
QM 7A7C 7C) FZ- 64542
COUNTY OF WELD
2011
PROPOSED
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
September, 2010
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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 51
2011 BUDGET CALENDAR 54
Explanation of Overview of Budget and Management System 55
Overview of Budget and Management System 57
Hierarchy of Budget Information 58
Budget Process 59
2011 Guidelines 60
2011 Special Budget Instructions 62
2011 Program Issues 64
Significant Changes in Policy from Prior Years 65
Budget Policies 67
Long Range Financial Policies 68
Revenue Policies and Assumptions 70
Specific Revenue Assumptions of Significant Revenue 71
Major Revenue Historical Trends and Analysis 73
Policy Directions 74
Explanation of Individual Funds 76
Significant Budget and Accounting Policies 79
Capital Improvement Policy 81
Investment Policy 83
Fund Balance and Reserve Policy 84
Organizational Responsibility for Budget Units 85
Policy Matters/Points of Issue with Fiscal Impact 88
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2011 Salary and Benefit Recommendations 91
2011 Other Benefits 93
Position Authorization Changes Due to 2011 Budget 94
SUMMARY OF FUNDS:
Graph - -All Funds Revenue 96
Graph - -All Funds Expenditures 97
2011 Summary of Fund Balances 98
2011 Summary of Major Revenues and Expenditures 100
2010 Estimated Summary of Major Revenues and Expenditures 102
2009 Actual Summary of Major Revenues and Expenditures 104
PAGE
SUMMARY OF FUNDS (CONTINUED):
Governmental Funds - 2009 - 2011
Summary of Estimated Financial Sources and Uses 106
2010 Assessed Values to be Used for 2011 Budget 108
Net Program Cost 109
Summary of 2009 Allocated Costs Applicable for 2011 111
Seven Year Trend Data:
Beginning Fund Balance 112
County Expenditures 113
Weld County - Organizational Chart 114
Summary of County Funded Positions 115
GENERAL FUND:
Graph -- General Fund Revenues 119
Graph -- General Fund Expenditures 120
Seven Year Trend Data:
General Government 121
Public Safety 122
Health and Welfare 123
Narrative Fund Summary 124
Summary of Revenue 126
Summary of Expenditures 128
Office of the Board 130
County Attorney 132
Public Trustee 134
Clerk to the Board 136
Clerk and Recorder:
Recording/Administration 138
Elections 140
Motor Vehicle 142
Treasurer 144
Assessor 146
County Council 149
District Attorney:
Seven Year Trend Data 150
Budget Unit Summary 152
Juvenile Diversion 155
Victim/Witness Assistance 156
White Collar Crime Task Force 157
Finance and Administration 158
Accounting 160
Purchasing 162
Human Resources 164
Transportation 167
Planning and Zoning 169
Buildings and Grounds 173
Information Services 175
Geographical Information System 178
Printing and Supplies 180
PAGE
GENERAL FUND (CONTINUED):
Sheriffs Office:
Seven Year Trend Data 182
Budget Unit Summary -All Departments 183
Sheriff Administration 193
Sheriff Operations 195
Traffic Enforcement 197
Sheriff's Contract Services 199
Sheriff's Office Ordinance Enforcement 201
Regional Forensic Laboratory 203
Victim Advocate Services 205
Multi-Jurisdictional Drug Task Force 207
North Jail Complex 209
Centennial Jail 211
Contract Jail Space 212
Office of Emergency Management 213
Communications - County Wide 215
Communications System Development 218
Criminal Justice Information System 219
Coroner 221
Pre-Trial Services 223
Community Corrections 226
Building Inspection 228
Noxious Weeds 232
General Engineering 234
Missile Site Park 236
Parks and Trails 238
Airport 239
Senior Programs 240
Waste Water Management 241
Developmentally Disabled 242
Mental Health 244
Child Advocacy Center 245
Transfers:
Retirement 246
Human Services 247
Health Department 248
Economic Development 249
Building Rents 250
Non-Departmental 252
Retiree Health Insurance 253
Community Agency Grants 254
Extension Service 256
County Fair 258
Veteran's Office 259
Island Grove Building 260
Contingency (Salary) 261
iii
PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 263
Graph -- Public Works Expenditures 264
Graph -- Seven Year Trend Data 265
Narrative Fund Summary 266
Concerning Local Accountability for Money Used for
Highway Purposes 267
Construction Bidding for State-Funded Local Projects 268
Summary of Revenue 269
Summary of Expenditures 270
Summary—All Departments 271
Administration 272
Trucking 274
Motor Grader 276
Bridge Construction 278
Maintenance Support 280
Other Public Works 282
Mining 284
Pavement Management 286
Grants-in-Aid to Cities and Towns 288
Non-Departmental Revenue 289
Contingency (Salary) 290
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 291
Graph -- Social Services Expenditures 292
Graph -- Seven Year Trend Data 293
Fund Narrative 294
Cost Containment/Revenue Generation Strategies 296
Estimated Revenue 300
Mandated Programs 301
Summary of Revenue 302
Summary of Expenditures 303
Summary—All Departments 304
County Administration 305
Non Program Revenue 307
Other Programs 308
Child Support Administration 310
Temporary Assistance to Needy Families 312
Aid to Needy Disabled 314
Child Care 315
Old Age Pension 317
Child Welfare and Administration 319
Core Services 321
LEAP Program and Administration 322
General Assistance 323
iv
PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 325
Graph -- Health Fund Expenditures 326
Graph -- Seven Year Trend Data 327
Narrative Fund Summary 328
Summary of Revenue 330
Summary of Expenditures 331
Budget Unit Summary -All Departments 332
Non-Program Revenue 336
Administration 337
Health Communication 339
Community Health Services 341
Environmental Health Services 343
Public Health Preparedness 345
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 347
Narrative Fund Summary 348
Summary of Revenue 349
Summary of Expenditures 350
Summary—All Departments 351
Head Start Program (History only) 352
Migrant Head Start (History only) 353
Preschool Fund (History only) 354
Job Service (Wagner/Peyser) 355
Summer Job Hunt 356
Consumer Navigator 357
Employment First 358
WIRED Grant 359
Assistance to Needy Families 360
Workforce Investment Act-Administration 361
Workforce Investment Act -Adult Program 362
Workforce Investment Act - Youth Program 363
Multi-Disciplinary Youth Assessment 364
10% Incentive Grant (CIMS) 365
Workforce Investment Act- Statewide Activities Grant 366
Workforce Investment Act - Dislocated Worker Program 367
Educational Lab 368
AmeriCorps Program 369
Tight Corp Program 370
Pillars of Successful Independence 371
AAA Administration 372
AM Support Services 373
AAA Congregate Meal 374
AAA Home Delivered Meals 375
AAA Health Services 376
AAA Elder Abuse Grant 377
AAA Special Ombudsman 378
AAA Single Entry Point 379
v
PAGE
HUMAN SERVICES FUND (CONTINUED):
AAA (NMCM) 380
AAA (VALE) 381
AAA (State Funds) 382
Part E Family Caregiver Support 383
Supplemental Foods 384
Community Services Block Grant 385
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 387
Conservation Trust Fund:
Summary of Revenue 388
Summary of Expenditures 389
Budget Unit Summary 390
Contingency Fund:
Summary of Revenue 393
Summary of Expenditures 394
Budget Unit Summary 395
Emergency Reserve Fund
Summary of Revenue 396
Summary of Expenditures 397
Budget Unit Summary 398
Solid Waste Fund
Summary of Revenue 399
Summary of Expenditures 400
Budget Unit Request Summary - Code Enforcement 401
Budget Unit Fund Summary 402
CAPITAL FUNDS:
Graph - - Seven Year Trend 405
Narrative Fund Summary 406
Summary of Revenue 407
Summary of Expenditures 408
Budget Unit Summary 409
Long Range Capital Projects Five-Year Plan 410
PROPRIETARY FUNDS:
Narrative Summary of Funds 451
Paramedic Services Enterprise Fund:
Summary of Revenue 452
Summary of Expenditures 453
Budget Unit Summary 454
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Motor Pool Fund
Summary of Revenue 457
Summary of Expenditures 458
Budget Unit Summary - Motor Pool Administration 459
Budget Unit Summary - Motor Pool Equipment 461
IGS - Health Insurance Fund:
Summary of Revenue 464
Summary of Expenditures 465
Budget Unit Summary 466
IGS - Insurance Fund:
Summary of Revenue 468
Summary of Expenditures 469
Budget Unit Summary 470
IGS - Phone Services Fund:
Summary of Revenue 472
Summary of Expenditures 473
Budget Unit Summary 474
Weld County Finance Authority:
Budget Unit Summary 476
GLOSSARY 477
vii
COLORADO
( r)
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2010
President Executive Director
1
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DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE (303) 356-5000, EXT.4218
FAX: (303) 352-0242
915 10TH STREET
P.O. BOX 758
_b� + GREELEY, COLORADO 80632
C.
COLORADO
September 1, 2010
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 2011 proposed budget for operations and capital outlay totals a gross amount
of $172,330,665, with a net of $168,608,337 when interfund transfers are excluded. The
Internal Service Funds total an additional $23,260,991. The budget has been prepared in
accordance with your directives developed during the budget process. The budget is funded
with revenue estimates of $102,627,269, 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$77,098,235.
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 is forecast at 7.8 percent for 2010, which is close to two percent
below the forecasted 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 has experienced back-to-back contractions in construction 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 interests 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 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 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 close to 45 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. 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 $179,725,504 in 2011, a decrease of
10.37 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% $77,098,235 42.9% $ - 19,842,411
Other Taxes 8,030,000 4.0% 8,016,000 4.5% - 14,000
Licenses and Permits 1,860,400 0.9% 1,775,500 1.0% -84,900
Intergovernmental
Revenues 47,121,030 23.5% 45,638,182 25.4% - 1,482,848
Charges for Services 5,131,355 2.6% 5,443,709 3.0% 312,354
Paramedic Fees 5,791,647 2.9% 5,646,856 3.1% -144,791
Miscellaneous Revenue 6,285,729 3.1% 6,624,031 3.7% 338,302
Fee Accounts 7,412,000 3.7% 7,722,000 4.3% 310,000
Internal Service Charges 21,939,772 10.9% 21,760,991 12.1% - 178,781
TOTAL $ 200 512.579 100 0% L119,12.5,504 504 100.0% $-20,787,075
7
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $191,869,328 for 2011, which is a decrease
of 0.124 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% $ 26,712,928 13.9% $ -640,492
Social Services 24,491,500 12.7% 28,564,500 14.9% 4,073,000
Road and Bridge 27,550,340 14.3% 27,202,645 14.2% - 347,695
Public Safety 38,414,905 20.1% 38,170,809 19.9% -244,096
Human Services 8,648,349 4.5% 9,360,092 4.9% 711,743
Health 8,622,014 4.5% 8,261,306 4.3% -360,708
Capital 10,000,000 5.2% 6,800,000 3.5% - 3,200,000
Public Works 2,135,967 1.1% 1,841,001 1.0% -294,966
Contingency 13,400,000 7.0% 12,800,000 6.7% -600,000
Miscellaneous 675,958 0.4% 1,944,731 1.0% 1,268,773
Culture and Recreation 938,147 0.5% 902,622 0.5% -35,525
Auxiliary 394,926 0.2% 400,847 0.2% 5,921
Paramedic Services 5,791,647 3.0% 5,646,856 2.9% - 144,791
Internal Services 23,689,772 12.3% 23,260,991 12.1% -428,781
TOTAL $ 192,106,945 100 0% $ 191.869 328 100 0% $ -237 617
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 $170 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 $4,588,088,252, which is down $1,175,994,310 or 20.4 percent over last year.
All classes of property increased in assessed value for the year, except vacant land, which is
down $6.7 million, or 6 percent, natural resources, which are down $3.2 million or 20.0 percent,
and oil and gas, which is down $1.266 billion or 44%. 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 $232,730, or less than
one percent; industrial is up $56.0 million, or 20 percent; commercial property is up $12.9
million, or 9 percent; and State assessed property is up $47.5 million, or 9 percent. There is an
actual value increase of new construction of $395 million, or 1.92 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 $51,696,176. 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 $64,496,176.
9
MAJOR FACTORS IMPACTING THE 2010 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 close to 45 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 $72,950,316, up $227,821. 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. 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 reduction in the animal sheltering
contract ($33,492). The Community Corrections budget is up $220,014 with all costs being
10
offset with state revenues. Pest and Weed is down $19,085. Communication costs are up
$285,963 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 $27,202,645, down $347,695.
Municipal share-back is funded at $1,700,000, up $309,350 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 $77,098,235, 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 $180,928. 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 $325,000. 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 Proposed 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 r
ulyyours
•
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
Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain,
and other smaller streams, flow into Weld County from the
south and west, leaving the county on the east.
POPULATION
There are 31 incorporated towns in Weld County. The county
seat and principal city, Greeley, is located in the west central part of the county and
contains almost half the county's population. Generally, most of the remaining
population resides within a 20 to 30 miles radius of Greeley; the northeastern part of
the county is sparsely populated.
HISTORY
Major Stephen H. Long made an expedition to the area now known as Weld County
in 1821. He reportedly said that the region would never be fit for human habitation
and should remain forever the unmolested haunt of the native hunter, bison and
jackal. In 1835 a government expedition came through the general area; the next
year a member of that party, Lt. Lancaster Lupton, returned to establish a trading
post located just north of the present town of Fort Lupton. In about 1837 Colonel
Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville
about 1840. The latter was rebuilt in the 1930's by the State Historical Society.
The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and
Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of
Larimer County and north of the present Adams County were in the original Weld
County, one of 17 counties established by the first territorial legislature in
September, 1861. Weld County was named for Lucius Weld, the first territorial
secretary; St. Vrain became the first county seat.
During the first 16 years of Weld County's history the county seat was moved from
St. Vrain to Latham (three miles east of the present Greeley) to Evans, to Greeley, to
Evans again, and finally in 1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent
who migrated from Russia in the early 1900's. Originally they came as railroad
workers; many soon worked in the productive beet fields and eventually became
prosperous landowners. Weld County's Spanish-surname population began to arrive
during the mid 1920's as laborers for the sugar beet industry.
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 tt _
Weld County's liveability is just one of the features that make it a
great place to live. Abundant Colorado sunshine, low humidity, cool �' '�
summer nights, and mild winters provide a climate where people -
s
thrive.
Recreational opportunities are almost endless. Much of Weld County
is within an hour's distance of the majestic Rocky Mountains. Sports
fans don't have far to go to cheer for their favorite professional
teams in Denver.
Weld County's cultural assets include Centennial Village, an authentic recreation of
pioneer life on the Colorado plains. The Meeker Museum in Greeley is a national
historic site. Fort Vasquez In southern Weld County has an exciting history as an
early Colorado trading post. The Greeley Philharmonic Orchestra is one of the oldest
symphony orchestra west of the Mississippi. The University of Northern Colorado's
Little Theatre of the Rockies is one of America's premier college dramatic
organizations.
North Colorado Medical Center is a leading public medical facility
and the Northern Colorado Oncology Center is a major cancer
treatment facility in Colorado. tiallfeas
r
EDUCATION
Education has always been an important part of life in Weld
County where twelve school districts offer educational
opportunities which have earned a reputation for quality.
Greeley is the home of the University of Northern Colorado, a 4- -
year university offering bachelors, masters and doctorate
degrees to 11,000 students. Aims Community College is a 2-
year liberal arts and vocational college in Greeley with a second
campus in Fort Lupton.
With 3,999 square miles within its borders and a population of over 250,000, Weld
County has plenty of room for growth. Its thirty-one incorporated towns offer a
variety of lifestyles from urban to rural.
To make certain Weld County maintains its quality of life, a comprehensive plan has
been developed and implemented. The plan, simply stated, puts the right things in
the right places. The result is that Weld County provides an ideal location for
corporations, industry and businesses. Most importantly it's a nice place for people.
RESOURCES
Fertile fields of green can be found in every part County, which ranks as the third
leading agricultural area in the United States. Weld County is Colorado's leading
producer of cattle, grain and sugar beets.
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 `a w"
developed rail and non-rail parks; undeveloped parcels, many zoned tairillimparia„LL,
and with rail utilities adjacent to the property; a variety of industrial
and commercial sites; and availability of both new and renovated prime office space are indicative of this area's attitude toward 4
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
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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
-. % JD government accountability and continuous
improvement.
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18
OUR PRIORITY STRATEGIC THEMES
These themes guide Weld County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation
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
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19
OUR VISION FOR THE FUTURE
This vision statement
reflects our citizens ' expectations
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for Weld County ggovernment into
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20
1111
OUR GUIDING PRINCIPLES
These guiding principles are the basic values qf evey
level qf Weld County government. They guide the zvay
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
I PC
21
TRENDS IMPACTING WELD COUNTY
\ , :‘,. • We identified the trend and events that may impact our
ability to provide and improve services. Analyzed the
�,
• strengthens and weaknesses of Weld County government
to meet these challenges. The major trends
if,
affecting Weld County are:
,
• Growth. And Its • Demographic
Impact _ Changes
• Changing Economy
• County Government
• Transportation
Financial Trends
p
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
a 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 islall
growth and economic development is essential for the long term viability of Weld County government
and its citizens. Although the pace of growth has slowed with the cuurent economic conditions, Weld
County must position itself to be able to handle the anticipated growth once the economic recovery
Ill begins. .
22
TRENDS IMPACTING WELD COUNTY
Changing Economy
The impacts of the credit crisis, housing bubble, and recession are adversely impacting Weld
County and all other units of government in the U.S. The consensus among most economists is
that the impacts from the credit crisis, housing bubble, and recession will probably take four to five
years at a minimum to stabilize the financial and economic system. This will translate into Weld
County having four to five years of difficult financial planning and budgeting to meet the needs of
the Weld County Citizens.
Weld County has many positives going for it in these tumultuous financial and economic times to
deal with the challenges we will face, such as no long term debt, a healthy fund balance, and a
diversified local economy and tax base. Weld County is in excellent financial condition compared to
most other local governments because for many years Weld County has been fiscally conservative in
its approach to budgeting and funding its services and capital programs.
With the difficult economic conditions being faced probably for the next four or five years, Weld
County managers are going to have continue to find ways to reduce costs and increase program
productivity. Weld County government's trends of being more creative and innovative to make
better use of resources -- human, financial, and technological -- must continue. It is only through
improved practices and approaches that services are maintained and public confidence in
government is enhanced. Weld County's budget strategy for the next five years must continue to use
the proven methodologies which have allowed the county to successfully deal with past budgets.
Looking at future strategic approaches must continue as Weld County is challenged by these new
economic times.
WA
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TRENDS IMPACTING WELD COUNTY
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`g Demographic Changes
As growth has occurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago as in migration has added to the
ethnic diversity with the growing Latino population, and even recently a large community of
Somalia immigrants. Weld County's changing demographics are evident in the shift from a rural
charter to a more and more urbanized population. The age of the population is shifting in Weld
County, as it is nationwide with aging baby boomers. All these demographic changes impact the
kind of services provided, the manner in which they are provided, and the service levels. It will fall
upon Weld County's elected officials and managers to find more creative and innovative solutions to
better use the limited resources of the county to maximize delivery of services to the more diverse
citizenry of Weld County.
County Government Financial Trends
The main purpose of county government is to be able to continue providing essential public safety,
health, welfare services, and a county transportation system. The national and international economies
are struggling under unprecedented uncertainties and challenges. With indicators of housing market
performance dropping to depths that haven't been seen in years, volatile energy and commodity prices,
and slow economic growth, many local governments are feeling financial pressures. Fortunately, Weld
County is weathering this storm better than many other local governments thanks to our past prudent
and conservative financial management. Over the years Weld County taken a number of steps to restrict
spending and safeguard taxpayer dollars. However, despite these sound fiscal practices Weld County will
not escape some of the consequences of the economic downturn and economic turmoil around it.
As Weld County policy makers and managers face the next four to five years, it will take extra efforts
on everyone's part to deliver conservative and balanced budgets in fiscal years 2010-2014. Bases upon
some reasonable projections of future assessed values, and demand for services it will be essential to
develop budgets that tighten county government's belts, focus on critical services, and reflect the needs
of the citizens of Weld County. While weathering these economic times over the next few years, the
Ibudget 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.
C .
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24
TRENDS IMPACTING WELD COUNTY
Transporta tlon
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.
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Weld County's Strengths , Weaknesses ,
Opportunities and Challenges Identif ied
STRENGTHS WEAKNESSES
I
• Fiscally responsible and constrained • Rapid urban growth changing service
needs
• Visionary and proactive
• Enhanced communication with public
• Growing emphasis on strategic
management and planning • Growing transportation and
infrastructure needs
• Provide good and effective services
to citizens • Geographic diversity of county
♦ Effective use of technology • Growing demand for services
to provide services
• Economic recession driven demands
• Committed to being a responsive for services
government
• Responsible and accountable to the
citizens
• Quality of life
• Coordinated efforts inside and
outside the county
y
II
26
Weld County's Strengths , Weaknesses ,
and Challenges Identif ied
Opportunities
.._4
OPPORTUNI1 ES 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
27
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area plans, including the
mission statement for each strategic area, the goals and desired outcomes, strategies
to achieve the goals, and performance objective/key performance indicators. The
strategic area are:
Public Safety
Human Services
•
*Health Services
*Transportation
• Economic Development
**Land Use and Planning Services
Enabling Strategies: Financial and Operational Support
28
STRATEGIC AREA :
PUBLIC SAFETY
29
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 PS1: To answer 100% of 911 calls within 15 seconds.
o Goal PS2: To provide a responsive, proactive, medico-legal investigation in an
efficient and compassionate manner. (Coroner)
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Community Corrections)
o Goal PS-3: Provide safe, constructive and less expensive alternatives to use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
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STRATEGIC AREA:
HUMAN SERVICES
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STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations.
o Goal HHS 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.
33
STRATEGIC AREA:
HEALTH SERVICES
34
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the
health and environment of the residents of Weld County. (Department of Public Health
and Environment)
o Goal HS1: To improve the health of our diverse communities by assuring
individuals, families, and communities gain greater control of factors that
influence their health.
o Goal HS2: To assure dignified access to necessary, appropriate, affordable,
continuous, and timely health care, including wellness and prevention services
o Goal HS3: To lessen adverse public health impacts of chronic and communicable
diseases, land use developments, and disasters.
o Goal HS4: To enhance our organization's effectiveness by continually
monitoring our performance and evaluating our programs.
• 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
36
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 TPW 1: Provide effective and efficient administrative and managerial
support and supervision to the Public Works Department.
• Mission Statement: To Design, build and maintain safe and economical roads and
bridges, buildings and other facilities for the safe and efficient use by the citizens of Weld
County and others. (Public Works Mining)
o Goal TPW2: To perform mining, crushing, and screening of aggregate materials
and recycled asphalt.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Bridge)
o Goal TPW3: To repair and replace bridges, construct capital improvement
projects, assist with snow removal on road system and county parking lots, install
and replace culverts and cattle guards and perform tree removal/trimming in
county right of ways.
• Mission Statement: To designs, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Grader)
o Goal TPW4: To provide for the maintenance of 2,400 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.
38
STRATEGIC AREA :
ECONOMIC
DEVELOPMENT
39
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area
residents. Focus on facilitating and attracting investment, creating new job opportunities,
stimulating income growth and expanding the local community tax base.
o Goal ED1: Encourage the expansion of existing businesses and the location of
new industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development
efforts that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest
Weld County.
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STRATEGIC AREA:
LAND USE
41
STRATEGIC AREA: LAND USE
• Mission Statement: To work with the citizens of the County, the board of County
Commissioners, and the Planning Commission to plan for the future development of
Weld County in a manner that protects and enhances the quality of life for its citizens
o Goal LU1: Increase effectiveness by maintaining regular communication with the
public, outside agencies, County departments, the County Planning Commission,
and the County Commissioners - - providing information about land use issues
and responding to requests for research.
o Goal LU2: Plan for the long-term development of the County to ensure efficiency
of services, to promote economical infrastructure investments, and to promote
positive connections to community among citizens.
o Goal LU3: Develop and maintain fundamental land use tools, for use by the
Planning Services Department, the County at large, and Weld County citizens.
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our
greater community, so that quality of life and property values are maintained for County
residents, businesses and property owners through a coordinated and cooperative
planning process. (Current Planning Development Services)
o Goal LU4: Provide consistent, quality, well planned rural and urban planning and
development, and transportation development services.
• Mission Statement: To ensure Weld County citizens are provided professional, friendly
and quality customer service. To safeguard life, health, property and public welfare by
regulating the construction, use and occupancy of buildings by fairly and uniformly
administering and enforcing the Building Codes as adopted by Weld County. (Building
Inspection)
o Goal LU5: Ensure safe construction throughout unincorporated Weld County.
o Goal LU6: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal LU7: Maintain quality, professional and timely site inspections
42
STRATEGIC AREA :
ENABLING STRATEGIES
43
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 ES10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES11: Deliver on promises and be accountable for performance. (Finance &
Administration)
o Goal ES12: Ensure the financial accounting of County finds 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 ES17: Deliver timely, high quality, and cost-effective printing and supply
services to County departments (Printing & Supply)
• Mission Statement: To provide phone services expertise and resources to support and
facilitate excellent public service delivery. (Phone Services)
o Goal ES18: Capitalize on phone technology to improve service, increase
efficiency and provide greater phone access and exchange.
o Goal ES19: To provide quality, sufficient, and well-maintained county vehicles
to county departments. (Motor Pool)
45
44f#:,
Ilac
COLORADO
46
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 upturn.
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 close to 45 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
47
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.
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 $5.770 billion
to $4.360 billion or over 30 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 only need to be adjusted downward approximately
$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. 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 if there are
signs of any inflationary cost-of-living pressures the Board may want to consider a one-time
bonus amount to offset the inflationary amount along with absorbing any health insurance rate
increases. The one-time bonus amount can be funded with the nearly $2 million that is going
into the General Fund's balance in the 2010 budget due to reducing program costs below the
total revenue generated in 2010.
A final hurdle faced in the development of the 2011 budget will be the outcome of three
November ballot issues. They could impact the 2011 budget significantly if passed by the
voters of Colorado. The passage of Propositions 60 and 61 would have minimum impact on
Weld County financially. However, if Proposition 101 passes it would result in a drop in revenue
of $5,270,000 in the Public Works Fund and $1,860,000 in the General Fund. Loss in revenue
to the Public Works Fund would increase to $6,820,000 in 2012, $8,370,000 in 2013, and
$9,920,000 in 2014 and beyond. The 2011 Proposed Budget is drafted under current law.
49
A contingent budget plan will be prepared in the event Proposition 101 passes. The budget
work sessions are scheduled for November 2nd and 4th, which will allow time to amend the
budget after the election on November 2nd, if necessary.
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 alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is
the creation of a capital improvements plan and long range plan.
Program planning at the department level follows policy formulation. All departments assess
their programs, explore alternatives, design and define existing and new programs, develop
program objectives, and relate present operations to the programs planned. The budget is then
based upon the program, performance, and periodic program review. This process allows for
the allocation of resources by program area and multi-year projections. The programs are then
evaluated on an on-going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
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The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year-around process, combining
months of planning, analysis, program and policy review, and constant monitoring. The adopted
budget asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments
and offices, and teamwork.
The following two pages show the process graphically.
56
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
KPOLICY
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
/// \ V
SUPPORT
PROGRAM Accounting System
EVALUATION Fiscal Control PROGRAM
PLANNING
Cost Accounting
Program Analysis By Program
Assess Program Alternatives
Review Program Design Program
Performance Define Program
Objectives
Performance
Examine and Evaluate Relate to Present
Measurement Operations
Alternatives Systems and Reports
Revise as Necessary
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Service Allocate Resources by
Delivery Program Area
<hedule
Develop Multi-Year
Projections
Action
57
HIERARCHY OF BUDGET INFORMATION
STRATEGIC
OBJECTIVES
BOARD OF COUNTY
COMMISSIONERS
Budget Policies Implementation and
Results of
Budget Process Strategic Objectives
Revenue Policies Major Program Goals
Policy Directions Specific Revenue
Assumptions
Accounting Policies
Policy Matters/
Investment Policies Points of Issue
Capital Improvement Workload Data
Policies
Department Objectives
Budget Guidelines
Significant Changes
Allocation of
Resources
DEPARTMENT BUDGET UNITS
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BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
4. Aggressively analyze major revenue sources.
5. Eliminate procedures which were not fully utilized in the decision making process
of the budget.
6. Identify optional programs and service levels which may be reduced if necessary.
7. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
8. Utilize the target budget approach.
9. 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 46¢ in 2011.
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9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Budget in order to coordinate the overall target
amounts.
10. Any amount in excess of the 90% target amount must have 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-government 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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44,t:
11111De
COLORADO
66
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.
67
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.
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Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay
cash for major projects rather than borrowing. Any existing debt will be retired at the earliest
possible time during the life of the debt unless circumstances change 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 $170
million.
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form
of contingent and emergency reserves, plus adequate fund balances for cash flow, to protect
against the need to reduce service levels or raise taxes and fees due to temporary revenue
shortfalls or unpredicted one-time expenditures. See fund balance policy in policy section of the
Budget Message for more details.
Operating/Capital Expenditure Accountability: A budgetary control system will be
maintained by the Finance Department to ensure accountability and adherence to the budget by
restricting the expenditure of funds above the amount appropriated for the spending agency.
Monthly financial reports will be available on-line through the accounting system for elected
officials and department heads, detailing the progress towards budget compliance. These
reports will, at a minimum, compare the current budget and year-to-year revenues and
expenditures by department.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
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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.
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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 $75,033,756 $76,642,132 96,940,646 77,098,235
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 1,775,500
Charges for Services 5,169,059 4,606,876 5,153,111 5,131,355 5,443,709
Internal Services 17,416,155 16,788,922 20,507,205 21,939,772 21,760,991
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 6,624,031
TOTAL REVENUES $172202.751 $18(1,761,817 $190.308457 $200512579 $ 1n 725 50•
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.
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- 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.
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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.
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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.
78
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.
79
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 November 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.
80
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.
81
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.
82
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.
83
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.
84
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
85
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
Pre-Trail 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
86
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
87
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
88
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.
89
(4it \1*1
Iliac
COLORADO
90
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.
91
• Health insurance rates are anticipated to go up 7.5 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 2010.
• All other benefits are recommended to remain the same for 2011.
• Employees will continue to receive step increases for longevity and performance.
92
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
Is. 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.)
93
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
1000-16500 Transportation None 1.0 Bus Driver II
1000-17100 Planning 1.0 Code Enforcement None
Officer
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
1000-21230 Ordinance 2.0 Code Enforcement None
Enforcement Officers
1000-24410 North Jail 0.8 Work Crew None
Supervisor
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. Coord.
(Grade 37) (Grade 39)
94
Mott
Wilk
COLORADO
95
ALL FUNDS REVENUE
$120,000,000
$100,000,000
$80,000,000 02010
$60,000,000 ■2011
$40,000,000
$20,000,000
$0 _ no ram ,
�G m a) N N != •U J U 4) 0)
T H LL C N N c f6 Z LL
> d C/) N 03 ) U
N O
O - m a) a N N E
a` U U E
LL c `m
c d
2011 Revenue
Total $243,565,504 (2010 $242,528,506)
Internal Services, Paramedic Fees,
$21,760,991,9% $5,646,856,2% Property Tax,
$77,098,235,32%
Fund Balance, .
$63,840,000,26%
Other Taxes,
Miscellaneous, .,. $8,016,000,3%
$6,624,031,3% Fees,$7,722,000,
Licenses/Permits, 3%
Chg for Service, $1,775,500, 1% Intergovernmental
$5,443,709,2% $45,638,182
19%
96
ALL FUNDS EXPENDITURES
$45,000,000
$40,000,000
$35,000,000
O2011 ■2010
$30,000,000
$25,000,000 -
$20,000,000 -
$15,000,000 -
10,000,000 -
$5,000,000 —
so
rum
aye��yo° °y c� PJ�\°6 G��� �o�\r�°,C, ,zo`e��°G°,e��oc et a ye et' �y`�\ �J ayes\°o ea e
yo° Q Q G°to- z 0�a Q-° �,�F �` \c`6 Q°gat°
Gc
2011 EXPENDITURES
Total $191 ,869,328 (2010 $192,106,945)
Auxiliary$400,847 0%
Public Works Contingency
$1,841,001 1% $12,800,0007%1 Capital$6,800,0004%
Social Services I Health$8,261,306 4%
$28,564,500 15%
- Public Safety$38,170,809
Paramedic Service
20%
$5,646,856 3%
-
Internal Services .a, CulturelRecreation
$23,260,99112% t�s $902,6220%
Miscellaneous General Government
$1,944,731 1% $26,712,928 14%
Human Services
$9,360,0925°/ Road 8,Bridge
$27,202,645 14%
97
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 11.518 $ 52,844,711
SPECIAL REVENUE FUNDS:
2000 Public Works 15,718,459 1.273 15,500,000 1.523 6,987,191
2100 Social Services 1,115,897 1.067 1,100,000 1.998 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 0.000 0
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 1.439 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 16.477 $ 75,598,235
INTERFUND TRANSFER 0 0.000 0 0.000 0
NET TOTALS $40,978,175 16.544 $ 57,400,000 16.477 $ 75,598,235
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 0.327 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 0.327 $ 1,500,000
GROSS TOTALS -ALL FUNDS $ 47,457,473 16.804 $ 63,840,000 16.804 $ 77,098,235
98
ASSESSED VALUATION: $ 4,588,088,252
2011 2011 2011 2011 2011 TOTAL 2011
INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING
REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE
$ 3,725,640 $ 17,901,595 $ 0 $ 77,471,946 $ 72,950,316 $ 4,521,630
10,260,000 9,090,000 0 41,837,191 27,202,645 14,634,546
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 26,800,000 6,800,000 20,000,000
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 $ 35,228,096 $ 3,722,328 $ 217,586,841 $ 172,330,665 $ 45,256,176
0 0 - 3,722,328 - 3,722,328 - 3,722,328 0
$ 45,638,182 $ 35,228,096 $ 0 $ 213,864,513 $ 168,608,337 $ 45,256,176
0 7,769,505 0 8,969,505 7,769,505 1,200,000
0 12,199,736 0 15,699,736 12,199,736 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 $ 21,760,991 $ 0 $ 29,700,991 $ 23,260,991 $ 6,440,000
$ 45,638,182 $ 56,989,087 $ 0 $ 243,565,504 $ 191,869,328 $ 51,696,176
99
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 $ 52,844,711 $ 3,725,640 $ 17,901,595 $ 0
SPECIAL REVENUE FUNDS:
2000 Public Works 15,500,000 6,987,191 10,260,000 9,090,000 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 0 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 $ 75,598,235 $ 45,638,182 $ 35,228,096 $ 3,722,328
INTERFUND TRANSFER 0 0 0 0 -3,722,328
NET TOTALS $ 57,400,000 $ 75,598,235 $ 45,638,182 $ 35,228,096 $ 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 12,199,736 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 $ 21,760,991 $ 0
GROSS TOTALS -ALL FUNDS $ 63,840,000 $ 77,098,235 $ 45,638,182 $ 56,989,087 $ 0
100
2011 2011 2011 2011 2011 TOTAL 2011
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 77,471,946 $ 46,239,037 $ 26,654,283 $ 56,996 $ 72,950,316 $ 4,521,630
41,837,191 9,737,144 17,465,501 0 27,202,645 14,634,546
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
26,800,000 0 6,800,000 0 6,800,000 20,000,000
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
$ 217,586,841 $ 88,786,451 $ 76,597,218 $ 6,946,996 $ 172,330,665 $ 45,256,176
-3,722,328 0 -3,722,328 0 -3,722,328 0
$ 213,864,513 $ 88,786,451 $ 72,874,890 $ 6,946,996 $ 168,608,337 $ 45,256,176
8,969,505 0 7,759,505 10,000 7,769,505 1,200,000
15,699,736 0 12,199,736 0 12,199,736 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
$ 29,700,991 $ 156,913 $ 22,844,078 $ 260,000 $ 23,260,991 $ 6,440,000
$ 243,565,504 $ 88,943,364 $ 95,718,968 $ 7,206,996 $ 191,869,328 $ 51,696,176
101
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
102
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
103
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
104
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
105
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 $ 83,614,235
Licenses and permits 1,467,282 1,860,400 1,775,500
Intergovernmental 61,100,082 47,121,030 45,638,182
Miscellaneous 7,456,319 6,285,729 6,624,031
Fees 7,546,475 7,412,000 7,722,000
Charges for Services 8,939,683 5,131,355 5,443,709
Total Estimated Financial Sources $171,152,318 $171,281,160 $150,817,657
EXPENDITURES
Current:
General government $ 28,311,209 $ 27,353,420 $ 26,712,928
Public safety 38,668,759 38,414,905 38,170,809
Public works 29,595,637 29,686,307 29,043,646
Public health and welfare 39,287,986 38,747,323 36,825,806
Human Services 14,622,541 8,648,349 9,360,092
Culture and Recreation 1,014,422 938,147 902,622
Miscellaneous 4,393,106 1,070,884 2,345,578
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 $162,961,481
Net Increase (Decrease) in
Fund Balance 5,347,351 16,421,825 - 12,143,824
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 45,256,176
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 $ 58,056,176
106
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 21,760,991
Total Estimated Financial Sources $ 32,165,928 $ 29,231,419 $ 28,907,847
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 12,199,736
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 $ 28,907,847
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 $ 6,479,298 $ 6,440,000 $ 6,440,000
107
Weld County, Colorado
Total Taxable Property
Class 2009 Final Assd Value 2010 Prelim Assd Value Change $ Change %
Vacant $ 114,462,060 $ 107, 728,310 $ (6,733, 750) -6%
Residential $ 1 , 147,417,980 $ 1 , 161 ,744,960 $ 14,326,980 1 %
Commercial $ 703,405,460 $ 716, 330, 330 $ 12,924, 870 2%
Industrial $ 281 , 991 ,090 $ 338, 006,010 $ 56,014,920 20%
Agricultural $ 100,747,790 $ 100,980,520 $ 232, 730 0%
Natural Rsc $ 15, 959,790 $ 12, 734,420 $ (3,225, 370) -20%
Oil & Gas $ 2,868, 304,890 $ 1 ,601 ,870,660 $ ( 1 ,266,434,230) -44%
State Assd $ 538, 504,800 $ 586,049,300 $ 47, 544, 500 9%
Total Value: $ 5,770,793,860 $ 4,625,444,510 $ (1 ,145,349,350) -19.8%
Less TIF Value $ (6, 711 ,298) $ (37,356,258)
Net Total: $ 5, 764,082,562 $ 4,588,088,252 $ (1, 175,994,310) -20.4%
Class 2009 2010 Prelim Assd Val Change $ Change %
Total Real $ 4,904,316,570 $ 3,730,499,400 $ ( 1 , 173.817, 170) -24%
Total Personal $ 866,477,290 $ 894,945, 110 $ 28,467, 820 3%
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
N
C
O
3000 _ Total
Personal
mi 2500 19 0 --..........\\
v
2000
N
N
N 1500
N
a •r I Real
1000
81%
500
n
0 C7., n ll n., _ 1 l
4> (y4 44 # cy≤; # 4,6
4°a GPcc \� PA `\I p> yea
1.2008 ■2009
August 2010 Certification
Source: Weld Assessor 108 9/2/2010
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $ 720,543 $ 362,727 $ 1,083,270
PUBLIC TRUSTEE 0 2,766 2,766
CLERK&RECORDER (2,201,865) 732,059 (1,469,806)
ELECTIONS 1,141,530 107,661 1,249,191
TREASURER (1,486,231) 0 (1,486,231)
ASSESSOR 2,262,157 392,771 2,654,928
COUNTY COUNCIL 46,567 18,832 65,399
DISTRICT ATTORNEY 4,300,510 751,521 5,052,031
SHERIFF 1,286,543 2,344,593 3,631,136
CORONER 633,240 129,841 763,081
CLERK TO THE BOARD 255,064 88,251 343,315
TOTAL $ 6,958,058 $ 4,931,022 $ 11,889,080
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL $ 16,228,701 $ 2,369,507 $ 18,598,208
CENTENNIAL JAIL 1,669,287 652,823 2,322,110
CONTRACT JAIL SPACE 0 0 0
COMMUNITY CORRECTIONS 0 51,584 51,584
SOCIAL SERVICES 9,166,133 1,206,243 10,372,376
HUMAN RESOURCES 12,351 1,033,179 1,045,530
PUBLIC HEALTH 3,202,068 987,387 4,189,455
TOTAL $ 30,278,540 $ 6,300,723 $ 36,579,263
CRITICAL--NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $ 750,376 $ 487 $ 750,863
CRIME LAB 162,024 85,847 247,871
POLICE SERVICES(LEVEL) 6,685,974 227,642 6,913,616
SHERIFF CONTRACT SERVICES (106,255) 0 (106,255)
COMMUNICATIONS-COUNTY-WIDE 1,778,789 0 1,778,789
COMMUNICATION SYSTEM DEVEL 0 0 0
OFFICE EMERGENCY SERVICES 101,113 53,048 154,161
DRUG TASK FORCE 165,260 5,679 170,939
TRAFFIC ENFORCEMENT 576,021 34,876 610,897
TOTAL $ 10,113,302 $ 407,579 $ 10,520,881
109
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
TRANSPORTATION $262,600 $ 193,774 $ 456,374
PLANNING&ZONING/BLDG INSP 1,151,052 586,732 1,737,784
ANIMAL CONTROL/CODE ENFORCEMENT 231,537 14,530 246,067
NOXIOUS WEEDS 482,445 42,389 524,834
EXTENSION SERVICE 324,630 279,204 603,834
VETERAN'S OFFICE 68,322 5,124 73,446
AIRPORT 7,895 17,325 25,220
MENTAL HEALTH 159,000 0 159,000
MISSILE SITE PARK 68,802 9,480 78,282
COUNTY FAIR 58,945 3,845 62,790
DEVELOPMENTALLY DISABLED 35,285 0 35,285
SENIOR COORDINATORS 9,662 0 9,662
VICTIM ASSISTANCE 317,806 42,610 360,416
JUVENILE DIVERSION 21,396 17,312 38,708
VICTIM ADVOCATES 54,395 0 54,395
WHITE COLLAR CRIME 0 0 0
WASTE WATER MANAGEMENT 10,000 16,828 26,828
ECONOMIC DEVELOPMENT 80,325 0 80,325
A KID'S PLACE 6,047 0 6,047
GEOGRAPHICAL INFORMATION SYSTEM 101,081 30,022 131,103
COMMUNITY AGENCY GRANTS 63,931 0 63,931
PARKS AND TRAILS 29,000 0 29,000
ISLAND GROVE BUILDING 78,975 0 78,975
PRE-TRIAL SERVICES 458,048 0 458,048
RETIRMENT TRANSFER 0 0 0
TOTAL $4,081,179 $ 1,259,173 $ 5,340,352
GENERAL ASSISTANCE: $ - $ - $ -
PUBLIC WORKS $ 6,987,191 $ 1,598,840 $ 8,586,031
ENGINEERING 1,841,001 86,589 1,927,590
TOTAL $ 8,828,192 $ 1,685,429 $ 10,513,621
CAPITAL:
EQUIPMENT $ - $ - $ -
BUILDINGS 6,800,000 0 6,800,000
TOTAL $ 6,800,000 $ - $ 6,800,000
SUPPORT FUNCTION
COUNTY ATTORNEY $ 703,085 $ (703,085) $ -
BUILDING&GROUNDS 5,135,087 (5,135,087) 0
FINANCE&ADMINISTRATION 450,449 (450,449) 0
ACCOUNTING 627,110 (627,110) 0
PURCHASING 149,740 (149,740) 0
HUMAN RESOURCES 544,875 (544,875) 0
PBX/PHONES 0 0 0
INSURANCE 1,500,000 (1,500,000) 0
NON-DEPARTMENTAL 5,125,000 (5,125,000) 0
BUILDING RENTS 0 0 0
INFORMATION SERVICES 3,122,565 (3,122,565) 0
PRINTING&SUPPLY 57,455 (57,455) 0
TOTAL $ 17,415,366 $ (17,415,366) $ -
110
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.
111
SEVEN YEAR TREND
Beginning Fund Balance
O
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O
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70,000,000 t°
60,000,000
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2005 2006 2007 2008 2009 2010 2011
112
SEVEN YEAR TREND
County Expenditures
$60 -7 o Gen Gov
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O Roads & Bridges
O Health/Human Srv/Soc Sri 5/�� �/7,/'
51 .
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114
SUMMARY OF
COUNTY FUNDED POSITIONS
2011
LAST CURRENT REQUEST RECOMMEND 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 6.000 6.000
Accounting 6.500 6.000 6.000 6.000
Finance and Administration 1.500 2.250 1.750 1.750 - 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
115
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 7.500 7.500
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 662.650 653.555 640.505 639 505 - 14.050
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
116
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 DEPT FUND 93.100 89.410 86.430 86.430 - 2.980
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
GRAND TOTAL 1,208.750 1,224.965 1,224.935 1,223.935 - 1.030
117
Aca
IVMe
COLORADO
118
GENERAL FUND
Revenue Changes
$60,000,000
$50,000,000
O2010
$40,000,000 -- - -
O2011
$30,000,000
$20,000,000 — -
$10,000,000 - -
$0 - .-_1 1-1 Ill E1 1
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Gr
2011 Revenue
Total $ 77 , 471 , 946 (2010 $ 77 , 706 , 350 )
Other Taxes, $86,000,
0%
Fee Accounts,
Property Tax, $7,622,000, 10%
t.
$52,844,711 , 68%
Intergovernmental,
$3,725,640, 5%
Licenses/Permits,
`` $1 ,080,000, 1 %
5.
Charges for Services,
$3,619,164, 5%
Fund Balance,
$3,000,000, 4%
Miscellaneous, Fines/Forfeitures,
$5,016,321 , 6% $478,110, 1 %
119
GENERAL FUND
EXPENDITURE CHANGES
$45,000,000
$40,000,000
$35,000,000 ®2010
$30,000,000 O2011
$25,000,000
$20,000,000 - -
$15,000,000 - -
$10,000,000
$5,000,000
Public Safety General Gov. Health & Human Serv. Misc. Auxilary Public Works Culture/Rec.
Welfare
2011 Expenditures
Total $72 , 950 , 316 ( 2009 $72 , 722 ,495)
Health & Welfare,
$3,361 ,968, 5%
General Gov.,
$26,712,928, 37% Human Serv.,
$207,501 , CY3/0
Misc., $1 ,767,640, 2%
.: , .
—
Auxilary, $400,847, 1 %
7.7•• :.,.
Public Works,
Public Safety, $1 ,841 ,001 , 2%
$38, 170,809, 52% Culture/Rec.,
$487,622, 1 %
120
SEVEN YEAR TREND
General Government
$30
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,,
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$15
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2005 2006 2007 2008 2009 2010 2011
121
SEVEN YEAR TREND
Public Safety
$45
$40
r s; '
$35 } \d
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2005 2006 2007 2008 2009 2010 2011
122
SEVEN YEAR TREND
Health & Welfare
$ oe
$ \
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2005 2006 2007 2008 2009 2010 2011
123
GENERAL FUND SUMMARY
The General Fund is funded at the level of $72,950,316, up $227,821. 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. 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). The Community Corrections budget is up $220,014 with all costs
being offset by state revenues. Pest and Weed is down $19,085. Communication costs are up
$285,963 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 $77,471,946 compared to $77,706,350 in
2010, down $234,404. Property taxes are budgeted at $52,844,711, down $1,207,483.
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 $180,928. The Treasurer's fees are
anticipated to be down $350,000 due to lower premiums being paid on tax sale properties.
124
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 $4,521,630 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.
125
GENERAL FUND
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES 54,052,194 52,844,711 52,844,711
1000 90100 4116 PROPERTY TAX ADJUSTMENT -249,970 0 0
1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 249,970 0 0
1000 90100 4150 TOBACCO PRODUCTS 100,000 86,000 86,000
TOTAL TAXES 54,152,194 52,930,711 52,930,711
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE 5,000 5,000 5,000
1000 17100 4221 PERMITS 350,000 225,000 225,000
1000 25100 4222 BUILDING 500,000 575,000 575,000
1000 25100 4224 ELECTRICAL 90,000 100,000 100,000
1000 25100 4226 PLAN CHECK 200,000 175,000 175,000
TOTAL LICENSES AND PERMITS 1,145,000 1,080,000 1,080,000
INTERGOVERNMENTAL
1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 3,000 3,000
1000 15100 4336 REIMBURSEMENTS 60,000 60,000 60,000
1000 21210 4336 REIMBURSEMENTS 15,000 15,000 15,000
1000 24410 4336 REIMBURSEMENTS 20,000 16,000 16,000
1000 15100 4340 GRANTS 100,090 0 0
1000 15200 4340 GRANTS 57,085 57,225 57,225
1000 15300 4340 GRANTS 187,334 140,000 140,000
1120 15300 4340 GRANTS 35,418 35,418 35,418
1130 15300 4340 GRANTS 107,383 124,000 124,000
114006 15300 4340 GRANTS 14,972 14,972 14,972
1000 16500 4340 GRANTS 153,000 153,000 153,000
1000 21300 4340 GRANTS 74,268 74,268 74,268
1000 24200 4340 GRANTS 77,740 86,006 86,006
116009 24220 4340 GRANTS 1,943,523 0 0
116010 24220 4340 GRANTS 0 2,150,149 2,150,149
116509 24220 4340 GRANTS 104,878 0 0
116510 24220 4340 GRANTS 0 100,000 100,000
1000 26200 4340 GRANTS 0 60,000 60,000
1000 96400 4340 GRANTS 2,400 2,400 2,400
1000 90100 4352 THORNTON 29,890 29,890 29,890
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 8,570 268,691 268,691
1000 21200 4354 CITIES AND TOWNS 31,040 31,040 31,040
1000 21300 4354 CITIES AND TOWNS 8,200 8,200 8,200
1000 24410 4354 CITIES AND TOWNS 315,000 255,000 255,000
1000 90100 4357 SOUTH FIRESTONE URA 0 41,381 41,381
TOTAL INTERGOVERNMENTAL 3,347,791 3,725,640 3,725,640
126
GENERAL FUND
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
CHARGE FOR SERVICES
1000 10200 4410 CHARGE FOR SERVICES 3,000 3,000 3,000
1000 10400 4410 CHARGE FOR SERVICES 50,941 11,046 11,046
1000 11200 4410 CHARGE FOR SERVICES 100,000 300,000 300,000
1000 15100 4410 CHARGE FOR SERVICES 40,000 40,000 40,000
1000 16500 4410 CHARGE FOR SERVICES 422,500 342,000 342,000
1000 17350 4410 CHARGE FOR SERVICES 20,000 30,000 30,000
1000 17600 4410 CHARGE FOR SERVICES 300,000 300,000 300,000
1000 21100 4410 CHARGE FOR SERVICES 145,287 345,287 345,287
1000 21200 4410 CHARGE FOR SERVICES 317,260 106,358 106,358
1000 21220 4410 CHARGE FOR SERVICES 648,173 723,173 723,173
1000 24100 4410 CHARGE FOR SERVICES 0 10,000 10,000
1000 24410 4410 CHARGE FOR SERVICES 329,200 282,200 282,200
1000 24420 4410 CHARGE FOR SERVICES 892,000 969,700 969,700
1000 26100 4410 CHARGE FOR SERVICES 10,000 10,000 10,000
1000 50100 4410 CHARGE FOR SERVICES 1,375 1,900 1,900
1000 90100 4420 PARKING 28,500 27,000 27,000
1000 13100 4430 SALE OF SUPPLIES 10,000 1,500 1,500
1000 15100 4430 SALE OF SUPPLIES 80,000 80,000 80,000
1000 17100 4430 SALE OF SUPPLIES 5,000 2,000 2,000
1000 17600 4430 SALE OF SUPPLIES 34,000 34,000 34,000
TOTAL CHARGE FOR SERVICES 3,437,236 3,619,164 3,619,164
FINES AND FORFIETURES
1000 21210 4510 FINES 397,110 449,110 449,110
1000 90100 4510 FINES 27,000 29,000 29,000
TOTAL FINES AND FORFIETURES 424,110 478,110 478,110
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS 2,393,000 2,450,000 2,450,000
1000 22100 4624 RENTS FROM BUILDINGS 56,200 68,068 68,068
1000 90100 4624 RENTS FROM BUILDINGS 369,136 467,170 467,170
1000 90100 4640 OIL AND GAS 750,000 750,000 750,000
1000 90100 4650 OVERHEAD 857,200 870,000 870,000
1000 21200 4670 REFUND OF EXPENDITURE 45,000 45,000 45,000
1000 21260 4670 REFUND OF EXPENDITURE 115,383 115,383 115,383
1000 26200 4670 REFUND OF EXPENDITURE 51,400 0 0
1000 23200 4680 OTHER 700 700 700
1000 96200 4680 OTHER 250,000 250,000 250,000
TOTAL MISCELLANEOUS 4,888,019 5,016,321 5,016,321
FEES
1000 12100 4720 ADVERTISING FEES 50,000 50,000 50,000
1000 10300 4730 OTHER FEES 200,000 250,000 250,000
1000 11100 4730 OTHER FEES 4,150,000 4,800,000 4,800,000
1000 12100 4730 OTHER FEES 2,600,000 2,250,000 2,250,000
1000 13100 4730 OTHER FEES 65,000 45,000 45,000
1000 15100 4730 OTHER FEES 2,000 2,000 2,000
1000 24410 4730 OTHER FEES 195,000 175,000 175,000
1000 90100 4740 FEES, CABLE FRANCHISE 50,000 50,000 50,000
TOTAL FEES 7,312,000 7,622,000 7,622,000
TOTAL GENERAL FUND 74.706.350 74.471.946 74,471,946
127
GENERAL FUND
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Orq Expenditure Function Budget Request Recommend Final
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 739,143 720,543 720,543
1000 10200 COUNTY ATTORNEY 724,219 706,085 706,085
1000 10400 CLERK TO THE BOARD 309,991 266,110 266,110
1000 11100 COUNTY CLERK 839,814 846,110 846,110
1000 11200 ELECTIONS AND REGISTRATION 1,751,555 1,441,530 1,441,530
1000 11300 MOTOR VEHICLE 1,752,025 1,752,025 1,752,025
1000 12100 TREASURER'S OFFICE 851,487 813,769 813,769
1000 13100 ASSESSOR 2,305,357 2,308,657 2,308,657
1000 14100 COUNTY COUNCIL 51,741 46,567 46,567
1000 15100 DISTRICT ATTORNEY 4,728,142 4,482,510 4,482,510
1000 15200 JUVENILE DIVERSION 78,481 76,481 76,481
1000 15300 VICTIM WITNESS 485,153 457,806 457,806
1120 15300 VICTIM WITNESS 35,418 35,418 35,418
1130 15300 VICTIM WITNESS 107,383 124,000 124,000
114006 15300 VICTIM WITNESS 14,972 14,972 14,972
1000 16100 FINANCE 480,527 450,449 450,449
1000 16200 ACCOUNTING 629,778 627,110 627,110
1000 16300 PURCHASING 149,740 149,740 149,740
1000 16400 PERSONNEL 578,256 544,875 544,875
1000 16500 TRANSPORTATION 733,145 757,600 757,600
1000 17100 PLANNING OFFICE 1,428,803 1,310,383 1,310,383
1000 17200 BUILDINGS AND GROUNDS 4,873,646 5,135,087 5,135,087
1000 17300 INFORMATION SERVICES 3,166,488 3,122,565 3,122,565
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 146,701 131,081 131,081
1000 17600 PRINTING AND SUPPLY 391,455 391,455 391,455
TOTAL GENERAL GOVERNMENT 27,353,420 26,712,928 26,712,928
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 1,441,575 1,631,830 1,631,830
1000 21200 SHERIFF'S OPERATIONS 7,061,901 6,868,372 6,868,372
1000 21210 TRAFFIC CONTROL 1,043,131 1,040,131 1,040,131
1000 21220 MUNICIPAL CONTRACT SERVICES 616,918 616,918 616,918
1000 21230 ORDINANCE 88 ENFORCEMENT 451,995 231,537 231,537
1000 21260 REGIONAL LAB 285,407 277,407 277,407
1000 21300 VICTIM ADVOCATES 136,863 136,863 136,863
1000 21410 DRUG TASK FORCE 165,260 165,260 165,260
1000 22100 COMMUNICATIONS SERVICE 1,440,894 1,846,857 1,846,857
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 20,000 0 0
1000 22400 CRIMIAL JUSTICE SYSTEM 850,376 750,376 750,376
1000 23200 COUNTY CORONER 633,940 633,940 633,940
1000 24100 JUSTICE SERVICES 478,821 504,730 468,048
1000 24200 COMMUNITY CORRECTIONS 77,740 86,006 86,006
116009 24220 THE RESTITUTION CENTER 1,943,523 0 0
116010 24220 THE RESTITUTION CENTER 0 2,150,149 2,150,149
116509 24220 THE RESTITUTION CENTER 104,878 0 0
116510 24220 THE RESTITUTION CENTER 0 100,000 100,000
1000 24410 NORTH JAIL COMPLEX 17,526,005 16,956,901 16,956,901
1000 24420 CENTENNIAL JAIL 2,571,992 2,638,987 2,638,987
1000 25100 BUILDING INSPECTION 892,831 917,669 917,669
1000 26100 WEED AND PEST 511,530 492,445 492,445
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 159,325 161,113 161,113
TOTAL PUBLIC SAFETY 38,414,905 38,207,491 38,170,809
PUBLIC WORKS
1000 31100 ENGINEERING 2,135,967 1,841,001 1,841,001
128
GENERAL FUND
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
CULTURE AND RECURATION
1000 50100 MISSILE PARK 70,702 70,702 70,702 I
1000 50200 PARKS AND TRAILS 32,000 29,000 29,000 I
1000 56100 AIRPORT 1,974 7,895 7,895 I
TOTAL CULTURE AND RECURATION 104,676 107,597 107,597 I
HEALTH AND WELFARE
1000 56110 SENIOR PROGRAMS 10,625 10,360 9,562 (
1000 56120 WASTEWATER 11,367 10,000 10,000
1000 56130 DEVELOPMENTALLY DISABLED 39,206 195,988 35,285
1000 56140 MENTAL HEALTH 171,000 171,000 159,900
1000 56150 A KID'S PLACE 7,025 6,047 6,047
1000 56160 COUNTY CONTRIBUTIONS 3,064,252 3,214,419 3,214,419
TOTAL HEALTH AND WELFARE 3,303,475 3,607,814 3,435,213
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 89,250 84,000 80,325
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 512,500 512,500 512,500
1000 90150 COMMUNITY AGENCIES GRANTS 14,905 122,497 63,931 C
1000 96100 EXTENSION 324,630 324,630 324,630 C
1000 96200 FAIR 308,945 308,945 308,945
1000 96400 VETERANS 68,322 68,322 68,322
1000 96500 ISLAND GROVE BUILDINGS 91,500 78,975 78,975
1000 99999 SALARY CONTINGENCY 0 1,245,140 1,245,140 C
TOTAL MISCELLANEOUS 1,320,802 2,661,009 2,602,443 C
TOTAL GENERAL FUND 72,722,495 73.221.840 72.950.316 C
129
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 595,882 $ 615,493 $ 615,493 $ 615,493
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 $ 720,543
Revenue 0 0
Net County Cost $ 696,803 $ 739,143 $ 720,543 $ 720,543
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
130
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
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 $2.67
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)
ES I-1: Clearly-defined Citizen satisfaction feedback for High High High
performance service delivery departments
expectations and
standards
ESI-2: Conveniently Resident and visitor satisfaction High High High
accessed and easy-to- feedback with County services
use services
ESI-3: Unity of
County service delivery
ESI-4: Satisfied
customers
Goal ES2: Enhance community access to reliable information regarding services and County government
issues.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES2-I: Easily Community satisfaction with High High High
accessible information information availability
regarding County
services and programs Customers awareness of services High High High
(priority outcome) provided by Weld County government
ES2-2: Positive image Percent of residents with a positive 90% 90% 90%
of County government image of Weld County government
131
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 569,987 $ 589,240 $ 589,240 $ 589,240
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 $ 706,085
Revenue 2,636 3,000 3,000 3,000
Net County Cost $ 822,521 $ 721,219 $ 703,085 $ 703,085
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%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
132
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 $2.61
Number of agenda requests/D&N/mental
cases per FTE 185 185 185
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)
ES3-1: Efficient Client satisfaction of elected officials and
and effective legal department heads 95% 99%
representation of
Weld County
133
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 RECOMMEND
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 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:
134
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 $ 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 $ 409,190
135
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners, retains all records of the Board, and processes liquor licenses.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 301,624 $ 294,602 $ 254,056 $ 254,056
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 $ 266,110
Revenue 60,780 50,941 11,046 11,046
Net County Cost $ 257,812 $ 259,050 $ 255,064 $ 255,064
Budgeted Positions 6 6 5 5
SUMMARY OF CHANGES: Personal 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
136
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 230 230 230
Number of documents optically scanned 5,000 5,000 5,000
Number of BOE hearings scheduled 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 $0.94
Cost per meeting/hearing $1,120.92 $1,154.47 $1,108.97
Goal ES4: To improve service, increase efficiency and provide greater information access and exchange
between the Count Commissioners and the citizens of Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES4-1: User Percent of users(residents,visitors,
friendly employees,etc.)satisfied with services 95% 95%
government and information
information and
services
137
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 637,259 $ 648,055 $ 648,055 $ 648,055
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 $ 846,110
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 $ - 3,953,890
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
138
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 $3.13
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
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues
certificates of registration for proof of age and citizenship for international travel, services
municipal clerks, school districts, special districts, and conducts special elections each
November in the off year.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
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:
140
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
141
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,560,620 $ 1,580,784 $ 1,580,784 $ 1,580,784
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 $ 1,752,025
Revenue 0 0 0 0
Net County Cost $ 1,721,248 $ 1,752,025 $ 1,752,025 $ 1,752,025
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: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
142
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 $6.49
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
143
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 572,901 $ 567,920 $ 547,702 $ 547,702
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 $ 813,769
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 $ - 1,486,231
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
144
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 $3.01
Goal ES8: To provide County treasury and tax collection services in the most accurate,efficient and cost-
effective manner possible.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES8-1: Effective Cost per tax bill $5.13 $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
145
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,225,267 $ 2,070,861 $ 2,070,861 $ 2,070,861
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 $ 2,308,657
Revenue 75,000 75,000 46,500 46,500
Net County Cost $ 2,445,063 $ 2,230357 $ 2,262,157 $ 2,262,157
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, 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 $2,300. Revenues are down $8,500 in sale of supplies because
GIS now sell 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
146
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
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 $8.18
Cost per parcel $12.29 $11.13 $10.99
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%
147
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 101°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
148
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 RECOMMEND
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:
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
149
SEVEN YEAR TREND
District Attorney
6
5
4
y j
Z
O 3
J
•
2
{
0
2005 2006 2007 2008 2009 2010 2011
150
SEVEN YEAR TREND
District Attorney Local Cost
5
4.5
a
4 I
3
3.5
3 '.
O 2.5
J_
2
1.5
,
1 •
I
0.5 I , i. .
I
i
1
0 I ...] I --' I .. I I
2005 2006 2007 2008 2009 2010 2011
151
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 4,433,404 $ 4,382,342 $ 4,146,610 $ 4,146,610
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 $ 4,482,510
Revenue 318,200 282,590 182,000 182,000
Net County Cost $ 4,427,124 $ 4,445,552 $ 4,300,510 $ 4,300,510
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 Ill ($44,351); Office Tech Ill
($38,073); and DA Transcriptionist ($9,263).
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. Since the DA
reduced other positions, the retention of the Chief Deputy DA position, formerly funded by a
federal gang grant, is recommended to be funded with County funds ($100,590).
BOARD ACTION:
152
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA1: Systematic reduction of gang violence in our community.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PSDA1-1: 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
PSDA1-2: 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
PSDA1-3: 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
153
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 PSDA5: Reduction of paper files and duplicated data entry efforts.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PSDA5-1: All new files will be in electronic form by 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
154
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 70,300 $ 75,231 $ 75,231 $ 75,231
Supplies 2,479 2,000 500 500
Purchased Services 217 1,250 750 750
Gross County Cost $ 72,996 $ 78,481 $ 76,481 $ 76,481
Revenue 66,907 57,085 57,225 57,225
Net County Cost $ 6,089 $ 21,396 $ 19,256 $ 19,256
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of budget unit 1000-15100.
155
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 576,076 $ 608,791 $ 608,791 $ 608,791
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 $ 632,196
Revenue 1,020,995 345,107 314,390 314,390
Net County Cost $ 330,417 $ 297,819 $ 317,806 $ 317,806
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 $12,457.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of budget unit 1000-15100.
156
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 RECOMMEND
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
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:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of budget unit 1000-15100.
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: 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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 315,378 $ 471,817 $ 441,739 $ 441,739
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 $ 450,449
Revenue 0 0 0 0
Net County Cost $ 325,212 $ 480,527 $ 450,449 $ 450,449
Budgeted Positions 1.5 1.5 1.75 1.75
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 the Budget in preparing the
budget. All other accounts are unchanged.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
158
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
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 0.064
Per capita cost (county support) $1.27 $1.82 $1.67
Goat ESIO: Ensure the financial viability of the County throu h sound financial management practices.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES10-I: Sound Number of audit exceptions 0 0 0
asset management
and financial Return on investments 3.0% 3.0% 2.75%
investment
strategies
ES10-2: 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 ESl1: Deliver on promises and be accountable for performance.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ESl 1-I: 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
159
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 497,398 $ 496,578 $ 477,110 $ 477,110
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 $ 627,110
Revenue 0 0 0 0
Net County Cost $ 644,121 $ 629,778 $ 627,110 $ 627,110
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
160
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
Efficiency Measures
FTE's per 10,000/capita .233 .228 .222
Per capita cost (county support) $2.51 $2.39 $2.32
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)
ES 12-1: 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 15`
principles,etc.
ES12-2: Cohesive, Annual extemal audit has no major Achieved Achieved Planned
standardized issues
County-wide
financial systems
and processes
161
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 140,523 $ 142,296 $ 142,296 $ 142,296
Supplies 250 800 500 500
Purchased Services 5,568 6,644 6,944 6,944
Gross County Cost $ 146,341 $ 149,740 $ 149,740 $ 149,740
Revenue 0 0 0 0
Net County Cost $ 146,341 $ 149,740 $ 149,740 $ 149,740
Budgeted Positions 2 2 2 2
SUMMARY OF CHANGES: No change in total costs. Line items were realigned based upon
historical expenditure patterns.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
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 $0.554
Cost per Purchase Order $121.95 $115.00 $115.00
162
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/KEY
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
ES13-2: 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
ES13-3: "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
163
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 600,605 $ 380,856 $ 380,856 $ 380,856
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 $ 544,875
Revenue 0 0 0 0
Net County Cost $ 802,831 $ 578,256 $ 544,875 $ 544,875
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.
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:
164
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 $2.02
Personnel served per FTE 240 274 264
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-l: 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
165
HUMAN RESOURCES
(CONTINUED)
1000-16400
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ESl4-3: 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.
166
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 398,617 $ 414,075 $ 446,720 $ 446,720
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 $ 757,600
Revenue 476,526 575,500 495,000 495,000
Net County Cost $ 181,648 $ 157,645 $ 262,600 $ 262,600
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.
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:
167
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 $3.56 $4.07 $4.21
Per capita net cost $0.707 $0.588 $0.972
Goal TTI: 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-I: 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%
168
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 894,749 $ 703,681 $ 670,288 $ 670,288
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 $ 1,310,383
Revenue 372,596 355,000 227,000 227,000
Net County Cost $ 1,033,199 $ 1,073,803 $ 1,083,383 $ 1,083,383
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 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 $10,580 as the result of anticipated
reduction in revenue (-$128,000) due to the drop in development activity in the county.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Board
approved the personnel changes mid-year in 2010.
BOARD ACTION:
169
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 !tie 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 $4.01
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)
LUl-I: 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
170
PLANNING AND ZONING
(CONTINUED)
1000-17100
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
LU1-2: 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
LU 1-3: A well- Minimum of six Planning Commission 3 8 6
informed and training sessions throughout 2011
prepared Planning
Commission
L11-4: 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-I: 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
171
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-I: 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
172
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildinas 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, etcetera. This Department performs
cleaning tasks in the Courthouse, Centennial Complex, Human Services Building, Social
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,611,097 $ 1,584,532 $ 1,649,527 $ 1,649,527
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 $ 5,135,087
Revenue 0 0 0 0
Net County Cost $ 5,382,661 $ 4,873,646 $ 5,135,087 $ 5,135,087
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
173
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 $19.01
Cost per square foot $5.41 $4.70 $4.76
Goal ESI5: Plan,construct,and maintain well-designed County facilities in time to meet the needs of Weld
County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES 15-1:: Safe, Percent of projects completed within
convenient and budget 100% 100% 100%
accessible facilities
planned and built 100%of facilities meeting ADA 100% 100% 100%
ready to meet requirements
needs
ESI5-2: 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
174
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 RECOMMEND
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:
175
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 ES16: Capitalize on technology to improve service, increase efficiency and provide greater information
access and exchange.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES16-1: Increase in"hits"on the website 8,900,000 9,100,000 10,000,000
Expansion of e-
government Less phone calls to offices
delivery
Less traffic in offices
ES16-2: County Imaged and electronically stored Approximately Approximately Approximately
processes documents are more secure and safe 3,000,000 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
176
INFORMATION SERVICES
(CONTINUED)
1000-17300
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ESI6-2: (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 docs.
evidence from complaint
substations filing in
Decade
Online Burb
permits Web access of
emergency
Online health notification
forms for system
clients
ESI6-3: 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
ES16-5: 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
177
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 RECOMMEND
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:
178
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# 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.
179
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 162,945 $ 153,655 $ 161,275 $ 161,275
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 $ 391,455
Revenue 233,956 334,000 334,000 334,000
Net County Cost $ 65,312 $ 57,455 $ 57,455 $ 57,455
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
180
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 $0.213
Goal ESl7: 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)
ES I7-I: User 98%of users satisfied with quality and 97% 98% 99%
friendly printing timeliness of services
services to meet
expanding user
needs
181
SEVEN YEAR TREND
Sheriffs Office Local Costs
$35
$30
$25
a
.
I
$20 •
J
$15
$10 I
a
.
$5
•
•
$0 a...l I „ _ .`� I l I ., I J I .. -- I
2005 2006 2007 2008 2009 2010 2011
182
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 24,339,006 $ 24,657,710 $ 24,125,371 $ 24,125,371
Supplies 1,071,084 778,170 779,213 779,213
Purchased Services 5,744,407 5,887,014 5,828,274 5,828,274
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 $ 30,810,319
Revenue 4,109,756 3,684,321 3,755,719 3,755,719
Net County Cost $ 27,146,993 $ 27,776,051 $ 27,054,600 $ 27,054,600
Budget Positions 357.35 353.05 343.25 343.25
SUMMARY OF CHANGES: See individual budget units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See individual budget units.
183
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-l: 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(I 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
PSPSB 1-3: 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
PSPSB I-4: Maintain or Place at least 1 SO Liaison
Intelligence on each identifiably useful Task Force
Sharing Between 100% 50% 100%
Agencies
PSPSBI-5 Measure the level of Community
Community Notifications and maintain I:I for
Notification, pattern crimes or significant events 100% 100% 100%
Awareness,and
Prevention
Participation
PSPSB 1-6: 100%Auditing of'After Action Reports'
Increased Officer and reporting on efficacy of SARA
Visibility and 100% 100% 100%
Presence
PSPSBI-7: Prepare an annual Op-Ed piece and a
Advocate for face sheet to inform the citizenry of the
Carrying 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
184
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
DESIRED PRELIMINARY
OUTCOMES PERFORMANCE
OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE
INDICATOR(S)
PSPSBI-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
185
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)
PSPSB3-1: 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
Maintain'forward continues to report/research cutting
thinking'technology edge technologies; Identification of 100% 100%
stance useful and useless technologies, 100%
Quarterly 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-l: 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
186
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
Goal PSPSB5: 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.
187
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
188
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
Goal PSPSB8: 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)
PSPSB8-1 Plans will be reviewed and updated on
Review of EOP, an annual basis or after a Man—made
Hazmat, Mitigation and or Natural incident.
COOP plans 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.
189
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-I: (1) 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%0 91.1/o 0
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
190
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 ofjail 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 ofjail bed days in the past 12
months
(4)The number ofjail 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 ofjail bed days in the past 12
months
(5)The number ofjail bed days used by
other than the county/district courts in the 1.7% 1.1% 1.0%
past 12 months divided b y the total
number ofjail bed days in the past 12
months
191
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PS OSB 2-2: (I)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
192
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 RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,192,385 $ 1,208,382 $ 1,372,947 $ 1,372,947
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 $ 1,631,830
Revenue 204,285 145,287 345,287 345,287
Net County Cost $ 1,206,835 $ 1,296,288 $ 1,286,543 $ 1,286,543
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.
BOARD ACTION:
193
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 Sheriff's Office Summary page.
194
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 6,079,619 $ 5,820,128 $ 5,669,617 $ 5,669,617
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 $ 6,868,372
Revenue 413,656 393,300 182,398 182,398
Net County Cost $ 7,063,721 $ 6,668,601 $ 6,685,974 $ 6,685,974
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
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with the
transfer of the civil processing unit to administration
BOARD ACTION: Approved as recommended.
195
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 $24.75
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
196
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.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY t
Personnel Services $ 1,066,770 $ 845,895 $ 845,895 $ 845,895
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 $ 1,040,131
Revenue 274,459 412,110 464,110 464,110
Net County Cost $ 950,146 $ 631,021 $ 576,021 $ 576,021
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).
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:
197
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 $2.33
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
198
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 460,338 $ 538,632 $ 538,632 $ 538,632
Supplies 1,177 4,182 4,182 4,182
Purchased Services 68,492 74,104 74,104 74,104
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 530,007 $ 616,918 $ 616,918 $ 616,918
Revenue 575,240 648,173 723,173 723,173
Net County Cost $ -45,233 $ - 31,255 $ - 106,255 $ - 106,255
Budgeted Positions 7.0 7.5 7.5 7.5
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
199
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 0.277
Per capita cost (county support) $ - 0.17 $ - 0.12 $ - 0.39
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
200
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 227,689 $ 241,984 $ 148,468 $ 148,468
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 $ 231,537
Revenue 165 0 0 0
Net County Cost $ 377,279 $ 366,995 $ 231,537 $ 231,537
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.
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:
201
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 3,960 4,158 2,731
Animals Transported to Shelter 852 895 880
Efficiency 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 Sheriff's Office Summary page.
202
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 RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 158,434 $ 188,507 $ 188,507 $ 188,507
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 $ 277,407
Revenue 252,317 115,383 115,383 115,383
Net County Cost $ - 1,913 $ 170,024 $ 162,024 $ 162,024
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: The only change is an $8,000 reduction in training.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
203
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 $0.600
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.
204
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 (VALE/VOCA) funding.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 108,514 $ 96,644 $ 96,644 $ 96,644
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 $ 136,863
Revenue 56,201 82,468 82,468 82,468
Net County Cost $ 81,920 $ 54,395 $ 54,395 $ 54,395
Budgeted Positions 2 2 2 2
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
205
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
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 $0.20
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: 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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 95,840 $ 95,012 $ 95,012 $ 95,012
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 $ 165,260
Revenue 0 0 0 0
Net County Cost $ 166,088 $ 165,260 $ 165,260 $ 165,260
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
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:
207
MUL TI-JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
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.
208
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 12,720,637 $ 13,394,892 $ 12,944,165 $ 12,944,165
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 $ 16,956,901
Revenue 1,577,286 859,200 728,200 728,200
Net County Cost $ 15,105,870 $16,666,805 $ 16,228,701 $ 16,228,701
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.
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 unknown, 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:
209
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
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 $66.26
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.
210
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,134,425 $ 2,132,871 $ 2,130,721 $ 2,130,721
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 $ 2,638,987
Revenue 666,509 892,000 969,700 969,700
Net County Cost $ 2,146,486 $ 1,679,992 $ 1,669,287 $ 1,669,287
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 to the request for GPS
monitoring technology.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Recommend
that the GPS technology be acquired and that the work release fee be increased accordingly.
BOARD ACTION:
PERFORMANCE MEASURES: Included in North Jail Complex (1000-24410) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals on page prior to North Jail Complex (1000-24410) Summary.
211
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 RECOMMEND
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:
PERFORMANCE MEASURES: See North Jail budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals.
212
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Office of Emergency 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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 94,355 $ 94,763 $ 94,763 $ 94,763
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 $ 161,113
Revenue 89,638 51,400 60,000 60,000
Net County Cost $ 89,668 $ 107,925 $ 101,113 $ 101,113
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%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
213
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 $0.37
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
214
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: 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 RECOMMEND
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 1,846,857
Fixed Charges 8,050 0 0 0
Gross County Cost $ 1,454,716 $ 1,440,894 $ 1,846,857 $ 1,846,857
Revenue 88,377 56,200 68,068 68,068
Net County Cost $ 1,366,339 $ 1,384,694 $ 1,778,789 $ 1,778,789
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.
215
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (continued):
The County shall identify the amount to be charged 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.
Phone costs of $50,000 are included in the budget outside the contract. The County receives
cost reimbursement from tower rental ($68,068). The County's share for the formula in 2011
will be $1,796,857 for the WCRCC. The $1,796,857 was determined as follows.
Grand Total Costs $ 5,020,371
Less: E911 Contribution -801,979
E911 Paid Direct -1,203,812
Other Grants 0
Net Total to be Allocated $ 3,014,580
Less: City of Greeley -798,362
UCFRA -207,255
Grand Total Weld County Share $ 2,008,963
Less: Credit for Weld Indirect Costs -111,737
Weld County's Net Share Due to Greeley $ 1,897,226
Less: Other Entities Charges -100,369
Weld County's Payment to WCRCC Enterprise Fund S 1,796,857
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The budget for
Weld County has increased by $394,095 due to the new formula. When all prior costs are
taken into account the increase for 2011 is $294,095. Prior to 2012, the Communications
Advisory Board needs to determine 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:
216
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#'s
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)
PS1-0l: 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
217
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide
communications system.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
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:
218
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Supplies $ 64,592 $ 100,000 $ 0 $ 0
Purchased Services 901,425 750,376 750,376 750,376
Gross County Cost $ 966,017 $ 850,376 $ 750,376 $ 750,376
Revenue 0 0 0 0
Net County Cost $ 966,017 $ 850,376 $ 750,376 $ 750,376
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
$337,547 for records and $412,829 for information services, for a total of $750,376. The
amount is the same as last year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
219
CRIMINAL JUSTICE INFORMATION
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ARS documents transcribed 10,000 9,000 9,000
Efficiency Measures
Per capita cost (county support) $3.76 $3.23 $2.78
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
220
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 443,185 $ 380,366 $ 380,366 $ 380,366
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 $ 633,940
Revenue 414 700 700 700
Net County Cost $ 688,813 $ 633,240 $ 633,240 $ 633,240
Budgeted Positions 5.5 5.5 5.5 5.5
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
221
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
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 $2.34
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-l: 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)
222
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, 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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 415,971 $ 452,653 $ 415,971
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 $ 468,048
Revenue 0 0 10,000 10,000
Net County Cost $ 0 $ 478,821 $ 494,730 $ 458,048
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$36,682, 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; requires considerable data input 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 Sheriffs 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
223
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: Based upon a work session held with the District Court Judges on
August 24, 2010, it was agreed to proceed with filling the Criminal Justice Planner position in
2010. The clerical position is recommended to be filled, if Proposition 101 does not pass.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services - - 1,100 1,100
Efficiency Measures
FTE's per 10,000/capita - - .228 .222
Per capita net cost - - $1.82 $1.70
224
PRETRIAL SERVICES
(CONTINUED)
1000-24100
Coal 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.
225
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 RECOMMEND
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 $ 2,3361,55
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.
226
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
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 0.307
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
227
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 688,994 $ 657,355 $ 671,595 $ 671,595
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 $ 917,669
Revenue 976,413 790,000 850,000 850,000
Net County Cost $ 52,165 $ 102,831 $ 67,669 $ 67,669
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 $35,161.
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:
228
BUILDING INSPECTION
(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)
# 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 $ 0.25
229
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
230
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 com
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
231
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 265,542 $ 273,970 $ 273,970 $ 273,970
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 $ 492,445
Revenue 6,590 10,000 10,000 10,000
Net County Cost $ 611,095 $ 501,530 $ 482,445 $ 482,445
2 FTE 2FTE 2FTE 2FTE
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. Fixed 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
232
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 Al .08
Per capita cost (county support) $2.57 $1.90 $1.79
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-I: 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
233
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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,748,773 $ 1,773,500 $ 1,771,500 $ 1,771,500
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 $ 1,841,001
Revenue 0 0 0 0
Net County Cost $ 1,678,355 $ 2,135,967 $ 1,841,001 $ 1,841,001
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
234
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 TPW8: 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%
TPW8-2: 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
235
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.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 43,216 $ 44,202 $ 44,202 $ 44,202
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 $ 70,702
Revenue 1,939 1,375 1,900 1,900
Net County Cost $ 64,835 $ 69,327 $ 68,802 $ 68,802
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
236
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 $0.255
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
237
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 RECOMMEND
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:
238
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 RECOMMEND
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:
239
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 RECOMMEND
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 9,562
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 12,500 $ 10,625 $ 10,360 $ 9,562
Revenue 0 0 0 0
Net County Cost $ 12,500 $ 10,625 $ 10,360 $ 9,563
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:
240
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 RECOMMEND
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:
241
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 RECOMMEND
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 35,285
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 31,729 $ 39,206 $ 195,988 $ 35,285
Revenue 0 0 0 0
Net County Cost $ 31,729 $ 39,206 $ 195,988 $ 35,285
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.
242
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-50130
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): In Envision's request it
states that Colorado Revised Statute (CRS) 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
CRS 27-10.5- 104 (7) (a). Prior to 2008, the statute stated that there should be five percent
local funding. With the 2008 amendment to CRS 27-10.5-104 (7)(a), 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:
243
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Front 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 RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 104,599 171,000 171,000 159,900
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 104,599 $ 171,000 $ 171,000 $ 159,900
Revenue 0 0 0 0
Net County Cost $ 104,599 $ 171,000 $ 171,000 $ 159,900
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The request from North Front 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:
244
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 RECOMMEND
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 8,797
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 $ 6,047
Revenue 0 0 0 0
Net County Cost $ 6,000 $ 7,025 $ 6,047 $ 6,047
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:
245
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 RECOMMEND
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:
246
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 RECOMMEND
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:
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Human Services Fund.
247
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 RECOMMEND
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:
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Health Fund.
248
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 RECOMMEND
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 80,325
Gross County Cost $ 105,000 $ 89,250 $ 84,000 $ 80,325
Revenue 0 0 0 0
Net County Cost $ 105,000 $ 89,250 $ 84,000 $ 80,325
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:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
249
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 RECOMMEND
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:
250
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-
251
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 RECOMMEND
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 57,921,843
Net County Cost $ -58,465,093 $ -58,159,990 $ - 57,409,343 $ - 57,409,343
SUMMARY OF CHANGES: On the expense side, this budget is unchanged from 2010. The
$36,210 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 $750,647 over the current year. Property taxes are budgeted at
$52,844,711, down $1,207,483 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 1000-90100-4117 Property Tax Adjustment, with an offsetting equal amount in account
1000-90100-4117 Personal Property Tax Incentives.
BOARD ACTION:
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120
DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health
benefits.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
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:
253
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 103,530 14,905 122,497 63,931
Gross County Cost $ 103,530 $ 14,905 $ 122,497 $ 63,931
Revenue 0 0 0 0
Net County Cost $ 103,530 $ 14,905 $ 122,497 $ 63,931
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL
Promises for Children $ 8,500 $ 5,000 $ 5,000
Convention & Visitors' Bureau 4,250 3,825 3,825
211 Information and Referral 21,250 21,775 21,775
Juvenile Assessment Center 30,030 30,660 27,594
Audio Information Network 6,375 5,737 5,737
RSVP 0 5,500 0
Interagency Oversight Group 50.000 50.000 0
Total $120,405 $122,497 $63,931
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following is the
recommendation for each agency:
Promises for Children. The Board, in May, 2004, made a commitment to fund this program
along with other partners in the community. A request for $5,000 was made. This
United Way request was combined with the 211 request for a combined reduction of
10% in both programs. Promise for Children was reduced more due to the program's
ability to access other funding sources, whereas 211 do not have that ability.
Recommend approval.
254
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
. Convention & Visitor Bureau has requested $3,825 this year for visitor guides. This is
a 10% reduction over 2010. Recommend approval.
. 211 Information and Referral has requested $21,775 for the 211 information and
referral system operated by United Way. This amount, combined with Promises for
Children's request, is 10% less than the current year. Recommend approval.
. Audio Information Network of Colorado (formerly Radio Reading Service of the
Rockies) has requested $5,737 to provide radio reading services for the visually
impaired in Weld County. This amount is a 10% reduction from the 2010 funding level.
Recommend approval.
. Youth and Family Connections (formerly the Juvenile Assessment Center) has
requested the funding level of $30,660, as Weld County's share of law enforcement
support. The recommended amount is $27,594 or a 10% reduction.
. Collaborative Management Program (formerly the Interagency Oversight Group) was
funded last year, in the amount of $50,000, to cover the contribution to the lOG for
Human Services, Health Department, and District Attorney. Human Services paid the
amount in 2010, so no General Fund dollars are required. Now that Weld County has
combined Social Service and Human Services into one Weld County agency, the county
will only be assessed for one board position instead of two, since the county gave up
one board position. With this change the assessment for the county dropped to
$40,000, less 10% or $36,000. To strategically help the TANF allocation the
assessment will be paid by the Social Services Fund in this budget unit for 2011.
Recommend approval.
RSVP was only funded in 2007 and 2008 for senior volunteer services, but has not been
funded since. RSVP has requested funding in the amount of $5,500 for 2011. Since
the Commissioner's budget policy direction is not to fund any new outside agencies in
2011, no funding is recommended. RSVP receives funds from the County through Area
Agency on Aging contracts.
BOARD ACTION:
255
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION
BUDGET UNIT TITLE AND NUMBER: Extension - - 100-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based
education for agricultural, environmental and consumer issues.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 265,334 $ 272,130 $ 272,130 $ 272,130
Supplies 17,598 9,300 9,300 9,300
Purchased Services 35,638 43,200 43,200 43,200
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 318,570 $ 324,630 $ 324,630 $ 324,630
Revenue 0 0 0 0
Net County Cost $ 318,570 $ 324,630 $ 324,630 $ 324,630
Budgeted Positions 10.75 12.08 12.08 12.08
SUMMARY OF CHANGES: No change. On June 28, 2010, the Board had a work session to
discuss the request for the addition of a cropping sciences agent. The Board indicated that with
the tight budget situation faced by the county, it would be difficult to add staff in 2011. As a
result, the department did not make the request for the additional agent in the 2011 budget
request.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
256
EXTENSION
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment 903 926 950
Efficiency Measures
FTE's per 10,000/capita .418 .408 .401
Per capita cost (county support) $1.24 $1.23 $1.20
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's
goals and objectives are part of a separate CSU Extension's published document available
through Colorado State University.
257
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair- - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County Fair.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 15,014 $ 17,950 $ 17,950 $ 17,950
Supplies 0 0 0 0
Purchased Services 56,819 290,995 290,995 290,995
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 71,833 $ 308,945 $ 308,945 $ 308,945
Revenue 0 250,000 250,000 250,000
Net County Cost $ 0 $ 58,945 $ 58,945 $ 58,945
Budgeted Positions .3 0.3 0.3 0.3
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 7,061 7,219 7,376
Exhibitors registered 2,383 2,436 2,489
Efficiency Measures
Per capita cost (county support) $0.280 $0.224 $0.218
258
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Veteran's Office - - 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 62,187 $ 62,672 $ 62,672 $ 62,672
Supplies 36 300 300 300
Purchased Services 4,209 5,350 5,350 5,350
Gross County Cost $ 66,432 $ 68,322 $ 68,322 $ 68,322
Revenue 600 2,400 2,400 2,400
Net County Cost $ 65,832 $ 65,922 $ 65,922 $ 65,922
Budgeted Positions 1 1 1 1
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files 795 825 825
Office visits 3,500 3,000 3,000
Efficiency Measures
FTE's per 10,000/capita 0.039 0.038 0.037
Per capita cost (county support $0.256 $0.250 $0.244
Goal HHS5: Assist in providing veterans access to eligible state and federal benefits to meet their needs.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HHS5-l: Insure all Percentage of served veterans receiving all 95% 95% 95%
veterans seeking eligible benefits
assistance receive all
eligible benefits
259
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 78,908 91,500 78,975 78,975
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 78,908 $ 91,500 $ 78,975 $ 78,975
Revenue 0 0 0 0
Net County Cost $ 78,908 $ 91,500 $ 78,975 $ 78,975
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The estimated cost for the building in 2011 is $310,950, with
offsetting revenue of $153,000. The net loss of the operation will be $157,950 or, split with the
City of Greeley, $78,975. The result is a 12.6% reduction over 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
260
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-9999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
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 $ 1,245,140 $ 1,245,140
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 a 12% increase in health insurance costs that will
be entirely paid for by the County. No salary increases are recommended; however, there are
funds for step increases due to employees in 2011. There are no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
261
40)tw
Vik
�
COLORADO
PUBLIC WORKS
Revenue Changes
0
$18,000.000 $
§-)
$16,000,000 § "'
0
tn
cl
❑ 2010 _
$14,000,000
■ 2011 _
$12,000,000 $ 8
0.
O 0
01- CI
$10,000,000 VI
'n ca
cl cl
oo S
$8,000,000 0) 0 R
�i vi
$6,000,000
0
$4.000,000 S §
0 0
0 0 0
e 0
co tD 00 0 q 0
$2,000,000 FT-
w �n P O to
en
rn "[I
tri n h °D
In 69r1w M ey
FIE Flit
$0 i I 1 r
eo oy ''� oe, a+ e) atco .P
` ��+ ��� \T. G �a+ \J goo
50 �� \Q aQ� `ate r0� oca �4a
ry'rs J Q`oc \coo k\> `'ono o� Qoa �`�o
2011 Revenue
Total $41 , 837 , 191 (2010 $40 ,404, 938)
Fund Balance,
$15, 500,000, 37%
Severance Tax,
$ 1 ,600,000, 4% Other Taxes,
$6, 330, 000, 15%
f i
_ It..-
C_______ _ . _ - I-n-7 .:...- -- --. - - --vi.--t. ...-
t y Federal/State,
Licenses/Permits, .. $730,000, 2%
$325, 000, 1 % Miscellaneous,
$835,000, 2%
Property Taxes, Highway Users Fee,
$6,987, 191 , 16% $9,530,000, 23%
263
PUBLIC WORKS
2011 EXPENDITURES
Total $ 27 , 202 , 645 ( 2010 $ 27 , 550 , 340 )
Maintenance Support
$1 ,403,902 5% Trucking $3,548,294
13%
Motorgrader
$6,173,112 23%
Mining $1 ,395,532 5%
Bridge Construction K�
$3,923,131 14% Adminstration
Municipalities $704,082 3%
P Pavement Mangement
$1 ,700,000 6% $5,515,020 20% Public Works
$2,839,572 11 %
EXPENDITURE CHANGES
$7,000,000
dam' N
a O cri La to
$6,000,000 - ~'
tfi la te
in to c\I
N. CO 02010
$5,000,000 - coo
rn 69
N O 2011
it
g. O) °' O)QNj N
cri re; O pp
to te
$4,000,000 — N --. —
lecit oi
40,
CO.
Q) (i) —
cO
CC
N
$3,000,000
O
O
o O
to o to co o ti in
co n
$2,000,000 co 61 v v v co
j 7, EA TA G9 M C4
O
o O
$1 ,000,000 — P-
eEd9
--
$0 — — • _ - • — --„-- -r -- ,
Public Works Pavement Municipalities Bridge Motorgrader Maintenance True P. c.,; Mining Adminstration
Mangement Construction Support
264
SEVEN YEAR TREND
Public Works
$40
$35 ,I.,•4.:4'.
$30
$25 tt
,,Ac W.. YT.. x'•IF'.v
f yl"!t atsh
Z g, ,a{
h* ` k`:
Ys _atE• uv. { Y•4
......
$10 :f°
*•
4
Vk
•
$0 i ,a i
2005 2006 2007 2008 2009 2010 2011
265
PUBLIC WORKS FUND SUMMARY
The Public Works Fund records all costs related to Weld County road and bridge construction
and maintenance. This fund is also utilized for allocation of monies to cities and towns for use
in their road and street activities.
The resources for 2011 total $41,837,191, which includes a fund balance of $15,500,000, in
addition to the revenue shown in the budget. Property tax is set at $6,987,191. Specific
ownership tax is estimated to be $6,330,000, the same as 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 $325,000, and 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. $500,000 from the severance tax fund balance amount will
be budgeted in 2011.
The budgeted appropriations for Public Works in 2011 total $27,202,645, down $347,695.
Municipal share back is funded at $1,700,000, up $309,350 due to the drop in oil and gas
assessed values in the unincorporated areas of the county. No salary increases are proposed,
but $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 able to be maintained with
the funding recommended.
The 2011 Public Works Capital Improvements Plan is available on the county web site at
http://www.co.weld.co.us/departments/public works/index.html.
266
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 29-1-110, C. R. S., 1973, at a public hearing on the budget, Weld
County must discuss the proposed use of its allocation of highway users tax fund monies and
the County Public Works Fund and provide an opportunity for any elector to be heard on the
expenditure of such monies for the current year and for the fiscal year governed by the
proposed budget.
The proposed use of the 2011 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition $ 6,173,112
Maintenance Support 1,403,902
Trucking 1,952,986
TOTAL $ 9,530,000
267
CONSTRUCTION BIDDING FOR
STATE-FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701 through 707, C. R. S., as amended, cities or counties of
30,000 persons or more are required to bid projects of over $150,000. Local governments are
required to bid competitively among private contractors for projects using Highway Users Tax
Fund money (state funded projects), and are prohibited from dividing projects into two or more
projects to evade provisions of the act.
"State-funded public project" means any construction, alteration, repair, demolition, or
improvement by any agency of local government of any land, structure, facility, road, highway,
bridge, or other public improvement suitable for and intended for use in the promotion of the
public health, welfare, or safety and any defined maintenance project which is funded in whole
or in part from the highway users tax fund and which may be reasonably expected to exceed
one hundred fifty thousand dollars in the aggregate for any fiscal year.
"Defined maintenance project" means any project that involves a significant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other
public improvement, including but not limited to repairing or seal coating of roads or highways or
major internal or external reconstruction or alteration of existing structures. "Defined
maintenance project" does not include routine maintenance activities such as snow removal,
minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads,
repainting, replacement of floor coverings, or minor reconstruction or alteration of existing
structures.
Based upon the above definitions, Weld County's Public Works 2011 budget would be allocated
as follows by the above categories:
TOTAL HUTF STATE LOCAL/OTHER
Bridge Construction $ 3,923,131 $ 0 $ 3,923,131
Maintenance of Condition 6,173,112 6,173,112 0
Maintenance Support 1,403,902 1,403,902 0
Trucking 3,548,294 1,952,986 1,595,308
Mining 1,395,532 0 1,395,532
Administration 704,082 0 704,082
Pavement Management 5,515,020 0 5,515,020
Municipalities 1,700,000 0 1,700,000
Public Works:
Miscellaneous 167,500 0 167,500
Strategic Roads 384,500 0 384,500
Part-time 727,572 0 727,572
Contract 1,560,000 0 1,560,000
TOTAL $27,202.645 $ 9,530,000 $17,672 645
Based upon the above allocation, Weld County is not required to competitively bid any service.
However, it is anticipated that Weld County will bid out $3,064,450 in asphalt purchases and
contracts for overlays and reconstruction, and chip and seal of $1,143,000, for a total of
$4,207,450 in bid projects for 2011. A major portion of the $384,500 earmarked for Strategic
Roads and contracts may also be contracted, which raises the potential bid project amount to
$4,591,950. Maintenance of effort requirement was eliminated by the 1994 State Legislature,
effective with the 1995 budget; therefore, it is not demonstrated in this budget document.
268
PUBLIC WORKS
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
TAXES
2000 90100 4112 CURRENT PROPERTY TAXES 7,354,938 6,987,191 6,987,191
2000 90100 4130 SPECIFIC OWNERSHIP TAXES 6,330,000 6,330,000 6,330,000
2000 90100 4140 SEVERANCE TAXES 1,600,000 1,600,000 1,600,000
TOTAL TAXES 15,284,938 14,917,191 14,917,191
LICENSES AND PERMITS
2000 90100 4221 PERMITS 325,000 325,000 325,000
INTERGOVERNMENTAL
2000 90100 4312 MINERAL LEASING 150,000 150,000 150,000
2000 90100 4316 GRAZING ACT 80,000 80,000 80,000
2000 90100 4318 PAYMENT IN LIEU OF TAXES 20,000 20,000 20,000
2000 90100 4334 HIGHWAY USER 9,530,000 9,530,000 9,530,000
2000 90100 4338 MOTOR VEHICLE REG 310,000 340,000 340,000
2000 90100 4340 GRANTS 675,000 140,000 140,000
TOTAL INTERGOVERNMENTAL 10,765,000 10,260,000 10,260,000
MISCELLANEOUS
2000 90100 4680 OTHER 680,000 835,000 835,000
TOTAL PUBLIC WORKS 27,054,938 26.337,191 26.337,191
269
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
2000 30100 ADMINISTRATION 681,033 688,877 688,877 C
2000 32100 TRUCKING 3,303,404 3,514,026 3,514,026 C
2000 32200 MOTORGRADER 5,668,871 6,091,407 6,091,407 C
2000 32300 BRIDGE 3,956,967 3,861,840 3,861,840 C
2000 32400 MAINTENANCE SUPPORT 1,422,852 1,396,020 1,396,020 C
2000 32500 OTHER PUBLIC WORKS 4,251,772 2,822,072 2,822,072 C
2000 32600 MINING 1,405,746 1,368,071 1,368,071 C
2000 32700 PAVEMENT MANAGEMENT 5,469,045 5,493,412 5,493,412 C
2000 56200 CITIES AND TOWNS 1,390,650 1,700,000 1,700,000 C
2000 99999 SALARY CONTINGENCY 0 266,920 266,920 C
TOTAL PUBLIC WORKS 27.550.340 27,202.645 27,202.645 C
270
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Summary - -All Departments - - Fund 2000
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 9,181,892 $ 9,459,241 $ 9,737,144 $ 9,737,144
Supplies 5,144,298 9,480,391 9,000,242 9,000,242
Purchased Services 8,967,419 8,277,780 8,132,331 8,132,331
Fixed Charges 2,940,950 332,928 332,928 332,928
Contra Expense 0 0
Capital 0 0
Gross County Cost $ 26,234,559 $ 27,550,340 $ 27,202,645 $ 27,202,645
Revenue/Fund Bal. - 18,905,202 - 20,195,402 - 20,215,464 - 20,215,464
Net County Cost $ 7,329,357 $ 7,354,938 $ 6,987,181 $ 6,987,181
Budgeted Positions 137 137 137 137
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION:
271
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works as necessary;
coordinates complaints; and maintains cost accounting records on projects.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 535,111 $ 520,843 $ 531,263 $ 531,263
Supplies 38,909 48,500 46,500 46,500
Purchased Services 182,314 101,270 111,114 111,114
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 756,334 $ 670,613 $ 688,877 $ 688,877
Revenue 0 0 0 0
Net County Cost $ 756,334 $ 670,613 $ 688,877 $ 688,877
Budgeted Positions 7 7 7 7
SUMMARY OF CHANGES: Supplies decreased $2,000 based on historic figures and
anticipated costs for 2011. Purchased Services increased a total of $9,844 based on the
following: a $1,000 reduction in the Postage and Freight line item; a $100 decrease for
Publications and Subscriptions; a $250 decrease for Memberships and Registrations; a $13,344
increase for Vehicle Expenses based on figures from the Accounting Department; an increase
of $1,050 for Repair and Maintenance Other; a $200 decrease for Travel and Meetings; and a
$3,000 reduction for Training.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
272
ADMINISTRATION
(CONTINUED)
2000-30100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Perform administrative duties with less
than1% error 90% 90% 95%
Efficiency Measures
FTE's per 10,000/capita .27 .27 .26
Per capita cost (county support) $2.94 $2.54 $2.55
Goal TPWI: Provide effective and efficient administrative and managerial support and supervision to the
Public Works Department.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
TPW1-1: Perform duties with less than I%errors, 100% 100% 100%
Accurately 90%of the time
monitor and report
activities of the
department
273
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100
DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and
transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile
sites, and capital improvement projects with 33 full time employees, 14 assigned truck tractors
and trailers, 4 loaders, 6 dump trucks and 3 water trailers. This department is responsible for
organizing and supervising the County Community Service Work Program and operational
supervision and management of the trucking contract.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,982,250 $ 1,998,459 $ 2,030,426 $ 2,030,426
Supplies 4,537 7,100 7,000 7,000
Purchased Services 1,280,942 1,265,878 1,476,600 1,476,600
Fixed Charges 27,485 0 0 0
Capital 0 0 0 0
Gross County Cost $ 3,295,214 $ 3,271,437 $ 3,514,026 $ 3,514,026
Revenue 0 0 0 0
Net County Cost $ 3,295,214 $ 3,271,437 $ 3,514,026 $ 3,514,026
Budgeted Positions 36 33 33 33
SUMMARY OF CHANGES: Supplies decreased $100 for outerwear for seasonal employees.
Purchased Services increased $210,722 based on anticipated fuel usage for 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
274
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 1.29 1.26 1.23
Per capita cost (county support) $13.68 $13.34 $13.01
Goal TPW5: Haul all material needed for gravel roads,RAP(recycled asphalt) roads and asphalt road
construction and overlay projects. Clear paved roads of snow and ice.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
TPW5-1: Operate 95%of the time operate within established Yes Yes Yes
within budget budget guidelines;emergencies,e.g.
limits weather,etc. excepted
TPW5-2: 100%of scheduled gravel plan 100% 100% 100%
Complete annual accomplished annually
gravel plan
TPW5-3: Respond 100%of service calls responded to within 24 100% 100% 100%
to calls for service hours
within 24 hours
275
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Motor Grader- - 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 40 motor graders, 31 grader zones, 20 grader
stations, one fugitive dust team, and two roving maintenance teams, responsible for the upkeep
of gravel roads in Weld County (approximately 2,500 miles).
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,766,229 $ 2,824,661 $ 2,853,529 $ 2,853,529
Supplies 457,004 623,700 622,750 622,750
Purchased Services 1,981,695 1,961,514 2,385,000 2,385,000
Fixed Charges 225,329 230,128 230,128 230,128
Capital 0 0 0 0
Gross County Cost $ 5,430,257 $ 5,640,003 $ 6,091,407 $ 6,091,407
Revenue 0 0 0 0
Net County Cost $ 5,430,257 $ 5,640,003 $ 6,091,407 $ 6,091,407
Budgeted Positions 43 46 46 46
SUMMARY OF CHANGES: Supplies decreased $950 for the reduction of seasonal
employees. Purchased Services increased $423,486 for anticipated repair and fuel costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
276
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 1.79 1.75 1.71
Per capita cost (county support) $23.71 $23.13 $22.55
Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
TPW4-1: Spread 100%of gravel plan accomplished annually Yes Yes Yes
gravel per annual
gravel plan
TPW4-2: Perform 80%of surface maintenance schedule Yes Yes Yes
surface accomplished annually
maintenance on
gravel roads
TPW4-3: Respond 100%of Air Force road maintenance done Yes Yes Yes
to keep annually
Department of
Defense roads
open during snow,
construction events
TPW4-4: Respond 95%of the time. Contact or resource Yes Yes Yes
to service calls commitment will be made.
within 5 days to
acknowledge
concern for the
caller
277
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: This unit consists of 27 full time employees and 14 seasonal
positions with over $5 million of reportable equipment. It is organized as a Bridge section,
Construction section, and Drainage section which perform a variety of tasks in those areas.
This unit also supports snow and ice control and conducts tree removal on county rights-of-way.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,739,675 $ 1,743,557 $ 1,795,642 $ 1,795,642
Supplies 913,346 960,058 876,158 876,158
Purchased Services 810,946 1,100,367 1,089,140 1,089,140
Fixed Charges 134,596 100,900 100,900 100,900
Capital 0 0 0 0
Gross County Cost $ 3,598,563 $ 3,904,882 $ 3,861,840 $ 3,861,840
Revenue 0 0 0 0
Net County Cost $ 3,598,563 $ 3,904,882 $3,861,840 $3,861,840
Budgeted Positions 27 27 27 27
SUMMARY OF CHANGES: Supplies was decreased a total of$83,900 based on the following:
Road Construction Supplies decreased $45,000 due to a reduction in RAP projects; Other
Operating Supplies decreased $13,900 for shot rock and washed rock purchases. Cost of
Goods Sold decreased $25,000 based on a reduction of stringers and bridge materials.
Purchased Services decreased a total of $11,227 based on a $75,000 reduction for tree
trimming and an increase of$63,773 for anticipated fuel costs for 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
278
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 1.05 1.03 1.00
Per capita cost (county support) $15.03 $14.66 $14.30
GoalTPW3: To repair and replace bridges,construct capital improvement projects,assist with snow removal
on road system and county parking lots, install and replace culverts and cattle guards and perform tree
removal/trimming in county rights of way.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
Complete all 100%of construction projects completed Yes Yes Yes
construction by the end of the year with 75%of them
projects by the end completed within established timelines
of the year or as
scheduled
Respond to service 100%of the time service calls will be 97% 98% 98%
calls within 24 responded to within 24 hours
hours of receipt
Maintain bridge 100%less than 10%restricted bridges, Yes Yes Yes
system with less 100%scheduled critical repair of bridges
than 10%restricted within one year of discovery
bridges
Snow removal 100%of the time accomplish task. If 99% 99% 99%
from county task cannot be accomplished due to the
parking lots in amount of snow or other conditions,
business park and provide information to decision makers.
Human Services
279
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400
DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of
signs, barricades, construction project signing, and roadway striping county-wide. Replaces
and maintains all cattle guards and conducts routine and sustained snow removal operations as
needed.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 605,038 $ 599,168 $ 610,260 $ 610,260
Supplies 478,724 555,450 554,560 554,560
Purchased Services 186,328 257,142 231,200 231,200
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,270,090 $ 1,411,760 $ 1,396,020 $ 1,396,020
Revenue 0 0 0 0
Net County Cost $ 1,270,090 $ 1,411,760 $ 1,396,020 $ 1,396,020
Budgeted Positions 9 9 9 9
SUMMARY OF CHANGES: Supplies decreased $890 as Uniforms and Clothing was reduced
$150 as there will be no seasonal clothing reimbursement for 2011. Cost of Goods Sold was
reduced $740 based on anticipated needs for 2011.
Supplies decreased a total of $25,942 as Vehicle Expenses was reduced $13,942 based on
anticipated fuel needs and figures provided by the Accounting Department. Machinery and
Equipment was eliminated as there are no anticipated purchases for 2011 and was reduced
$12,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
280
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita .35 .34 .34
Per capita cost (county support) $5.44 $5.30 $5.17
Goal TPW6: Assure safe travel for the general public by maintaining clearly marked and signed roads and
bridges; assist in plowing of snow from county parking lots and roads; install and maintain snow fence in
selected areas of the county.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
TPW6-I: Respond 100%of service calls will be responded to 100% 100% 100%
to service calls within 24 hours
within 24 hours of
receipt
TPW6-2: Respond 100%of the time 100% 100% 1005
and place
temporary stop
signs
TPW6-3: Replace 100%of the time 100% 100% 100%
warning advisory
and regulatory
signs
TPW6-4: 100% 100% 100%
Schedule road line
painting
Centerline 100%of the time
Shoulder line 100%of the 50%
281
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All
contract payments for bridge grants and road construction projects are included in this budget
unit.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 622,078 $ 710,072 $ 710,072 $ 710,072
Supplies 0 0 0 0
Purchased Services 723,868 $ 3,541,700 2,112,000 2,112,000
Fixed Charges 2,542,370 0 0 0
Capital 0 0 0 0
Gross County Cost $ 3,888,316 $ 4,251,772 $ 2,822,072 $ 2,822,072
Revenue 0 0 0 0
Net County Cost $ 3,888,316 $ 4,251,772 $ 2,822,072 $ 2,822,072
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Purchased Services decreased a total of $1,429,700 based on the
following: Other Purchased Services increased $3,500 based on anticipated fees for 2011;
Contract Payments decreased $161,700 based on capital improvement projects; Strategic
Roads was reduced $1,356,500 due to a reduction in projects for 2011; Right-of-Way increased
$5,000 to fund right-of-way purchases; and Grants and Donations increased $80,000 to fund the
Bridge 6/25A rehab project. See 2011 Work Plan for specific projects.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
282
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Abutments 14 14 14
Efficiency Measures
FTE's per 10,000/capita 0 0 0
Per capita cost (county support) $14.82 $14.46 $10.45
283
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county-owned quarries.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 319,307 $ 310,196 $ 320,756 $ 320,756
Supplies 486,083 697,083 694,424 694,424
Purchased Services 561,733 396,567 350,991 350,991
Fixed Charges 820 1,900 1,900 1,900
Capital 0 0 0 0
Gross County Cost $ 1,367,943 $ 1,405,746 $ 1,368,071 $ 1,368,071
Revenue 0 0 0 0
Net County Cost $ 1,367,943 $ 1,405,746 $ 1,368,071 $ 1,368,071
Budgeted Positions 5 5 5 5
SUMMARY OF CHANGES: Personnel Services increased $10,560 for anticipated overtime
costs. Supplies decreased $2,659 due to the reduction in crushing. Purchased Services
decreased a total of $45,576 based on the following: Other Purchased Services was reduced
$7,500 for prairie dog control at gravel pits; Utilities was reduced $576 for port-o-let service; and
Vehicle Expense decreased $37,500 due to the reduction in crushing.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
284
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita .20 .19 .19
Per capita cost (county support) $5.33 $5.20 $5.07
Goal TPW2: To perform mining,crushing,and screening of aggregate materials and recycled asphalt.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
TPW2-1: 100%of scheduled production Yes Yes No
Complete
scheduled
crushing and
screening
requirements
TPW2-2: Follow 100%,provide detailed explanation of any No Yes Yes
Mining Safety and write-ups or discrepancies
Health(MSHA)
guidelines and
directives
285
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700
DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt
patching, potholes, and paving operations. Responsible for pavement testing, concrete curb
and gutter, crack fill, seal coat, and gravel shoulder improvements, as well as snow removal
operations as needed.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 612,204 $ 616,809 $ 618,276 $ 618,276
Supplies 2,765,695 3,046,800 3,101,850 3,101,850
Purchased Services 1,628,119 1,804,392 1,773,286 1,773,286
Fixed Charges 10,350 0 0 0
Capital 0 0 0 0
Gross County Cost $ 5,016,368 $ 5,468,001 $ 5,493,412 $ 5,493,412
Revenue 0 0 0 0
Net County Cost $ 5,016,368 $ 5,468,001 $ 5,493,412 $ 5,493,412
Budgeted Positions 10 10 10 10
SUMMARY OF CHANGES: Personnel Services increased $1,467 based on anticipated
overtime for 2011. Supplies increased a total of $55,050 based on the following: Road
Construction Supplies increased $54,750 to fund asphalt projects; and Uniforms and Clothing
increased $300 to fund outerwear for two seasonal mower operators which were previously
funded from the Noxious Weeds (1000-26100) budget.
Purchased Services decreased a total of $31,106 based on the following: Contract Payments
decreased $210,000 for material supply as a sufficient amount was stockpiled in 2010 to cover
needs for 2011 and the maintenance seal coat program was reduced; Other Professional
Services decreased $10,000 as non-destructive pavement testing was reduced; Vehicle
Expense was increased $198,394 with the transfer of two mowers and a service truck from the
Noxious Weed budget (1000-26100); Machinery and Equipment Rental increased $2,500 for
anticipated rental needs for 2011; and Machinery and Equipment was eliminated in the amount
of$12,000 as no purchases will be made in 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
286
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
FTE's per 10,000/capita 0.39 .38 .37
Per capita cost (county support) $21.38 $20.86 $20.34
Goal TPW7: Provide pavement management to include pavement testing,paving,patching,crack sealing,
and sweeping. Contract administration of concrete curb and gutter,seal coat,aggregate,and other
contracted services as assigned.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
TPW7-1: Respond 100%of the time to repair or schedule 100% 100% 100%
to calls for service
TPW7-2: Perform 100%of schedule met or explained 100% 100% 100%
scheduled paving
and milling
operations
TPW7-3: Prepare 100%of the time 100% 100% 100%
assigned contract
bids and documents
TPW7-4: Assure Maintain following standards for paved
paved roads are roads:
maintained and
evaluated in 70% rated good 73%G 61%G 76%G
accordance with 25% rated fair 26%F 38%F 23%F
established GASB 5% rated poor 1%P 1%P I%P
standards and
reporting
requirements
287
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants-In-Aid to Cities and Towns - - 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C.R.S., 1973,
50 percent of the mill levy collected by the County on assessed values within incorporated
municipalities to maintain county roads is paid to municipalities.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0
Purchased Services 1,611,474 1,390,650 1,700,000 1,700,000
Fixed Charges 0 0
Capital 0 0
Gross County Cost $ 1,611,474 $ 1,390,650 $ 1,700,000 $ 1,700,000
Revenue 0 0
Net County Cost $ 1,611,474 $ 1,390,650 $ 1,700,000 $ 1,700,000
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the
municipalities with the 2011 mill levy applied. Municipal share-back is funded at $1,700,000, up
$309,350 due to the drop in oil and gas assessed values in the unincorporated areas of the
county.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
288
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non-Departmental Revenue - -2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue $ 25,921,822 $ 19,700,000 $ 19,350,000 $ 19,350,000
Net County Cost $ 7,354,938 $ 7,354,938 $ 6,987,191 $ 6,987,191
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The resources for 2011 total $41,837,191, which includes a fund
balance of $15,500,000, in addition to the revenue shown in the budget. Property tax is set at
$6,987,191. Specific ownership tax is estimated to be $6,330,000, the same as 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 $325,000. 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
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
289
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 266,920 $ 266,920
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 $ 266,920 $ 266,920
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 266,920 $ 266,920
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Budget reflects a 12% increase in health insurance costs that will
be entirely paid for by the County. No salary increases are recommended, but there are funds
for step increases due employees in 2011. There are no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
290
SOCIAL SERVICES
Revenue Changes
$25,000,000
t0
02010
C7
N
$20,000,000 M
02011
$15,000,000
M
M
M
CD
$10,000,000 •
M
M
to
M
1D
t0
M
$5.000,000 -
0 O
O O
a o
N •'
$0
Property taxes Federal/State Fund Balance
2011 Revenue
Total $29 , 664 , 500 (2010 $25 , 891 , 500 )
Fund Balance,
$ 1 , 100, 000, 4% Property taxes ,
;Ti: � . $9, 166, 333, 31 %
sidt
Federal/State ,
$ 19, 398, 167 , 65%
291
SOCIAL SERVICES
2011 Expenditures
Total $ 28 , 564 , 500 (2010 $ 24 ,491 , 500)
Child Welfare
$12,500.000 44%
Core Services
$500.000 2%
____-- ______
TANF $2,745,000 �'" --__.- - - Administration
10% , ,on — j $440,000 1 %
rte,•. .,r.sr�—
Miscellaneous ?:r,.4
4
$2,893,50010% . ` I
LEAP $5,461 ,000
19%
AND $110,000 0%
Day Care
Child Support $1 ,090,000 4%
Admin $2,825,000
10%
Expenditure Changes
$ 14 , 000 , 000
0
U)
N
O
M O
O
O2011
$ 12 , 0001000 n '
• 2010
$ 10 , 0001000 -
$8 , 000 , 000 -
C
O
i
0
$6 , 000 , 000
O
0
O
O O
$4 , 000 , 000 — m oCT
.
r1 tD O
N W N Vi 8
H 44
O O c^D ril O O
$2 , 000 , 000 -- 0 0 0 0 [1 a o
i o 0 0 0
O O n p O V
N
O a O_
N N in
$0 � , T
Qe PNO
2
�Q' 0�. ce
i �0co a � ,e 4� es \i f
292
SEVEN YEAR TREND
Social Services
$30
$25
$20
z
$15
J_
$10
j 1 1
j
$5
1
i
2005 2006 2007 2008 2009 2010 2011
293
SOCIAL SERVICES FUND SUMMARY
Weld County Department of Human Services continues to face challenges created by the
economic downturn, the uncertainties of continued adequate funding for programs, and the
reporting requirements associated with the programs.
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.
CBMS continues to impact the productivity of staff and create delays in the delivery of payments
and benefits for Food Assistance, Medicaid, Colorado Works, and State-Only Programs. Many
of the inefficiencies creating these delays are being resolved. However, the inefficiencies that
remain continue to impact the time required to process cases and the number of cases in
pending status. There are efforts underway to modify the Medicaid eligibility determination
functions of CBMS, in order to streamline the application process. Weld County will support
these efforts only if they do not negatively impact those seeking to apply for this assistance.
New legislation enacted in the 2008 Legislative Session placed restrictions on the amount of
TANF County Reserve counties are allowed to maintain. Weld County anticipates fully
exhausting our TANF County Reserve prior to the beginning of 2011. Efforts to purchase
excess Reserves from other counties have produced minimal results. We will continue to
attempt to find counties willing to sell available reserves.
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 Child Care Automated Tracking
System (CHATS) is being replaced. The new system should be up and running prior to the
beginning of 2011. The new system will be based on an electronic attendance record of
children in care, which will drive an automated payment to the provider for hours for which the
care has been authorized.
The demand for Child Welfare services continues to expand in Weld County, as it has
throughout the State. The Department is continuing to seek out and encourage the provision of
services, with their associated costs, early in the involvement with families, in order to avoid the
need for more costly services as the involvement continues. Working with the Inter-Agency
Oversight Group, the Department has moved toward a policy of utilizing local placement options
for children, whenever possible, to increase parental involvement and to decrease case-worker
294
travel costs. The need for Supervised Visitations has become a significant issue in recent
years. The Department continues to participate in State-wide discussions regarding the
potential of amending the method used to allocate available Child Welfare appropriations
among counties. The current discussion involves some fairly minor changes to the allocation
model, itself. The emphasis is on providing counties with a better understanding of the model,
so that we may use this knowledge in making programmatic decisions in such a way that they
both provide high quality services to the citizens of Weld County and maximize our opportunity
for available funding. Weld County is anticipating an over-expenditure of its Child Welfare
allocation in excess of $4,000,000. This over-expenditure will be partially mitigated by the
usage of excess Federal funds earned, but will require the infusion of $3,000,000 in additional
County General Funds in 2011 to fully absorb.
A list of cost containment and revenue generation strategies are on the following two pages that
will be considered by the Board of Weld County Commissioners during the 2011 budget process
to mitigate some of the cost impacts faced by the department in 2011.
295
Weld County Department of Human Services
Cost Containment/Revenue Generation Strategies to Prioritize
Calendar year 2011
Program Estimated
Area(s) Proposed Strategy Estimated CGF Savings Total Impact Additional Information
Proposals that are recommended by the Department and would require action prior to Final Budget process.
Several other organizations currently
$0 Direct-Provides funding provide this service.However,many of
I TANF Eliminate the Weld County School Supply to cover Child Welfare over- $50,000 these organizations are already
Assistance experiencing financial constraints which
expenditures may limit their ability to continue
providing these supplies.
Current Status:Implemented.United Way has been notified that we will not be making this contribution this year.
Clients currently receiving these services
TANF/ Eliminate the Pillars for Successful Independence $0 Direct-Provides funding will receive services from their Chafee
2 Child to cover Child Welfare over- $75,000 workers in order to provide some of the
(PSI)Program
Welfare expenditures preparation training currently received
under this program.
Current Status:Implemented.Staff ceased activities for this program effective May 31,2010.
These positions currently provide
Reduce County staff dedicated to the Multi- administrative support and service
TANF/ $0 Direct-Provides funding
3 Child disciplinary Youth Assessment Team(MYAT) coordination.Not funding these positions
to cover Child Welfare over- $115,000
program.
Welfare and one partially funded Client Service Tech expenditures commitment to funding positions for the
partner agencies.
Current Status:Implemented.Staff ceased activities for this program effective May 31,2010.
Program has been under-utilized.The
TANF/ Eliminate Therapeutic Child Care commitment to $0 Direct-Provides funding Department will seek more cost-effective
4 Child to cover Child Welfare over- $72,000 solutions to the issue of providing care
Welfare Eaton Early Learning Center expenditures
for this population of children.
Current Status:Implemented.Children who are candidates for this program are now evaluated for their eligibility under Low-Income Child Care guidelines.We are
working with EELC to develop a fee-for-service equivalent for this service.As an outgrowth of this issue,we are now limiting Child Welfare Related Child Care to 30
days,rather than 90 days as was previous policy.
Reduce/Reallocate staff currently dedicated to the Will limit the PECs ability to provide
Child Parenting Education Center.Specifically,shifting $10,000-$50,000, Parenting Classes,keep up with
5 one CW III to become an intake screener at a CW II depending on $50,000 assessments,and provide back-up
Welfare level,and downgrade one other CW III position to a reimbursability
support to other Child Welfare units.
Case Aide position.
Current Status:Implemented.Staff has been reassigned,reclassified,or reduced as per the plan.
Usage of Building C location would
Re-locate Parenting Education Center to main $10,000-$50,000, reduce its availability to Assistance
6 Child Human Services Campus or other county-owned depending on $50,000 Payments for client interviews.May
Welfare building,thus removing rental payment to Greeley reimbursability decrease the overall space available to
Building the PEC.
Current Status:Project is on hold,pending determination of optimal use of county facilities.Board Work Session is scheduled for 7/20/2010 to discuss.
296
Program Estimated
Area(s) Proposed Strategy Estimated CGF Savings Total Impact Additional Information
Referrals to the Department from YFC
Do not renew contract with Youth and Family $0 Direct-Provides funding are minimal.BOCES has indicated that
7 TANF Connections for reimbursement of wages for worker to cover Child Welfare over- $40,000 they can no longer provide partial
originally hired through Weld BOCES. expenditures funding for this position,so TANF
would have to provide full funding.
Current Status:Implemented.This agreement was not renewed in the MYAT agreement process.
Reduce/Reallocate one County staff position $16,000-$80,000, Services provided by this position would
8 Child currently appointed to Service Utilization Unit, depending on $80,000 be distributed to other workers within the
Welfare responsible for providing guidance to caseworkers reimbursability Department.
in designing and coordinating client treatment plans
Current Status:Implemented.Staff has been reassigned/reclassified as per plan.
Proposals that are recommended by the Department,but could be implemented as part of the Final Budget process.
The Supportive Services and Diversion
Limit TANF Supportive Services from$3,300 to $0 Direct-Provides funding
levels were set prior to the 01/01/09 30%
9 TANF $2,500 per household and TANF Diversion to cover Child Welfare over- $25,000
state-wide increase in Basic Cash
assistance from$5,000 to$2,500 per household. expenditures
Assistance implementation.
Current Status:This policy change will be implemented effective 10/1/2010,upon Commissioner approval.
The program is funded from several
other sources,and has recently acquired
$0 Direct-Provides funding
Eliminate the funding for Right to Read English as a to cover Child Welfare over- $50,000 funding from refugee assistance
10 TANF Second Language programs.The Department will continue
expenditures to coordinate with the Program on a fee
for service basis for TANF clients.
Current Status:Right-to-Read has requested$45,000 for 2011.Commissioners will determine county contribution during Outside Agency Budget process.
Limit TANF Client reimbursement for use of $0 Direct-Provides funding The Department will prioritize services
I 1 TANF Learning Lab to$15,000 per month.These costs are to cover Child Welfare over- $40,000 to ensure maximum return on training
currently running approximately$18,000 per month. expenditures investment.
Current Status:This policy change will be implemented effective 10/1/2010,upon Commissioner approval.
Shifts the services provided to these
Seek to redirect Youth-in-Conflict clients to
Child youth to a more appropriate treatment
12 commitment in Department of Youth Corrections Unknown system.Will require DYC and Court
Welfare facilities,rather than placement.
P cooperation.
Current Status:The Department is continuing discussions with Judicial and other stakeholders.Legislation in the upcoming session could influence this issue.
The current method of reimbursement
creates a duplicative payment for
13 Child Eliminate augmented Respite Care assistance to $8,000-$40,000,depending services.This proposal would eliminate a
Welfare Foster Parents. on reimbursability $40,000 portion of this duplication while still
seeking adequate support for the
providers.
Current Status:This policy change will be implemented effective 1/12011,upon Commissioner approval.It must still be determined if the risk of losing providers
outweighs the fiscal reward.
297
Program Estimated
Area(s) Proposed Strategy Estimated CGF Savings Total Impact Additional Information
Child Limit reimbursement for Foster Parent and Non- $10,000-$50,000, The Department will seek to fund this
14 depending on $50,000 function through Medicaid NEMT and
Welfare Foster Parent client transportation.
reimbursability other available sources.
Current Status:This policy change will be implemented effective 1/1/2011,upon Commissioner approval.It must still be determined if the risk of losing providers
outweighs the fiscal reward.
The Department will develop Core Services
Child contracts in such a way that limits the overall $40,000-$200,000,
Welfare- spending on Core Services to an acceptable level. Establishes a clear overall limit to those
15 Core Any requests for provider increases will be depending on $200,000 coordinating these services for families.
Services accompanied by corresponding decreases whenever reimbursability
possible
Current Status:Implemented.The 2010-11 Core budgets were developed under this policy,effective June 1,2010.
$0 Direct-Provides funding The Department will request that the
16 TANF Eliminate contribution to Interagency Oversight to cover Child Welfare over- $50,000 funding of the membership fee for all
Committee(HB-1451) members continue to be funded through
expenditures
HB-1451 Incentive Funds.
Current Status:Partially Implemented.The determination was made to contribute$36,000 to the YFC for this fee,reducing the membership by 1(formerly representing
the Division of Human Services)and further reduced by 10%,per county budget plan.
Requiring client involvement in provider
17 Child Charging for various services,such as parenting reimbursement may increase
Welfare classes Nominal commitment to the goals of the
treatment.
Current Status:Partially Implemented.The Department is now charging for materials used by clients participating in parenting classes.We will continue to watch for
opportunities.
The partners in the Fatherhood Grant
Eliminate the contribution to faith partners involved $0 Direct-Provides funding
18 TANF in the Fatherhood Grant.Encourage them to become to cover Child Welfare over- $35,000 program have been encouraged to
become self-sustaining,and should be
self-sustaining. expenditures
equipped to do so at this point.
Current Status:The current agreements with Summitview Community Church and New Horizons Christian Church are in effect until September 30,2010 and
November 30,2010,and will not be renewed for 2011.
A mutually-beneficial contract could be
Child Seek to redirect developmentally disabled youth $200,000-$1,000,000, established with a provider that would
19 from high-cost placements into services coordinated depending on $1,000,000 encourage the provider to keep children
Welfare in cooperation with Community Center Board. reimbursability at home,when safe,and to seek
Medicaid-eligible therapy
Current Status:The Department continues to have ongoing discussion with the Community Center Board on this issue.Legislation in the upcoming session and/or new
Board rules could impact this discussion.
The Department will seek to absorb
Step up collection efforts of outstanding claims increased demand on attorney time to file
claims in civil court,in order to provide
20 Depart- related to overpayment of Assistance Payments $1,400,000 $250,000 increased collection remedies,and
mental benefits,thus earning additional collection increased County staff time to gather and
incentives and reimbursed County Share. organize supporting documentation
through existing resources.
Current Status:Implementation dated scheduled for September,2010.Receiving good cooperation from Judicial.
298
Proposals that are not recommended by the Department,but that could be considered upon direction of the Board.
Program Estimated
Area(s) Proposed Strategy Estimated CGF Savings Total Impact Additional Information
$0 Direct-Provides funding Program serves children 14-I S years old
21 TANF Eliminate the Summer Youth Employment Services to cover Child Welfare over- $97,000
Program(60 kids) to be involved in work experience.
expenditures
Current Status:Will be evaluated as to cost-effectiveness in early 2011.Included in the Budget as a placeholder,pending final determination
Eliminate the Summer Youth Vouchers Program $0 Direct-Provides funding Program serves children under the age of
22 TANF (1000 kids) to cover Child Welfare over- $63,000 18,providing educational and
expenditures recreational activities
Current Status:Will be evaluated as to cost-effectiveness in early 2011.Included in the Budget as a placeholder,pending final determination
LEAP applications are further out of
Reduce LEAP Elibility staff to a level supportable
23 TANF by the LEAP Admin and Outreach allocations. Unknown compliance,RMS is not done to LEAP.
It would stay in county administration
Current Status:Will be evaluated as to cost-effectiveness once allocations for 2010-11 LEAP Fiscal Years are determined/received.
Child Reduce County staff dedicated to the Meth Grant $14,000-$70,000, Currently,the Board has approved a
24 functions,once funding directly from the Meth depending on $70,000 grant that would fund this position for
Welfare Grant runs out. reimbursability three years.
Current Status:Pending further discussion with BOCC.
Child Eliminate or reduce Special Circumstance Child $80,000-$400,000, Weld County is one of a number of
25 depending on $400,000 counties that provide this service to
Welfare Care assistance to Foster Care providers
reimbursability foster parents.
Current Status:As stated on Item#4,the Department has reduced length of stay for this service to 30 days,rather than previous 90 day policy.This should provide
sufficient time to determine whether or not the client(s)would qualify under Low-Income Child Care guidelines.
The B1-1M program will not be offered
Eliminate Building healthy Marriages:Do not $110,000-Actually from
26 TANF submit the continuation letter Deferred Revenues $1,084,548 out of Human Services past Oct.2010 or
one year early.
Current Status:Not Implemented,per BOCC determination.Activities under the BHM project will be re-evaluated as the end of the grant approaches(Sep.30,2011)
State rules are pending.The Department
27 Child Charge clients of Core Services Program for $3,000-$15,000,depending will seek uniform rules applicable to all
$15,000
Welfare services provided on reimbursability counties and gamer State Judicial
support.
Current Status:Pending implementation of Board rules,as proposed by CDHS.
Additional Comments:
- The Department will continue to seek input into state-wide allocations,in order to ensure that Weld County receives its appropriated share of the allocations.
- The Department will attempt to direct clients to Medicaid-eligible services whenever feasible.This
will require cooperation with courts.
- The Department requests that any caseworkers involved Reductions in Force created by these recommendations be retained as direct service Case workers until such
time as a position which exists on the Manning Document becomes available through attrition.
299
DEPARTMENT OF SOCIAL SERVICES
ESTIMATED REVENUE
2011
FEDERAL
AND STATE COUNTY TOTAL
County Administration $ 4,300,000 $ 1,161,000 $ 5,461,000
Other Programs 2,060,000 515,000 2,575,000
Child Support Administration 2,200,000 625,000 2,825,000
TANF - Colorado Works 1,259,917 1,485,083 2,745,000
Aid to the Needy Disabled 0 110,000 110,000
Child Care 525,000 565,000 1,090,000
Old Age Pension 130,000 5,000 135,000
Child Welfare 6,878,250 5,621,750 12,500,000
Core Services 250,000 250,000 500,000
LEAP 440,000 0 440,000
General Assistance 105,000 78,500 183,500
Sub-Total $ 18,148,167 $ 10,416,333 $ 28,564,500
Federal/State Reimbursement $ 18,148,167
Claims Collection Incentives 75,000
TANF Adjustment 760,000
Child Support Incentives 270,000
Use of Deferred Revenues 145,000
Sub-Total Revenue $ 19,398,167
County Property Tax/Penalties $ 9,166,333
Total Revenue $ 28,564,500
300
DEPARTMENT OF SOCIAL SERVICES
MANDATED FEDERAL
AND STATE PROGRAMS
Assistance Payment Programs: Most assistance payment programs are mandated by the
federal or state government. Consequently, local government is limited as to what can be done
to reduce costs from these programs.
Federally State
Mandated Mandated
Temporary Assistance to Needy Families X X
Aid to the Needy Disabled X X
Low Income Energy Assistance X X
Old Age Pension X
General Assistance* Optional Optional
State law allows counties the option of having a general assistance
program and, if established, to determine the benefit level.
Social Service Programs: Social service programs administered by the department are
mandated by federal or state law; however, local governments have a higher degree of
managerial flexibility with these programs.
Federally State
Mandated Mandated
Child Protection - Casework Services X X
Youth Services - Casework Services X X
Administration: Costs associated with administration also include compensation for direct
services through caseworkers, technicians and support staff. In addition, overhead such as
rent, utilities, travel, supplies, and equipment are funded through administrative allocations. The
State establishes administrative allocations and reimburses at various rates depending on the
type of expenditure and program. Expenditures greater than allocation are not guaranteed to be
reimbursed. Generally, they are at least partially reimbursed through the use of transferred
TANF funds, surplus distribution, or Federal pass-thru revenues.
301
SOCIAL SERVICES
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES 6,166,333 9,166,333 9,166,333
INTERGOVERNMENTAL
2100 42700 4320 FEDERAL GRANTS 105,000 105,000 105,000
210042110 4336 REIMBURSEMENTS 3,750,000 4,300,000 4,300,000
2100 42111 4336 REIMBURSEMENTS 1,385,000 1,250,000 1,250,000
2100 42115 4336 REIMBURSEMENTS 1,200,000 2,060,000 2,060,000
2100 42200 4336 REIMBURSEMENTS 1,815,000 2,200,000 2,200,000
2100 42365 4336 REIMBURSEMENTS 1,594,917 1,259,917 1,259,917
2100 42375 4336 REIMBURSEMENTS 525,000 525,000 525,000
2100 42380 4336 REIMBURSEMENTS 153,250 130,000 130,000
2100 42410 4336 REIMBURSEMENTS 7,400,000 6,878,250 6,878,250
2100 42415 4336 REIMBURSEMENTS 200,000 250,000 250,000
2100 42610 4336 REIMBURSEMENTS 197,000 440,000 440,000
TOTAL INTERGOVERNMENTAL 18325,167 19,398,167 19,398,167
TOTAL SOCIAL SERVICES FUND 24,491,500 28,564,500 28,564,500
302
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
2100 42110 ADMINISTRATION-REGULAR 4,050,000 5,461,000 5,461,000 0
2100 42115 OTHER PROGRAMS 1,420,000 2,575,000 2,575,000 0
2100 42200 CHILD SUPPORT ADMINISTRATION 2,645,000 2,825,000 2,825,000 0
2100 42365 COLORADO WORKS 3,080,000 2,745,000 2,745,000 0
2100 42370 NEEDY AND DISABLED 104,000 110,000 110,000 0
2100 42375 DAY CARE &ADMINISTRATION 1,090,000 1,090,000 1,090,000 0
2100 42380 OLD AGE PENSION 162,000 135,000 135,000 0
2100 42410 CHILD WELFARE &ADMINISTRATION 11,200,000 12,500,000 12,500,000 0
2100 42415 PLACEMENT ALTERNATIVE CARE 360,000 500,000 500,000 0
2100 42610 LEAP ADMINISTRATION &OUTREACH 197,000 440,000 440,000 0
2100 42700 GENERAL ASSISTANCE 183,500 183,500 183,500 0
TOTAL SOCIAL SERVICES 24,491,500 28,564,500 28,564,500 0
303
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - -All Departments -- Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 18,385,444 $ 15,618,500 $ 18,001,000 $ 18,001,000
Supplies 1,127,484 476,000 695,000 695,000
Purchased Services 5,233,834 2,653,000 3,423,500 3,423,500
Fixed Charges 6,357,331 6,004,500 7,075,000 7,075,000
Contra Expense - 489,024 - 515,500 - 700,000 - 700,000
Capital 13,028 255,000 70,000 70,000
Gross County Cost $ 30,628,097 $ 24,491,500 $ 28,564,500 $ 28,564,500
Revenue 23,267,408 18,325,167 19,398,167 19,398,167
Net County Cost $ 7,360,689 $ 6,166,333 $ 9,166,333 $ 9,166,333
Budget Positions 263 292 309 309
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the social Services Fund Summary.
304
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110
DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and Operations,
attributable to Food Assistance, Medicaid, Adult Protection, and Common Support programs.
The State establishes an allocation that limits the reimbursement for administrative
expenditures.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 4,086,307 $ 3,200,000 $ 4,511,000 $ 4,511,000
Supplies - 224,666 - 200,000 - 200,000 - 200,000
Purchased Services 1,550,327 900,000 1,150,000 1,150,000
Fixed Charges - 261,090 0 0 0
Contra Expense - 90,704 - 50,000 - 50,000 - 50,000
Capital 273 200,000 50,000 50,000
Gross County Cost $ 5,060,447 $ 4,050,000 $ 5,461,000 $ 5,461,000
Revenue 3,975,586 3,750,000 4,300,000 4,300,000
Net County Cost $ 1,084,861 $ 300,000 $ 1,161,000 $ 1,161,000
Budget Positions 104.5 124.0 143.0 143.0
SUMMARY OF CHANGES: Food Assistance and Medicaid caseloads continue to increase,
dramatically. As the economy weakens and as Federal stimulus funds have been directed
toward these programs, more Weld County citizens are being placed in a position of requiring
and requesting assistance. The State computer systems designed to support these programs
has created inefficiencies the Department continues to deal with. The Commissioners, in
February, 2010 approved 13 additional positions to deal with the increased demand and
decreased efficiencies. Included in this Budget Request is a Placeholder Request for an
additional six positions, contingent on subsequent approval by the Board, based on further
analysis of the needs of the Department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. It is
recommended that the Board adopt the cost containment and revenue generation strategies
presented to mitigate some of the cost impacts faced by the department in 2011.
BOARD ACTION:
305
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outpufs
Case Load (Average) 20,500 16,640 23,000
Efficiency Measures
FTE's per 10,000/capita 4.477 4.707 5.294
Per capita cost $4.65 $1.14 $4.30
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
306
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non-Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim-Collection Incentives, Parental Fee
Incentives, TANF Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 422,957 1,385,000 1,250,000 1,250,000
Net County Cost $ 7,598,873 $ 6,166,333 $ 9,166,333 $ 9,166,333
Budget Positions - - - - - - - -
SUMMARY OF CHANGES: Property tax is budgeted at $9,166,333 for 2011. The difference
is a combination of special revenue from various department programs. Child Support Federal
Incentives are no longer received as direct revenue, but rather as a reimbursement of
expenditures, therefore, they are reflected in Budget Unit 2100-42200. The Child Support
TANF-Retained Incentive has been increased from 'A to the full amount of the State Share,
estimated at $270,000. Federal Stimulus funds, however, have been appropriated to provide
temporary additional funding within the Child Support appropriation to make up the additional
Federal funds originally lost due to the Deficit Reduction Act. The County Contingency
appropriation has been abolished, and re-funded to the County Tax Base Relief Fund, from
which Weld County will not likely receive revenues. The TANF Adjustment is $760,000 and the
TANF Work Participation Bonus is estimated to be earned at $145,000. Incentives earned as
the result of claims collections for Food Assistance, Medicaid, TANF, and State-only Programs
are estimated to be $75,000. Parental Fee Incentives, previously budgeted in this line item, are
budgeted in Child Welfare this year, since they will be utilized to cover Child Welfare over-
expenditures.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the social Services Fund Summary.
307
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary
programs for the Department of Social Services. It includes Employment First, Medical Exams,
Fraud, Food Stamps Refunds, HB04-1414 (IV-E), AFDC Retained Collections, Collaborative
Management, and Building Healthy Marriages.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 836,356 $ 400,000 $ 800,000 $ 800,000
Supplies 32,258 0 35,000 35,000
Purchased Services 36,592 20,000 40,000 40,000
Fixed Charges 1,678,059 1,000,000 1,700,000 1,700,000
Capital 0 0 0 0
Gross County Cost $ 2,583,265 $ 1,420,000 $ 2,575,000 $ 2,575,000
Revenue 1,995,161 1,200,000 2,060,000 2,060,000
Net County Cost $ 588,104 $ 220,000 $ 515,000 $ 515,000
Budget Positions 11.5 11.5 10.0 10.0
SUMMARY OF CHANGES: The Collaborative Management Incentive funds previously
managed, fiscally, by the Department of Human Services will be managed, instead, by the
Youth and Family Connections (YFC), per the direction of the Board of Weld County
Commissioners and the Collaborative Management Executive Committee.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. It is
recommended that the Board adopt the cost containment and revenue generation strategies
presented to mitigate some of the cost impacts faced by the department in 2011.
BOARD ACTION:
308
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load 2,000 2,000 2,000
Efficiency Measures
FTE's per 10,000/capita .493 .380 .370
Per capita cost (county support) $2.52 $0.84 $1.91
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
309
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non-TANF clients based on court
orders.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,630,465 $ 2,145,000 $ 2,450,000 $ 2,450,000
Supplies 328,524 100,000 75,000 75,000
Purchased Services 320,582 350,000 250,000 250,000
Fixed Charges 102,115 50,000 50,000 50,000
Contra Expense - 50 0 0 0
Capital 15 0 0 0
Gross County Cost $ 3,381,651 $ 2,645,000 $ 2,825,000 $ 2,825,000
Revenue 2,639,124 1,815,000 2,200,000 2,200,000
Net County Cost $ 742,527 $ 830,000 $ 625,000 $ 625,000
Budget Positions 29 29 30 30
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
310
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load 6,500 6,500 6,500
Efficiency Measures
FTE's per 10,000/capita 1.2 1.101
Per capita cost (county support) $3.18 $3.15 $2.31
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
311
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,198,103 $ 1,400,000 $ 690,000 $ 690,000
Supplies 133,210 45,000 70,000 70,000
Purchased Services 506,634 150,000 500,000 500,000
Fixed Charges 1,476,821 1,500,000 1,500,000 1,500,000
Contra Expense - 6,686 - 20,000 - 20,000 - 20,000
Capital 0 5,000 5,000 5,000
Gross County Cost $ 3,308,082 $ 3,080,000 $ 2,745,000 $ 2,745,000
Revenue 2,465,662 1,594,917 1,259,917 1,259,917
Net County Cost $ 842,420 $ 1,485,083 $ 1,485,083 $ 1,485,083
Budget Positions 11 11 0 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. CBMS continues to impact the productivity of staff and
create delays in the delivery of payments and benefits. Many of the inefficiencies creating these
delays are being resolved. New legislation enacted in the 2008 Legislative Session placed
restrictions on the amount of Reserve counties are allowed to maintain. Weld County is not
currently in danger of forfeiting any of its Reserves due to this legislation. We were, however,
seeking to obtain excess allocation and reserves from other counties. The availability of such
funds has been sharply limited by this legislation. The Department presented its plan on
reducing its dependence on TANF as a funding source in a May, 2010 Board Work Session.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. It is
recommended that the Board adopt the cost containment and revenue generation strategies
presented to mitigate some of the cost impacts faced by the department in 2011.
BOARD ACTION:
312
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outaufs
Case Loads (Average) 600 520 600
Efficiency Measures
FTE's per 10,000/capita .471 - - - -
Per capita cost (county support) $3.61 $5.64 $5.50
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
313
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Fixed Charges 157,003 144,000 180,000 180,000
Contra Account 53,549 - 40,000 - 70,000 - 70,000
Gross County Cost $ 210,552 $ 104,000 $ 110,000 $ 110,000
Revenue 0 0 0 0
Net County Cost $ 210,552 $ 104,000 $ 110,000 $ 110,000
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. One of the strategies proposed by the Governor's
Office, and initially adopted before being reversed, was to discontinue the Interim Assistance
Reimbursement aspect of this program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load 2,700 2,700 2,700
Efficiency Measures
Per capita cost (county support) $0.90 $0.39 $0.41
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
314
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 560,030 $ 600,000 $ 600,000 $ 600,000
Supplies 158,729 20,000 20,000 20,000
Purchased Services 15,839 20,000 20,000 20,000
Contra Expense - 23,664 - 50,000 - 50,000 - 50,000
Fixed Expense 407,295 500,000 500,000 500,000
Gross County Cost $ 1,118,229 $ 1,090,000 $ 1,090,000 $ 1,090,000
Revenue 702,719 525,000 525,000 525,000
Net County Cost $ 415,510 $ 565,000 $ 565,000 $ 565,000
Budget Positions 5.5 5.5 5.5 5.5
SUMMARY OF CHANGES: The Colorado Department of Human Services is in the process of
installing a new provider payment system, to replace the current CHATS system, for tracking
and reimbursing Child Care services being provided. This new system, if fully implemented as
envisioned, could better identify requests for payment which are not allowable. It should provide
us with much better tracking reports to manage the resources available to the county in this
program. Weld County is one of five Pilot Counties testing the implementation of the system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. It is
recommended that the Board adopt the cost containment and revenue generation strategies
presented to mitigate some of the cost impacts faced by the department in 2011.
BOARD ACTION:
315
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load 700 675 780
Efficiency Measures
FTE's per 10,000/capita .236 .342 .333
Per capita cost (county support) $1.78 $2.15 $2.09
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
316
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380
DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors
who meet income, resource and age tests. Program costs are reimbursed 99.5 percent by the
state. Administrative costs are reimbursed 80 percent and are included as part of the Social
Services Administrative budget.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 98,234 $ 133,500 $ 100,000 $ 100,000
Supplies 25,443 9,000 25,000 25,000
Purchased Services 18,041 11,000 15,000 15,000
Fixed Charges 5,927 10,500 5,000 5,000
Contra Expense - 8,555 - 2,000 - 10,000 - 10,000
Gross County Cost $ 139,090 $ 162,000 $ 135,000 $ 135,000
Revenue 140,011 153,250 130,000 130,000
Net County Cost $ - 921 $ 8,750 $ 5,000 $ 5,000
Budget Positions - - - - - - - -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
317
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load 2,800 2,300 3,100
Efficiency Measures
Per capita cost (county support) $0.00 $0.03 $0.02
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
318
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in substitute 24-hour care family foster
homes, group homes, residential treatment centers, and residential child care facilities.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 8,602,376 $ 7,500,000 $ 8,500,000 $ 8,500,000
Supplies 608,768 500,000 600,000 600,000
Purchased Services 1,256,291 1,000,000 1,250,000 1,250,000
Contra Expenses - 410,549 - 350,000 - 500,000 - 500,000
Fixed Charges 2,371,958 2,500,000 2,635,000 2,635,000
Capital 12,740 50,000 15,000 15,000
Gross County Cost $ 12,441,584 $ 11,200,000 $ 12,500,000 $ 12,500,000
Revenue 8,813,659 7,400,000 6,878,250 6,878,250
Net County Cost $ 3,627,925 $ 3,800,000 $ 5,621,750 $ 5,621,750
Budget Positions 93 93 106 106
SUMMARY OF CHANGES: 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 associated costs, early in the involvement with
families, in order to avoid the need for more costly services as the involvement continues. The
Department is participating in State-wide discussions regarding the potential of a new method of
allocating available appropriations among counties. While costs in 2011 will remain fairly
constant from 2009 and 2010 levels, the availability of alternative funding has been severely
reduced. This will necessitate the increased usage of County General Funds. The Department
presented its plan on reducing its dependence on TANF as a funding source in a May, 2010
Board Work Session.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. It is
recommended that the Board adopt the cost containment and revenue generation strategies
presented to mitigate some of the cost impacts faced by the department in 2011.
BOARD ACTION:
319
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Case Load 1,500 1,150 1,590
Efficiency Measures
FTE's per 10,000/capita 3.985 4.100 3.924
Per capita cost (county support) $15.54 $14.43 $20.81
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
320
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the
foster care program primarily through counseling and parental education.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 60,000 $ 0 $ 0
Fixed Charges 413,630 300,000 500,000 500,000
Gross County Cost $ 413,630 $ 360,000 $ 500,000 $ 500,000
Revenue 241,876 200,000 250,000 250,000
Net County Cost $ 171,754 $ 160,000 $ 250,000 $ 250,000
Budget Positions 3 0 0 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. Core Services will continue to be used to limit and
shorten the number of foster care placements and to meet the demands of the Drug Court and
associated programs. Like the Child Welfare program, alternative funding for this program is
not as available as it has been in prior years, thus requiring greater reliance on County general
funds.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. It is
recommended that the Board adopt the cost containment and revenue generation strategies
presented to mitigate some of the cost impacts faced by the department in 2011.
BOARD ACTION:
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load 180 160 200
Efficiency Measures
Per capita cost (county support) $0.74 $0.61 $0.93
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
321
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2 1 00-42 61 0/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 373,573 $ 180,000 $ 350,000 $ 350,000
Supplies 69,428 2,000 70,000 70,000
Purchased Services 16,905 15,000 15,000 15,000
Fixed Charges 5,613 0 5,000 5,000
Contra Expenses - 1,445 0 0 0
Gross County Cost $ 464,074 $ 197,000 $ 440,000 $ 440,000
Revenue 457,892 197,000 440,000 440,000
Net County Cost $ 6,182 $ 0 $ 0 $ 0
Budget Positions 5.5 11.0 11.0 11.0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load (End of Program) 5,000 5,000 5,000
Efficiency Measures
FTE's per 10,000/capita .236 .418 .407
Per capita cost (county support) $0.03 $0.00 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
322
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents. This
Budget Unit is totally funded by county. Expenditures from this program are not covered by
TANF, OAP, AND, etc.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies - 4,210 0 0 0
Purchased Services 1,512,623 187,000 183,500 183,500
Contra Expense - 920 - 3,500 0 0
Capital 0 0 0 0
Gross County Cost $ 1,507,493 $ 183,500 $ 183,500 $ 183,500
Revenue 1,412,761 105,000 105,000 105,000
Net County Cost $ 94,732 $ 78,500 $ 78,500 $ 78,500
Budget Positions - - - - - - - -
SUMMARY OF CHANGES: During 2009 and 2010, the Department was able to supplement
the funding of these expenditures through the use of a special appropriation of Social Services
Block Grant and Federal Stimulus funds. These funding sources will not be available for 2011.
Expenditures for dental, vision, prescriptions, and in-kind services have remained fairly stable
over the last few years. The State budget problems have created a stronger need for General
Administrative funds. Below is a breakdown of the amounts requested for the different
categories under General Assistance:
Dental $ 17,000
Vision 22,000
Shelter 40,000
In-Kind 5,000
Prescription 5,000
Burial 78,000
Shelter Care Management 20,000
Refund - 3.500
Total $183,500
323
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load excluding shelter(Average) 100 80 100
Efficiency Measures
Per capita cost (county support) $0.41 $0.30 $0.29
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
324
HEALTH FUND
Revenue changes
co
$4,000,000
co
m
p7 r o
cep 0 N
w 0
$3,500,000 -
r nl
( ) in
N 0 to
'_' CO
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$3,000,000 ❑2010
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$2,500,000 - - I
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$2,000,000 0
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$1 ,500,000 — t�
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$1 ,000.000 rn rn `1: 0 0 co
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$500,000 - - ES o O
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(13
$0 t
Solid Waste Trfs Chg for Services Federal/State Licenses & Miscellaneous Fund Balance General Fd Trfs
Permits
2011 Revenue
Total $9 , 501 ,406 ( 2010 $ 9 , 251 , 014)
Licenses &
Permits ,
$370, 500, 4%
Federal/State, Miscellaneous,
$3,231 , 884, 34% $44 , 500, 0%
iiirFgoA
Chg for Services, _ '. :;°r'
:, . Fund Balance,
$744 , 545 , 8% " $ 1 ,400, 000, 15%
Solid Waste Trfs,
$507 , 909, 5% General Fd Trfs,
$3,202, 068, 34%
325
HEALTH FUND
2011 Expenditures
Total $8,101 ,406 (2010 $8,451 ,014)
Health Community
Communications, Health Services,
$1,113,951, 14% $3,996,275,
L__ 49%
Administration, ��nz , `f.
$172,000, 2% . ,
5₹k
Envirnmental
Health Services, Health
$2,432,039, Preparedness,
30% $387,141, 5%
N LO
N. N-
N N
Expenditure Changes
$4,500,000 ori
69 FA
$4,000,000
$3,500,000 a 0
N N
$3,000,000 01 Ce)
Ni N ■2010
$2,500,000 "' "' O 201 1
N N
$2,000,000
$1 ,500,000 a- a
$1 ,000,000 S o n
Ni (V M
$500,000 lir to
$0 , Mr , F
II
et
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326
SEVEN YEAR TREND
Health Subsidy
4
3.5
3
i
2.51
co
O 2
J
J_
� ! i
i
1.5
0.5
0 �
2005 2006 2007 2008 2009 2010 2011
327
PUBLIC HEALTH FUND SUMMARY
The Department of Public Health and Environment is organized into five divisions to efficiently
and effectively deliver the scope of programs comprising public health's "ten essential services."
The five divisions consist of: Administrative Services; Public Health Services; Environmental
Health Services; Health Communication, Education and Planning; and the Office of Public
Health Preparedness. The 2011 budget totals $8,101,406.
In 2010 the Department submitted a budget reflecting a 16 percent decrease in county general
fund support for activities. Staff and programs were reduced to accommodate decreased
revenue support due to the economic conditions at the local, state and national levels. For
2011, the Department's request reflects a further 4.0 FTE reduction in staff beyond those made
in the 2010 budget. The budget represents an increase in net county support of $150,167 over
2010, largely due to increases in Personnel Services for step increases and insurance, fixed
costs and projected revenue losses as a result of legislative action in the 2010 session. For
example, revenue from the issuance of birth certificates will decline due to a legislative
requirement that allows departments of human services to request "no charge" certificates for
individuals under federal poverty income guidelines who are applying for entitlement programs.
The Administration Services Division houses vital records (birth and death certificates), grants
management for all divisions, cashiering and billing functions for clinical services, and all
accounting and finance operations for the Department including budgeting, p-card reconciliation,
purchase order processing, reimbursement requests, time keeping and Banner data entry and
reporting. The Division's 2011 budget request projects an increase of $34,499 in net County
cost, which is shown as Contra Expense when allocated to the other divisions within the
Department. This increase is the net result of an $11,385 increase in Personnel Services, an
increase of $3,664 in Purchased Services and a $19,450 decrease in Revenue from the sale of
certified copies of birth and death certificates. The increase in Personnel Services is a result of
the increased cost of health insurance and increase in salaries due to step increases. The
increase in Purchased Services is reflecting the increased cost of information technology
support allocated to our Department by ACS. The projected 10 percent decrease in revenue is
based on competing factors: a decrease in revenue as the result of SB10-006, which requires
local vital records offices to provide birth certificates at no cost to county Departments of Human
and Social Services, and to individuals presenting letters of referrals from those departments;
and a projected increase in 2010 in the fees allowed for issuing birth and death certificates to
individuals not eligible for a "no cost" birth certificate under SB10-006. Non-program revenue
from per capita state funding to support essential public health services is projected to decrease
by $16,283 in 2011, since part of these funds will be retained by the State to balance its budget.
Public Health Services houses most of the direct clinical and disease investigation services
operated by the Department. These programs include: the Communicable Disease Program
(including prevention programming through Immunization Services), Tuberculosis Prevention
and Treatment, Nurse Home Visitor Program, Prenatal Outreach, Family Planning, Travel Clinic,
HCP (Health Care Program for Children with Special Needs) and EPSDT (Early Periodic
Screening Diagnosis and Treatment). This Division provided the core staff to successfully
immunize thousands of people against H1N1 disease during the 2009-10 influenza prevention
campaign. The Division's 2011 budget request reflects further staff reductions and cost savings
in supplies and purchased services in an attempt to balance projected revenue decreases from
State and Federal grant programs. The projected increase in Personnel Services reflects step
salary increases and higher insurance costs. Supplies are targeted to be reduced by $64,475 in
2011. The Division proposes reducing some programming (e.g., breast and cervical cancer
328
screening) that will result in lower costs for Purchased Services. Projected decreases in grant
revenues for 2011 are $191,270, some resulting from one time grants which are no longer
available while others are due to "budget balancing" reductions in funding from State and
Federal sources. To balance the budget the Division reduced services, FTE and costs. It
presents a 2011 budget with increases only in Personnel Services (step salary increases and
insurance) and Fixed Charges.
Environmental Health Services houses most of the Department's regulatory, consumer
protection, and code enforcement programs. Overall, despite a decreased request in Personnel
Services and Supplies, the Division's net county cost is proposed to increase by $32,358. The
primary expenses contributing to the increase include increased ACS costs ($61,696),
increased Fixed Charges ($12,987), and an anticipated decrease in revenue ($29,968). The
Division's Personnel Services request, which includes as Contra Expense the transfer of 50
percent of the expenses of the Planning Director position, proposes a decrease of $47,439
when compared to the 2010 request. The reduction is due to the combination of the EHS
Director and Planning Director positions and the reduction in force of an Office Technician. The
Division's request for Supplies has decreased by four percent, or $6,555. The Division's
request for Purchased Services increased by $43,397, or nine percent. This increase is due to
ACS support costs, which represents a $61,696 increase over fiscal year 2010; otherwise, the
Division has reduced Purchased Services expenses by $18,299. Revenue is expected to
decrease by almost $30,000, primarily due to a reduction in the state air contract ($14,000) and
a drop in ISDS permits ($15,000).
The Division of Health Communication, Education and Planning houses the Department's health
risk reduction programs such as Tobacco Prevention, Cardiovascular Risk Reduction, Healthy
Eating/Active Living, Healthy Relationship Education, and Public Information services. This
Division projects significant shifts in funding for 2011 with changes in grant supported programs.
The Division has worked hard to control costs to match projected grant revenues in programs
with some of the most significant long term impacts on improving health outcomes and reducing
health care costs. Because the Department was able to offset significant county costs for
communicable disease and emergency response activities supported by Federal grant funding
during 2009 and 2010, we propose using some of the savings as transition funding to offset the
projected $33,710 increase in net county support in the 2011 budget request.
The Office of Public Health Preparedness (also referred to as the Division of Emergency
Preparedness and Response) was created following 9/11 and the recognition that many of
today's national emergencies are likely to be health related and will require a public health work
force prepared to respond alongside traditional first responders, i.e., law enforcement, fire, and
pre-hospital services. This Division houses and oversees an all hazards approach to readiness
assessment, planning, training, and response. The Division interfaces directly and supplements
the County's overall efforts directed by the Office of Emergency Preparedness, specifically filling
a leadership role in Emergency Support Function #8. The support for emergency response
programming was affected significantly by H1 N1 funding, temporarily reducing Net County costs
for a twelve-month period. The Division returns to a pre-H1N1 baseline budget request
recognizing the one-time H1 N1 funding support is not projected to continue in 2011.
Difficult economic conditions have presented huge challenges to local and state policy makers
in funding vital infrastructure. These tough economic conditions have also presented families
and businesses with challenges, such as lost wages and decreased health insurance benefits,
which affect an individual's ability to be self-sufficient. In the face of a growing population and
increased demand for services, the Department continuously strives to provide the ten essential
services of Public Health in order to achieve its goals, while fulfilling the County's mission and
commitments to the residents of Weld County. The 2011 budget request continues to reflect
extraordinarily fiscal constraint.
329
PUBLIC HEALTH
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
LICENSES AND PERMITS
2560 41400 4210 LICENSES 167,400 172,500 172,500
2560 41400 4221 PERMITS 223,000 198,000 198,000
TOTAL LICENSES AND PERMITS 390,400 370,500 370,500
INTERGOVERNMENTAL
2530 41300 4321 MEDICAID 48,300 26,100 26,100
2560 41400 4321 MEDICAID 16,000 16,500 16,500
2530 99900 4321 MEDICAID 214,056 121,797 121797
2530 41300 4322 MEDICARE 8,000 8,000 8,000
2530 99900 4322 MEDICARE 1,000 0 0
2530 99900 4336 REIMBURSEMENTS 42,000 0 0
2500 41100 4340 GRANTS 413,315 397,032 397,032
2530 41300 4340 GRANTS 21,731 1,500 1,500
2560 41400 4340 GRANTS 3,360 12,500 12,500
2520 99900 4340 GRANTS 774,882 526,188 526,188
2530 99900 4340 GRANTS 1,844,460 1,784,354 1,784,354
2560 99900 4340 GRANTS 104,800 90,742 90,742
2560 99900 4340 GRANTS 241,281 247,171 247,171
2500 41100 4356 COUNTIES 3,051,901 3,202,068 3,202,068
TOTAL INTERGOVERNMENTAL 6,785,086 6,433,952 6,433,952
CHARGE FOR SERVICES
2500 41100 4410 CHARGE FOR SERVICES 191,450 172,000 172,000
2530 41300 4410 CHARGE FOR SERVICES 182,369 197,780 197,780
2560 41400 4410 CHARGE FOR SERVICES 261,500 255,850 255,850
2530 99900 4410 CHARGE FOR SERVICES 88,800 118,915 118,915
TOTAL CHARGE FOR SERVICES 724,119 744,545 744,545
MISCELLANEOUS
2560 41400 4510 FINES 2,500 2,500 2,500
2560 41400 4680 OTHER 2,000 2,000 2,000
2530 99900 4690 DONATIONS 28,000 29,000 29,000
2560 41400 4730 OTHER FEES 11,000 11,000 11,000
TOTAL MISCELLANEOUS 43,500 44,500 44,500
TRANSFER
2560 41400 712700 TRANSFER 507,909 507,909 507,909
TOTAL PUBLIC HEALTH FUND 8.451,014 8,101,406 8.101,406
330
PUBLIC HEALTH FUND
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
2500 41100 ADMINISTRATION 191,450 172,000 172,000 0
2520 41210 GENERAL HEALTH EDUCATION 566,303 586,490 586,490 0
2520 99900 UNALLOCATED GRANTS 762,632 527,461 527,461 0
2530 41300 NURSING 797,598 747,591 747,591 0
2530 99900 UNALLOCATED GRANTS 3,322,131 3,248,684 3,248,684 0
2560 41400 ENVIROMENTAL 2,327,508 2,331,655 2,331,655 0
2560 99900 UNALLOCATED GRANTS 102,141 100,384 100,384 0
2580 41500 PUBLIC HEALTH PREPAREDNESS 141,160 143,398 143,398 0
2580 99900 UNALLOCATED GRANTS 240,091 243,743 243,743 0
TOTAL PUBLIC HEALTH FUND 8,451,014 8,101,406 8,101,406 0
331
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - -All Departments -- Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 6,042,240 $ 6,077,561 $ 5,962,848 $ 5,962,848
Supplies 523,922 573,065 477,311 477,311
Purchased Services 1,585,612 1,941,890 1,726,500 1,726,500
Fixed Charges 629,281 605,157 685,749 685,749
Contra Expense - 612,874 - 746,659 - 751,002 - 751,002
Capital 18,387 0 0 0
Gross County Cost $ 8,186,568 $ 8,451,014 $ 8,101,406 $ 8,101,406
Revenue 5,195,221 5,399,113 4,899,338 4,899,338
Net County Cost $ 2,991,347 $ 3,051,901 $ 3,202,068 $ 3,202,068
Budgeted Positions 93.10 89.41 86.43 86.43
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita 3.62 3.39 3.20
Per capita cost (county support) $10.09 $11.59 $11.85
332
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Coal HSI: To improve the health of our diverse communities by assuring individuals,families,and
communities gain greater control of factors that influence their health.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HSI-I: Key health
indicators move in Decrease infant mortality rate 5.9/1,000 5.9/1,000 live 5.9/1,000 live
a positive direction live births births births
Health disparities
will be diminished Teen fertility rate(ages 15-17) 31.1/1,000 31/1,000 30/1,000
female female teens female teens
teens
Decrease smoking rate
An ongoing Community Assessment in 2010. Planning 15.7 15.3 15.0
community process for Public Health Improvement
assessment process Plan in 2011 Planning On going Public Health
including a multi- process Planning in
year Community delayed Data collection progress
Action Plan that until 2010- Complete
addresses health 2011 12/31/2011
factors and reduces
disparities
Present consistent Make improvements to WCDPHE web site Major In Process In Process
public health revision Updated 1-2
messages that complete times a month
address health
issues
333
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS2: To assure dignified access to necessary,appropriate,affordable,continuous,and timely health
care,including wellness and prevention services.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HS2-1: Optimize By 2011,gather information for decision WIC Over the next On going
access to making on what the direct services role of services at three years,
WCDPHE's health the Health Department will be in 2010. SW clinic continue to
care services. provide
By 2011, expand,retain,or eliminate health preventive
department services as needed. health services
By 2011,enhance Southwest County through clinics
service provision. in North and
Southwest
Weld,through
home visits
and via
community
outreach
programming
Goal 11S3: To lessen adverse public health impacts of chronic and communicable diseases,land use
developments,and disasters.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HS3-1: WCDPHE Within three years, we will develop and 2009- On going On going
can mobilize an strengthen partnerships with schools, communic
effective public worksites,healthcare providers, and ated and
health response to community agencies to extend the work of worked
a public health public health; with all of
event/emergency their
no matter how Expand our use of best practices in our agencies
large or small surveillance activities and intervention during
capacities for chronic and communicable 11IN1
WCDPHE is diseases Response.
recognized for its
preparedness work
334
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HS3-2: Minimize Over the next three years,we will develop Ongoing— On going On going
the adverse effects and strengthen partnerships with schools, new
of chronic and worksites, healthcare providers, and partnership
communicable community agencies to extend the work of through
diseases in Weld public health. HIN1
County response
2010 increase all our staff's cultural
competence to deliver chronic and Work with
communicable disease control services to new
Weld County's residents and visitors. refugee
population
Over the next three years,expand our
practice of best practice in our surveillance
activities and intervention capacities for
chronic and communicable diseases. In Progress
Protect the public from disease and health
hazards by inspection of regulated activities
and facilities. Done
HS3-3: Minimize Over the next three years bring national Done Continue On going
adverse active community environment experts to through education with
environmental educate and assist at least four Weld County Steps and public on ACE
impacts and municipalities/communities in their LiveWell
promote active planning for active community
living environments.
communities from
land use in Weld In 2010,work with others in county Done—
County. government to incorporate into the Weld Dan
County Comprehensive Plan goals and Burden
objectives for developing/sustaining healthy
community environments.
Work with those In progress In progress On going
municipalities/communities to adopt code
that promotes land use and walkable/bikable
communities by 2011.
In progress On going On going
Over the next three years,continue to
minimize the impact to the environment of
proposed land use developments or
modifications.
335
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non-Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non-program revenues from the State per capita health
funds.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 399,506 413,315 397,032 397,032
Net County Cost $ - 399,506 $ - 413,315 $ - 397,032 $ - 397,032
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Non-program revenue from State Per Capita funding to support
essential public health services is projected to decrease by $16,283.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
336
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100
DEPARTMENT DESCRIPTION: Overall administration of Department of Public Health and
Environment, including personnel, fiscal management, data and records management,
procurement and facilities management. The Executive Director is the official registrar of vital
statistics for Weld County. Records of births and deaths that occur in Weld County are kept and
certified copies are available upon request from the deputy registrars.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 590,661 $ 598,898 $ 610,283 $ 610,283
Supplies 9,331 16,950 16,950 16,950
Purchased Services 144,552 164,518 168,182 168,182
Fixed Charges 0 0 0 0
Contra Expense - 551,184 -588,916 -623,415 -623,415
Capital 0 0 0 0
Gross County Cost $ 193,360 $ 191,450 $ 172,000 $ 172,000
Revenue 170,002 191,450 172,000 172,000
Net County Cost $ 23,358 $ 0 $ 0 $ 0
Budgeted Positions 8.0 8.0 8.0 8.0
SUMMARY OF CHANGES: There is an $11,385 proposed increase in Personnel Services due
to the increased cost of health insurance and an increase in salaries due to step increases. The
$3,664 increase in Purchased Services reflects the increased cost of data processing support
(ACS). The request is based on actual costs for IT support for 2009.
The $19,450 decrease in revenue is based on the actual revenue realized in 2009 and the
anticipated passage of SB10-006 which will require local vital records offices to provide birth
certificates at no cost to county departments of Human Services and Social Services and to
individuals presenting letters of referrals from those county departments. Previously,
community charities have paid for birth certificates for indigent persons who demonstrated a
need in order to prove citizenship for eligibility for benefits from these county departments. It is
anticipated the State Office of Vital Records will request increases in the fees for both birth and
death certificates to help offset the loss of revenue resulting if SB10-006 is passed.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
337
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Birth / Death Certificates issued 16,000 16,000 16,500
Efficiency Measures
FTE's per 10,000/capita .31 .30 .296
Per capita cost $2.14 $2.24 $2.31
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
338
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210
DEPARTMENT DESCRIPTION: Health Communication, Education and Planning includes
grant funded and county funded health promotion/prevention programs that provide resources
and expertise for the department and the community. The Health Communication team serves
as the liaison with the local TV/radio/newspaper media for the health department. They plan,
develop and disseminate emergency communication and educational materials to the public.
The Health Communication team provides support internally for producing educational
materials, reports, and local health data. Health Communication partners with the community in
developing and implementing programs to promote healthy behaviors. Programs include traffic
safety and prevention of unintentional injuries, nutrition and fitness programs, diabetes and
asthma prevention, cancer prevention, tobacco use prevention, and abstinence education for
prevention of teen sex, unintended pregnancy and STI/HIV, and men's health screening.
Coalitions such as Drive Smart Weld County, the Diabetes Coalition, the Tobacco Coalition, and
the Weld Faith Network provide expertise to the department to address these important health
issues in Weld County.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 833,148 $ 735,408 $ 724,238 $ 724,238
Supplies 71,318 121,650 102,300 102,300
Purchased Services 323,905 405,503 272,716 272,716
Fixed Charges 91,836 77,765 68,881 68,881
Contra Expense - 61,690 - 11,391 - 54,184 - 54,184
Gross County Cost $ 1,258,517 $ 1,328,935 $ 1,113,951 $ 1,113,951
Revenue 826,584 774,882 526,188 526,188
Net County Cost $ 431,933 $ 554,053 $ 587,763 $ 587,763
Budget Positions 11.75 10.75 10.00 10.00
SUMMARY OF CHANGES: Personnel costs will decrease by $11,170. Total FTE will
decrease from 10.75 to 10.0 with the loss of .75 FTE from Tobacco, CCPD, and LiveWell.
Other FTE will shift to FDA and CHF grants.
339
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
SUMMARY OF CHANGES (CONTINUED):
Supplies decrease by $19,350. Purchased Services decreased by $132,787 with the loss in
grant funding. Fixed charges for overhead will decrease by $8,884. Contra expense contains
the transfer of BT funding to offset the Planner and PIO's salary ($54,184).
Revenues are down $248,694 with the loss of Amendment 35 funding for CCPD heart disease
prevention and the end of LiveWell's grant cycle. The department will apply for other grants for
the 2011 budget year for disease prevention programs and food access.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Classes, programs, events, worksite wellness 42,000 45,000 42,000
Radio programs, blogging 650,000 650,000 650,000
Efficiency Measures
FTE's per 10,000/capita .46 .41 .37
Per capita cost (county support) $1.68 $2.10 $2.18
Effectiveness results
Reduction in motor vehicle fatalities. 45 38 35
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data 31.1/1000 31/1000 30/1000
Number of obese adults -- BRFSS data 24% 24% 23%
Adult Smoking rates - - BRFSS data 15.7% 15.3% 15.0%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
340
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning,
international travel health, and Tuberculosis. It also provides immunizations, screening,
counseling, communicable disease surveillance, containment, treatment, and teaching.
Provides home visits for health promotion, evaluation, health assessment, and community
activities.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,697,427 $2,673,057 $ 2,716,559 $ 2,716,559
Supplies 242,449 241,560 177,085 177,085
Purchased Services 666,980 886,436 750,816 750,816
Fixed Charges 258,183 318,676 351,815 351,815
Gross County Cost $ 3,865,039 $4,119,729 $ 3,996,275 $ 3,996,275
Revenue 2,426,690 2,478,716 2,287,446 2,287,446
Net County Cost $ 1,438,349 1,641,013 $ 1,708,829 $ 1,708,829
Budgeted Positions 45.60 43.41 42.68 42.68
SUMMARY OF CHANGES: The Personnel Services increase of $43,502 results from the
increased cost of health insurance and step increases for existing staff. The decrease in
supplies of $64,475 will be seen through cost savings in medical supplies in the Travel
Immunization Clinic, Family Planning Initiative, Well Women's Connection and Maternal Health.
In some cases, the decreased need for supplies is due to decreased grant revenue for services.
Decreased spending in Women's Wellness Program is in response to lower grant revenue. The
budget for this program will be capped at $35,000, resulting in a cost savings in Purchased
Services such as mammograms, ultrasounds, biopsies, etc. Projected savings total $41,355.
Other decreased services include Data Processing, HCP contracted services and local travel.
The decreased revenue of $191,270 is primarily from decreased grant funding in Women's
Wellness Connection ($91,000), EPSDT ($50,756), Prenatal Navigator ($22,000), Colorado
Family Planning Initiative ($38,247) and Immunization Outreach ($29,384).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
341
COMMUNITY HEALTH SERVICES
(CONTINUED)
2500-41300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 11,769 8,000 8,000
Family Services* 15,235 8,000 15,000
Efficiency Measures
FTE's per 10,000/capita 1.77 1.65 1.58
Per capita cost (county support) $5.60 $6.23 $6.33
Communicable Diseases 701, HCP 525, Family Planning 4458, Prenatal Outreach 865, NFP
7,711 visits, MYAT 188 YFC 85, TB 563, VWVC 139
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
342
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and
perpetuate the public health of the citizens of the county with scientific risk assessments, the
development of policies, monitoring and inspections, consultation, and the enforcement of
regulations designed to protect food, water, and air supplies. Services include technical
assistance and consultation, monitoring and sampling, inspection and enforcement, education
and planning activities. The laboratory's purpose is to process medical and water samples and
aid in the evaluation of potential agents of bioterrorism events.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,705,696 $ 1,664,675 $ 1,690,639 $ 1,690,639
Supplies 169,229 167,305 160,750 160,750
Purchased Services 394,302 422,046 465,443 465,443
Fixed Charges 162,980 175,623 188,610 188,610
Contra Expense 0 0 - 73,403 - 73,403
Capital 18,387 0 0 0
Gross County Cost $ 2,450,594 $ 2,429,649 $ 2,432,039 $ 2,432,039
Revenue 1,419,454 1,299,469 1,269,501 1,269,501
Net County Cost $ 1,031,140 $ 1,130,180 $ 1,162,538 $ 1,162,538
Budgeted Positions 25.25 25.25 23.25 23.25
SUMMARY OF CHANGES: Overall, despite a decreased request in Personnel and Supplies,
the EHS Divisions Net County Cost is proposed to increase by $32,358. The primary expenses
which contribute to the increase are increased ACS costs ($61,696), increased fixed charges
($12,987), and an anticipated decrease in revenue ($29,968). Personnel Services (includes
Contra Expense, which is a transfer of 50 percent of the expenses of the Planning Director
position, has decreased $47,439 when compared to 2010. The reduction is due to the
combination of the EHS Director and Planning Director positions, as well as the reduction in
force of an Office Technician. The Division has requested a position upgrade for a highly
trained individual in order to retain exceptional employees, which costs approximately
$3,541/year. The request for Supplies has decreased by four percent, or $6,555. The request
for Purchased Services increased by $43,397, or nine percent. This increase is due to ACS
support costs, which represents a $61,696 increase over fiscal year 2010; otherwise, Purchased
Services expenses are reduced by $18,299. Revenue is expected to be down by $29,968,
primarily due to a reduction in the state air contract ($14,000) and a drop in ISDS permits
($15,000).
343
ENVIRONMENTAL
HEALTH SERVICES
(CONTINUED)
2560-41400
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs*
Food inspections, activities, complaints 2,726 2,495 2,495
Laboratory analyses 20,220 20,500 20,500
Household Hazardous Waste Disposed 400,000 400,000 400,000
(#'s)
Environmental Planning Reviews 276 211 211
I.S.D.S. Inspection, activities, complaints 308 291 291
Waste Inspections, activities, complaints 189 163 172
Biosolids Inspections, activities, complaints 198 198 198
Efficiency Measures
FTE's per 10,000/capita 0.98 .92 .96
Per capita cost (county support) $4.01 $4.29 $4.30
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
344
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to,
incidents and events, which threaten the quality and quantity of life within the purview of health
and environment; develops exercises and evaluates various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation duties and
functions, along with regional bioterrorism laboratory duties and functions; houses the county
wide Health Alert Network, communications and warning operations; and is engaged in local,
regional, state and national collaborative efforts associated with these disciplines.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 215,308 $ 259,171 $ 221,129 $ 221,129
Supplies 31,595 25,600 20,226 20,226
Purchased Services 55,873 63,387 69,343 69,343
Fixed Charges 116,282 33,093 76,443 76,443
Capital 0 0 0 0
Gross County Cost $ 419,058 $ 381,251 $ 387,141 $ 387,141
Revenue 352,491 241,281 247,171 247,171
Net County Cost 66,567 $ 139,970 $ 139,970 $ 139,970
Budgeted Positions 2.5 3.0 2.5 2.5
SUMMARY OF CHANGES: The $38,042 decrease in Personnel Services is due to the
half-time BT Planner being moved to the Health Communications Division where the position is
currently located. The $5,374 decrease in supplies is due to H1 N1 financial assistance in 2010
helping rotate consumable supplies. The $5,956 increase in Purchased Services is for
anticipated charges and fees. The fixed charge increase of $43,350 reflects the overhead
payment to the Health Communications Division to cover the expense of the half-time BT •
Planner position and a slight increase in the Health Department Administration overhead
allocation.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
345
PUBLIC HEALTH
PREPAREDNESS
(CONTINUED)
2580-41500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000 capita 0.097 0.114 0.093
Per capita cost (county support) $0.26 $0.53 $0.52
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
346
SEVEN YEAR TREND
Human Services
$18
$16
$14
$12
{
$10
O
J
$8
$6
i
$4 i
$2 +�
II
2005 2006 2007 2008 2009 2010 2011
347
HUMAN SERVICES FUND SUMMARY
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.
Being totally reliant upon state and federal funding sources, Human Services continues to
operate in an environment of uncertainty. The Human Services Fund budget has been
constructed based upon the best available information on the funding levels. It is very likely that
many of the amounts will be changed between now and the actual execution of the 2011
budget.
The primary programs of Human Services are associated with the Workforce Investment Act
(WIA) funded under the Department of Labor, Employment and Training Administration. This
program is anticipating $2,998,224 for 2011. In addition, the Job Service contract will be
$1,112,122, and Temporary Assistance to Needy Families (TANF) is funded at $785,656,
primarily for training of TANF clients.
The Human Services Fund is totally funded through state and federal programs with the
exception of the 25 percent local match for the Aging program, which amounts to $12,351.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2011 funding levels:
Supplemental Foods $ 1,428,630
Area Agency on Aging $ 2,225,721
Senior Nutrition $ 422,238
CSBG $ 180,000
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2011.
348
HUMAN SERVICES
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
INTERGOVERNMENTAL
2653 60000 4314 USDA 33,250 33,250 33,250
2654 60000 4314 USDA 10,450 10,450 10,450
267695 60000 4314 USDA 208,500 208,500 208,500
2627 60000 4320 FEDERAL GRANTS 33,000 34,500 34,500
2628 60000 4320 FEDERAL GRANTS 50,000 0 0
2636 60000 4320 FEDERAL GRANTS 582,000 468,254 468,254
2637 60000 4320 FEDERAL GRANTS 549,473 554,209 554,209
2640 60000 4320 FEDERAL GRANTS 25,000 25,000 25,000
2643 60000 4320 FEDERAL GRANTS 433,500 404,940 404,940
2651 60000 4320 FEDERAL GRANTS 64,600 67,264 67,264
2652 60000 4320 FEDERAL GRANTS 230,330 271,780 271,780
2653 60000 4320 FEDERAL GRANTS 271,860 244,062 244,062
2654 60000 4320 FEDERAL GRANTS 31,000 27,577 27,577
2655 60000 4320 FEDERAL GRANTS 20,210 12,701 12,701
2657 60000 4320 FEDERAL GRANTS 2,910 2,039 2,039
2658 60000 4320 FEDERAL GRANTS 6,830 7,107 7,107
2673 60000 4320 FEDERAL GRANTS 85,310 85,310 85,310
26795 60000 4320 FEDERAL GRANTS 279,270 180,000 180,000
262695 60000 4320 FEDERAL GRANTS 806,000 1,112,122 1,112,122
263907 60000 4320 FEDERAL GRANTS 27,220 50,000 50,000
265995 60000 4320 FEDERAL GRANTS 998,280 1,307,081 1,307,081
267695 60000 4320 FEDERAL GRANTS 1,220,130 1,220,130 1,220,130
2632 60000 4340 GRANTS 738,220 785,656 785,656
2635 60000 4340 GRANTS 155,200 196,000 196,000
2638 60000 4340 GRANTS 54,578 0 0
2646 60000 4340 GRANTS 130,000 275,421 275,421
2648 60000 4340 GRANTS 217,695 244,900 244,900
2649 60000 4340 GRANTS 83,051 0 0
2666 60000 4340 GRANTS 7,000 0 0
2667 60000 4340 GRANTS 10,000 12,000 12,000
2671 60000 4340 GRANTS 476,520 422,238 422,238
262995 60000 4340 GRANTS 178,500 350,000 350,000
2651 60000 711000 TRANSFER 12,351 12,351 12,351
TOTAL INTERGOVERNMENTAL 8,032,238 8,624,842 8,624,842
CHARGE FOR SERVICES
2645 60000 4410 CHARGE FOR SERVICES 240,000 325,000 325,000
2646 60000 4410 CHARGE FOR SERVICES 70,000 70,000 70,000
TOTAL CHARGE FOR SERVICES 310,000 395,000 395,000
MISCELLANEOUS
2652 60000 4690 DONATIONS 100 100 100
2653 60000 4690 DONATIONS 145,000 145,000 145,000
TOTAL MISCELLANEOUS 145,100 145,100 145,100
TOTAL HUMAN SERVICES FUND 8,487,338 9,164,942 9,164,942
349
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
262695 60000 HUMAN SERVICES 806,000 1,112,122 1,112,122
2627 60000 HUMAN SERVICES 33,000 34,500 34,500
2628 60000 HUMAN SERVICES 50,000 0 0
262995 60000 HUMAN SERVICES 178,500 350,000 350,000
2632 60000 HUMAN SERVICES 738,220 785,656 785,656
2635 60000 HUMAN SERVICES 155,200 196,000 196,000
2636 60000 HUMAN SERVICES 582,000 468,254 468,254
2637 60000 HUMAN SERVICES 549,473 554,209 554,209
2638 60000 HUMAN SERVICES 54,578 0 0
263907 60000 HUMAN SERVICES 27,220 50,000 50,000
2640 60000 HUMAN SERVICES 25,000 25,000 25,000
2643 60000 HUMAN SERVICES 433,500 404,940 404,940 I
2645 60000 HUMAN SERVICES 240,000 325,000 325,000 i
2646 60000 HUMAN SERVICES 200,000 345,421 345,421 i
2648 60000 HUMAN SERVICES 217,695 244,900 244,900 I
2649 60000 HUMAN SERVICES 83,051 0 0 I
2651 60000 HUMAN SERVICES 0 79,615 79,615 I
2651 60100 ADMIN COST POOL 57,321 0 0 I
2651 60105 EMPLOYMENT SERVICES COST POOL 5,990 0 0 I
2651 60110 AREA AGENCY ON AGING COST POOL 13,640 0 0 I
2652 60000 HUMAN SERVICES 115,840 271,880 271,880 I
2652 60100 ADMIN COST POOL 3,860 0 0 1
2652 60105 EMPLOYMENT SERVICES COST POOL 260 0 0
2652 60110 AREA AGENCY ON AGING COST POOL 110,470 0 0 (
2653 60000 HUMAN SERVICES 231,240 422,312 422,312
2653 60100 ADMIN COST POOL 2,020 0 0
2653 60110 AREA AGENCY ON AGING COST POOL 137,930 0 0
2653 60115 TRANSPORTATION COST POOL 78,920 0 0
2654 60000 HUMAN SERVICES 41,450 38,027 38,027
2655 60000 HUMAN SERVICES 2,180 12,701 12,701
2655 60105 EMPLOYMENT SERVICES COST POOL 30 0 0
2655 60110 AREA AGENCY ON AGING COST POOL 18,000 0 0 (
2657 60000 HUMAN SERVICES 0 2,039 2,039
2657 60105 EMPLOYMENT SERVICES COST POOL 90 0 0
2657 60110 AREA AGENCY ON AGING COST POOL 2,820 0 0
2658 60000 HUMAN SERVICES 6,830 7,107 7,107
265995 60000 HUMAN SERVICES 45,890 1,307,081 1,307,081
265995 60100 ADMIN COST POOL 17,060 0 0
265995 60110 AREA AGENCY ON AGING COST POOL 935,330 0 0
2666 60000 HUMAN SERVICES 7,000 0 0
2667 60000 HUMAN SERVICES 0 12,000 12,000
2667 60110 AREA AGENCY ON AGING COST POOL 10,000 0 0
2671 60000 HUMAN SERVICES 258,680 422,238 422,238
2671 60100 ADMIN COST POOL 7,660 0 0
2671 60110 AREA AGENCY ON AGING COST POOL 160,180 0 0
2671 60115 TRANSPORTATION COST POOL 50,000 0 0
2673 60000 HUMAN SERVICES 42,500 85,310 85,310
2673 60100 ADMIN COST POOL 3,850 0 0 C
2673 60105 EMPLOYMENT SERVICES COST POOL 30 0 0
2673 60110 AREA AGENCY ON AGING COST POOL 38,930 0 0 C
267695 60000 HUMAN SERVICES 1,422,630 1,428,630 1,428,630 C
267695 60100 ADMIN COST POOL 6,000 0 0 C
267895 60000 HUMAN SERVICES 209,280 180,000 180,000 C
267895 60100 ADMIN COST POOL 18,500 0 0 C
267895 60110 AREA AGENCY ON AGING COST POOL 51,490 0 0 C
TOTAL HUMAN SERVICES FUND 8.487.338 9.164.942 9.164.942
350
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary—All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 7,795,407 $ 4,238,185 $ 4,569,710 $ 4,569,710
Supplies 1,141,093 1,417,200 383,818 383,818
Purchased Services 4,084,306 2,831,953 4,211,414 4,211,414
Fixed Charges 314,959 0 0 0
Gross County Cost $ 13,335,765 $ 8,487,338 $ 9,164,942 $ 9,164,942
Revenue 13,323,415 8,474,987 9,152,591 9,152,591
Net County Cost $ 12,350 $ 12,351 $ 12,351 $ 12,351
Budget Positions - - -- - -_ - -
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
351
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Head Start Program - - 60000-2611
DEPARTMENT DESCRIPTION: Health, nutrition, education and day care programs for
economically disadvantaged pre-school age children.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,129,678 $ 0 $ 0 $ 0
Supplies 525,562 0 0 0
Purchased Services 329,590 0 0 0
Fixed Charges 186,093 0 0 0
Gross County Cost $ 3,170,923 $ 0 $ 0 $ 0
Revenue 3,170,923 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: Weld County relinquished the Regional Head Start Program,
effective December 31, 2009. The program is now administered by the Community
Development Institute (CDI), through the Office of Head Start. Therefore, this Budget Unit has
been discontinued.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
352
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Migrant Head Start - - 60000-2614
DEPARTMENT DESCRIPTION: Health, nutrition and day care programs for infant/toddler and
preschool-age migrant children.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 842,002 $ 0 $ 0 $ 0
Supplies 140,228 0 0 0
Purchased Services 255,476 0 0 0
Fixed Charges 70,582 0 0 0
Gross County Cost $ 1,308,288 $ 0 $ 0 $ 0
Revenue 1,308,288 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: Weld County relinquished the Migrant Head Start Program,
effective December 31, 2009. The program is now administered by the Community
Development Institute (CDI), through the Office of Head Start. Therefore, this Budget Unit has
been discontinued.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
353
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Preschool Fund - - 60000-2617
DEPARTMENT DESCRIPTION: Contracted Preschool slots with various school districts.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 115,312 $ 0 $ 0 $ 0
Supplies 16,925 0 0 0
Purchased Services 4,168 0 0 0
Fixed Charges 7,617 0 0 0
Gross County Cost $ 144,022 $ 0 $ 0 $ 0
Revenue 144,022 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: Weld County relinquished the Regional and Migrant Head Start
Program, effective December 31, 2009. The program is now administered by the Community
Development Institute (CDI), through the Office of Head Start. Therefore, this Budget Unit has
been discontinued.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
354
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser- - 60000-2626
DEPARTMENT DESCRIPTION: Administer all Job Service activities to the residents of Weld
County.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 777,369 $ 686,400 $ 970,122 $ 970,122
Supplies 37,110 28,860 37,000 37,000
Purchased Services 104,616 90,740 105,000 105,000
Fixed Charges 50,667 0 0 0
Gross County Cost $ 969,762 $ 806,000 $ 1,112,122 $ 1,112,122
Revenue 969,762 806,000 1,112,122 1,112,122
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. The ARRA funds that were allocated to this program in
2010 will all have been expended by 12/31/2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 27,760 29,000 29,000
Efficiency Measures
Per capita cost $4.15 $3.06 $4.12
Effectiveness Measures (desired results)
Job placements 62.18% 62% 62%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
355
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - - 60000-2627
DEPARTMENT DESCRIPTION: Administer youth employment program for the summer
months.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 26,535 $ 29,300 $ 27,600 $ 27,600
Supplies 890 500 900 900
Purchased Services 6,075 3,200 6,000 6,000
Gross County Cost $ 33,500 $ 33,000 $ 34,500 $ 34,500
Revenue 33,500 33,000 34,500 34,500
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 4,107 4,000 4,000
Efficiency Measures
Per capita cost $0.14 $0.13 $0.13
Effectiveness Measures (desired results)
Clients placed in employment 2,029 2,000 2,000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
356
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Consumer Navigator- - 60000-2628
DEPARTMENT DESCRIPTION: Program to enhance workforce center services to the
disabled of the community.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 31,303 $ 45,000 $ 0 $ 0
Supplies 855 2,000 0 0
Purchased Services 5,757 3,000 0 0
Gross County Cost $ 37,915 $ 50,000 $ 0 $ 0
Revenue 37,915 50,000 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES:This program was discontinued as of June 30, 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 260 260 - -
Efficiency Measures
Per capita cost $0.16 $0.19 - -
Effectiveness Measures (desired results)
Output goals maintained Yes Yes - -
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
357
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Employment First - - 60000-2629
DEPARTMENT DESCRIPTION: This program allows eligible Food Stamp clients to participate
in various job search and development activities to retrain them for better paying jobs.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 191,448 $ 120,000 $ 200,000 $ 200,000
Supplies 9,768 2,500 10,000 10,000
Purchased Services 137,923 56,000 140,000 140,000
Gross County Cost $ 339,139 $ 178,500 $ 350,000 $ 350,000
Revenue 339,139 178,500 350,000 350,000
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 3,970 3,900 3,900
Efficiency Measures
Per capita cost $1.45 $0.68 $1.30
Effectiveness Measures (desired results)
Clients placed in employment 1,905 1,900 1,900
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
358
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: WIRED Grant-60000-2644
DEPARTMENT DESCRIPTION: This grant will develop the Multi Industry System Technician
(MIST) training program to provide skills necessary for employment in energy and related
industries.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 61,331 $ 0 $ 0 $ 0
Supplies 2,412 0 0 0
Purchased Services 153,907 0 0 0
Gross County Cost $ 217,650 $ 0 $ 0 $ 0
Revenue 217,650 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: This grant will be completed during 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary
359
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Assistance to Needy Families -- 60000-2632
DEPARTMENT DESCRIPTION: Employment/Training program for clients on welfare.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 420,104 $ 497,070 $ 420,656 $ 420,656
Supplies 14,773 0 15,000 15,000
Purchased Services 348,737 241,150 350,000 350,000
Gross County Cost $ 783,614 $ 738,220 $ 785,656 $ 785,656
Revenue 783,614 738,220 785,656 785,656
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served/month 330 330 330
Efficiency Measures
Per capita cost (county support) $3.36 $2.80 $2.52
Effectiveness Measures (desired results)
Meet Federal participation rates Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
360
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Admin.) 60000-2635
DEPARTMENT DESCRIPTION: This program tracks the administration for all of the
Workforce Investment Act grants.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 116,391 $ 145,000 $ 173,000 $ 173,000
Supplies 2,870 200 3,000 3,000
Purchased Services 19,096 10,000 20,000 20,000
Gross County Cost $ 138,357 $ 155,200 $ 196,000 $ 196,000
Revenue 138,357 155,200 196,000 196,000
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost $0.59 $0.59 $0.73
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
361
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER:Workforce Investment Act (Adult) 60000-2636
DEPARTMENT DESCRIPTION: This program provides employment and training for eligible
adults.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 151,979 $ 260,000 $ 150,000 $ 150,000
Supplies 7,972 25,000 8,000 8,000
Purchased Services 425,901 297,000 310,254 310,254
Gross County Cost $ 585,852 $ 582,000 $ 468,254 $ 468,254
Revenue 585,852 582,000 468,254 468,254
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 194 210 200
Efficiency Measures
Per capita cost $2.51 $2.21 $1.73
Effectiveness Measures (desired results)
Entered employment rate 81% 86% 83%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
362
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Youth) 60000-2637
DEPARTMENT DESCRIPTION: This program provides employment and training programs for
in-school and out-of-school youth.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 880,941 $ 400,000 $ 400,000 $ 400,000
Supplies 19,789 10,000 11,000 11,000
Purchased Services 313,157 139,473 143,209 143,209
Gross County Cost $ 1,213,887 $ 549,473 $ 554,209 $ 554,209
Revenue 1,213,887 549,473 554,209 554,209
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth served 305 294 250
Efficiency Measures
Per capita cost $5.20 $2.09 $2.05
Effectiveness Measures (desired results)
Entered Employment rate (Older Youth) 47% 47% 58%
Skill Attainment rate (Younger Youth)
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
363
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Multi-Disciplinary Youth Assessment - - 60000-2638
DEPARTMENT DESCRIPTION: This program provides planning and treatment plans for at
risk youth in combination with the DA, SS, North Range and Island Grove.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 25,674 $ 50,070 $ 0 $ 0
Supplies 611 500 0 0
Purchased Services 4,115 4,008 0 0
Gross County Cost $ 30,400 $ 54,578 $ 0 $ 0
Revenue 30,400 54,578 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: The position associated with this work activity was absorbed into
the WIA program as part of the Department's efforts to reduce TANF Expenditures
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 120 120 0
Efficiency Measures
Per capita cost $0.13 $0.21 - -
Effectiveness Measures (desired results)
Maintain requirements of contract Yes Yes - -
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
364
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 19,183 $ 14,220 $ 20,000 $ 20,000
Supplies 7,122 0 5,000 5,000
Purchased Services 79,597 13,000 25,000 25,000
Gross County Cost $ 105,902 $ 27,220 $ 50,000 $ 50,000
Revenue 105,902 27,220 50,000 50,000
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost $0.45 $0.10 $0.19
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
365
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640
DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of
the WIA programs and are used for staff training, administration, contracted services and other
programs.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,323 $ 4,000 $ 4,000 $ 4,000
Supplies 66 5,000 1,000 1,000
Purchased Services 18,144 16,000 20,000 20,000
Gross County Cost $ 20,533 $ 25,000 $ 25,000 $ 25,000
Revenue 20,533 25,000 25,000 25,000
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost $0.09 $0.09 $0.09
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
366
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Dislocated Worker Program) 60000-2643
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 146,250 $ 220,000 $ 145,000 $ 145,000
Supplies 7,146 23,500 7,000 7,000
Purchased Services 319,294 190,000 252,940 252,940
Gross County Cost $ 472,690 $ 433,500 $ 404,940 $ 404,940
Revenue 472,690 433,500 404,940 404,940
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 109 120 160
Efficiency Measures
Per capita cost $1.27 $1.64 $1.50
Effectiveness Measures (desired results)
Entered employment rate 73% 91% 86%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
367
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - - 60000-2645
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer
Education Lab.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 178,002 $ 140,000 $ 140,000 $ 140,000
Supplies 145,390 60,000 130,000 130,000
Purchased Services 107,891 40,000 55,000 55,000
Gross County Cost $ 431,283 $ 240,000 $ 325,000 $ 325,000
Revenue 431,283 240,000 325,000 325,000
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 1,350 1,350 1,350
Efficiency Measures
Per capita cost $1.85 $0.91 $1.20
Effectiveness Measures (desired results)
GED's obtained 90 90 120
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
368
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Program - - 60000-2646
DEPARTMENT DESCRIPTION: The Youth Corp program is the Federal AmeriCorps program
for youth to receive stipends and college tuition credits for public service work.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 192,301 $ 150,000 $ 128,012 $ 128,012
Supplies 30,846 15,000 10,377 10,377
Purchased Services 38,460 35,000 207,032 207,032
Gross County Cost $ 261,607 $ 200,000 $ 345,421 $ 345,421
Revenue 261,607 200,000 345,421 345,421
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Participants in program 15 15 15
Efficiency Measures
Per capita cost $0.93 $0.76 $0.81
Effectiveness Measures (desired results)
Clients completing program 50 47 50
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
369
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Tight Corp Program - - 60000-2648
DEPARTMENT DESCRIPTION: This Youth Corp Program engages youth in community
service and educational activities in lieu of out of home placement with the Department of
Human Services.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 99,337 $ 109,295 $ 134,900 $ 134,900
Supplies 9,589 8,400 10,000 10,000
Purchased Services 82,397 100,000 100,000 100,000
Gross County Cost $ 191,323 $ 217,695 $ 244,900 $ 244,900
Revenue 191,323 217,695 244,900 244,900
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Participants 24 24 24
Efficiency Measures
Per capita cost $0.82 $0.83 $0.91
Effectiveness Measures (desired results)
Participants completing program 19 19 19
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
370
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Pillars of Successful Independence - -60000-2649
DEPARTMENT DESCRIPTION: A TANF Program for foster children, ages 13-1/2 to 15
preparing them for transition to adulthood.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 55,413 $ 57,860 $ 0 $ 0
Supplies 1,482 600 0 0
Purchased Services 17,794 24,591 0 0
Gross County Cost $ 74,689 $ 83,051 $ 0 $ 0
Revenue 74,689 83,051 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: This program has been discontinued in an effort to reduce the
spending of Colorado Works (TANF) funds.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 15 15 - -
Efficiency Measures
Per capita cost $0.32 $0.32 - -
Effectiveness Measures (desired results)
To enhance the ability of Foster children to
gain independence. 15 15 - -
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
371
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Admin.) 60000-2651
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the senior
programs of the Area Agency on Aging.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 50,177 $ 10,830 $ 51,000 $ 51,000
Supplies 6,674 0 7,000 7,000
Purchased Services 5,610 66,121 21,615 21,615
Gross County Cost $ 62,461 $ 76,951 $ 79,615 $ 79,615
Revenue 50,110 64,600 67,264 67,264
Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Programs administered 11 11 11
Efficiency Measures
Per capita cost (county support) $0.053 $0.047 $0.046
Per capita cost (other) $0.215 $0.245 $0.249
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
372
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Support) 60000-2652
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly;
adult day care, ombudsman services, peer counseling, outreach, respite services and legal
counseling.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 131,699 $ 91,460 $ 164,780 $ 164,780
Supplies 13,900 20 15,000 15,000
Purchased Services 91,346 138,950 92,000 92,000
Gross County Cost $ 236,945 $ 230,430 $ 271,780 $ 271,780
Revenue 236,945 230,430 271,780 271,780
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Outreach — Hispanic Senior Outreach 1,600 500 300
Adult day care 7,900 7,000 2,520
Peer Counseling 2,300 2,000 859
Legal consultation/representation 1,100 900 900
Homemaker and personal care 1,200 1,100 1,290
Ombudsman Services 1,600 1,600 1,600
Efficiency Measures
Per capita cost $1.02 $0.87 $1.01
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
373
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Congregate Meal Program) 60000-2653
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 21
nutrition sites around the county.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 97,939 $ 98,080 $ 85,000 $ 85,000
Supplies 24,325 5,890 21,000 21,000
Purchased Services 366,557 346,140 316,312 316,312
Gross County Cost $ 488,821 $ 450,110 $ 422,312 $ 422,312
Revenue 488,821 450,110 422,312 422,312
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Meals served 52,000 52,000 52,000
Efficiency Measures
Per capita cost $1.89 $1.71 $1.56
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
374
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Home Delivered Meals) 60000-2654
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 68,537 41,450 38,027 38,027
Gross County Cost $ 68,537 $ 41,450 $ 38,027 $ 38,027
Revenue 68,537 41,450 38,027 38,027
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Meals Served 13,400 13,400 5,111
Efficiency Measures
Per capita cost $0.24 $0.16 $0.14
Effectiveness Measures (desired results)
Work output goals are maintained. Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
375
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Health Services) 60000-2655
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports the annual senior health fair.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 7,929 $ 16,490 $ 7,000 $ 7,000
Supplies 6,356 1,700 2,851 2,851
Purchased Services 6,271 2,020 2,850 2,850
Gross County Cost $ 20,556 $ 20,210 $ 12,701 $ 12,701
Revenue 20,556 20,210 12,701 12,701
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 450 450 300
Efficiency Measures
Per capita cost $0.09 $0.08 $0.05
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
376
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Elder Abuse Grant) 60000-2657
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,020 $ 1,010 $ 1,839 $ 1,839
Supplies 40 0 0 0
Purchased Services 215 1,900 200 200
Gross County Cost $ 2,275 $ 2,910 $ 2,039 $ 2,039
Revenue 2,275 2,910 2,039 2,039
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Educated CNA, staff, NH residents/families 200 200 200
Efficiency Measures
Per capita cost $0.01 $0.01 $0.01
Effectiveness Measures (desired results)
Education of long term staff Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
377
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Special Ombudsman) 60000-2658
DEPARTMENT DESCRIPTION: These funds supplement the support services fund.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 5,188 $ 5,000 $ 5,000 $ 5,000
Supplies 115 0 0 0
Purchased Services 444 1,830 2,107 2,107
Gross County Cost $ 5,747 $ 6,830 $ 7,107 $ 7,107
Revenue 5,747 6,830 7,107 7,107
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Complaints investigated 150 150 150
Efficiency Measures
Per capita cost $0.02 $0.03 $0.03
Effectiveness Measures (desired results)
Work outputs are maintained Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
378
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Single Entry Point) 60000-265995
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 816,091 $ 866,030 $ 1,149,581 $ 1,149,581
Supplies 27,544 5,710 27,500 27,500
Purchased Services 109,544 126,540 130,000 130,000
Gross County Cost $ 953,179 $ 998,280 $ 1,307,081 $ 1,307,081
Revenue 953,179 998,280 1,307,081 1,307,081
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 1,000 1,000 1,000
Efficiency Measures
Per capita cost $4.08 $3.79 $5.06
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from
Institutional care to cost effective home care 1,000 1,000 1,000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
379
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (NCMC) - - 60000-2666
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 2,635 7,000 0 0
Gross County Cost 815 $ 7,000 0 0
Revenue $ 3,450 7,000 $ 0 $ 0
Net County Cost 3,450 $ 0 0 0
SUMMARY OF CHANGES: This is a year-to-year grant. We have not yet applied for the grant
for 2011; however, we may explore the possibility of doing so at a later date.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 10 10 - -
Efficiency Measures
Per capita cost $ $0.03 - -
Effectiveness Measures (desired results1
Maintain work output goals Yes Yes - -
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
380
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (VALE) - -60000-2667
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 8,508 $ 0 $ 0 $ 0
Supplies 415 0 0 0
Purchased Services 1,875 10,000 12,000 12,000
Gross County Cost $ 10,798 $ 10,000 $ 12,000 $ 12,000
Revenue 10,798 10,000 12,000 12,000
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 600 600 600
Efficiency Measures
Per capita cost $ $0.04 $0.04
Effectiveness Measures (desired results)
Maintain work output goals Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
381
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (State Funds) 60000-2671
DEPARTMENT DESCRIPTION: Supplemental funding source started 7/1/2000. This
department utilizes a combination of HB-1108 funds and General Fund Long Bill monies.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 154,210 $ 119,260 $ 126,000 $ 126,000
Supplies 75,770 1,500 62,000 62,000
Purchased Services 286,117 355,760 234,238 234,238
Gross County Cost $ 516,097 $ 476,520 $ 422,238 $ 422,238
Revenue 516,097 476,520 422,238 422,238
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
DentalNision/Hearing Clients Served 100 100 100
Meals served 13,000 3,700 6,289
Loneliness contacts 1,700 1,500 1,500
Ombudsman clients served 600 300 600
Chore clients served 35 45 30
Efficiency Measures
Per capita cost $2.21 $1.81 $1.56
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
382
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Part E Family Caregiver Support - - 60000-2673
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 18,964 $ 26,120 $ 26,120 $ 26,120
Supplies 1,897 190 190 190
Purchased Services 80,369 59,000 59,000 59,000
Gross County Cost $ 101,230 $ 85,310 $ 85,310 $ 85,310
Revenue 101,230 85,310 85,310 85,310
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Care giver Support - units of services 1,900 1,900 1,900
Grandparents raising grandkids - clients
served 300 300 300
Efficiency Measures
Per capita cost $0.43 $0.32 $0.27
Effectiveness Measures (desired results)
Maintain requirements of grant Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Supplemental Foods - - 60000-267695
DEPARTMENT DESCRIPTION: This program distributes USDA commodities to low income
eligible mothers, infants and children, and elderly of the County.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 667 $ 10,000 $ 0 $ 0
Supplies 17 1,220,130 0 0
Purchased Services 163,511 198,500 1,428,630 1,428,630
Gross County Cost $ 164,195 $ 1,428,630 $ 1,428,630 $ 1,428,630
Revenue 164,195 1,428,630 1,428,630 1,428,630
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served/month 4,400 4,400 4,400
Efficiency Measures
Per capita cost $0.70 $5.42 $5.29
Effectiveness Measures (desired results)
Maintain or increase average monthly Yes Yes Yes
participation rate
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
384
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Community Services Block Grant- - 60000-267895
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 39,139 $ 65,690 $ 40,000 $ 40,000
Purchased Services 131,000 213,580 140,000 140,000
Gross County Cost $ 170,139 $ 279,270 $ 180,000 $ 180,000
Revenue 170,139 279,270 180,000 180,000
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2011.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Transportation of elderly 5,250 6,000 6,100
Volunteer support 1,500 1,500 1,500
Employment opportunities low-income
unskilled adult labor force 2,330 2,330 2,330
Efficiency Measures
Per capita cost $0.72 $1.06 $0.67
Effectiveness Measures (desired results)
Work output goals maintained Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
385
Ott
WIIDC
COLORADO
386
SPECIAL REVENUE FUNDS
Special Revenue Funds are established to account for taxes or other earmarked revenue of the
county which finance specified activities as required by law or administrative action.
CONTINGENCY FUND:
The Contingency Fund is funded at the level of $6,800,000. Given the uncertainty of state and
federal funding and tax collections, it is recommended that this amount, coupled with the
$20,000,000 carry-over fund balance in the Contingency Fund, be retained.
SOLID WASTE FUND:
The Solid Waste Fund is funded at the anticipated revenue level of fees at $685,000. There is
an anticipated beginning fund balance of $150,000. The Department of Public Health and
Environment costs will be $373,127 for the Household Hazardous Waste program; $134,782 is
funded for solid waste inspections and monitoring by the Health Department; $15,000 for
community cleanups; and $77,091 to fund the roadside trash pickup program with Useful Public
Service clients. $85,000 is funded by a transfer to the Sheriff's Office to support code
enforcement for illegal dumping.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $415,000 based upon the anticipated operating
costs for 2011. The budget reflects funding of Island Grove Park only.
EMERGENCY RESERVE FUND:
The Emergency Reserve Fund is established per Amendment One (TABOR), passed
November 3, 1992. The amendment requires that an emergency reserve be created to be used
for declared emergencies only. It also requires each local government to reserve one percent
or more for 1993, two percent or more for 1994, and three percent or more for all later years of
the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next
year's reserve. A reserve of $6,000,000 has been established for 2011, which is greater than
the required three percent of fiscal spending.
387
CONSERVATION TRUST
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
LOTTERY
2200 73700 4332 LOTTERY 430,000 410,000 410,000
MISCELLANEOUS
2200 73700 4610 EARNINGS ON INVESTMENTS 5,000 5,000 5,000
TOTAL CONSERVATION TRUST FUND 435,000 415,000 415,000
388
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
2200 73700 CONSERVATION TRUST 435,000 415,000 415,000 I
TOTAL CONSERVATION TRUST FUND 435.000 415.000 415.000 I
389
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to
be used for the acquisition, development, and maintenance of new conservation sites within
Weld County.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 396,115 384,962 362,707 362,707
Fixed Charges 0 0 0 0
Capital 0 50,038 52,293 52,293
Gross County Cost $ 396,115 $ 435,000 $ 415,000 $ 415,000
Revenue 414,889 435,000 415,000 415,000
Net County Cost $ - 18,774 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: Revenues from the Colorado Lottery are being projected at
$410,000 and $5,000 from interest earnings. Island Grove Park will have a gross cost of
$475,207, less $112,500 in revenue, for a net of $362,707, down $12,255 or 3.3 percent from
2010. The decrease is due to a drop in costs of$4,255, and facility rental fees being up $8,000.
A total of $52,293 is allocated for capital improvements to the buildings. Since 2002, the Missile
Site Park has been funded in the General Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Historically, the following is the amount
of money received annually since the lottery started:
1983 $ 194,698 1996 $312,024
1984 195,304 1997 356,262
1985 151,033 1998 373,962
1986 138,069 1999 286,971
1987 162,736 2001 358,802
1988 154,074 2002 391,780
1989 130,764 2003 385,070
1990 136,726 2004 361,926
1991 200,103 2005 371,213
1992 220,219 2006 453,233
1993 264,371 2007 423,260
1994 205,534 2008 430,795
1995 327,162 2009 408,648
390
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION(CONTINUED): The funds have been
used for maintenance and development of Island Grove Park and the Missile Site Park, with the
exception of the following items:
Entity Purpose Amount
1983:
Greeley Civic Auditorium $ 141,464
1984:
Greeley Civic Auditorium $ 143,000
1985:
Greeley Civic Auditorium $ 90,000
1986:
Greeley Civic Auditorium $ 51,500
LaSalle Community Center 10,000
Ault Park System 7,500
Dacono Park Improvements 3,000
Windsor Park Improvements 6,000
Ft. Lupton Pearsin Park Sports Complex 10,000
Independence Stampede Headquarters Facility 5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of
Weld County lottery funds. This policy remains in force today:
1. To maintain and develop the two existing county parks.
2. Projects must enhance the quality of life for the citizens of Weld County.
3. Projects must contribute to or compliment the economic development activities of
Weld County.
4. Projects must have an area impact or significance.
5. Funds used for local community projects must have substantial local support.
6. Outside of existing county parks, no operating funds shall be contributed to
projects.
391
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Island Grove Park Visitors 415,000 420,000 420,000
Efficiency Measures
Per capita cost (county support) $1.54 $1.37 $1.34
Cost Per Visitor $0.95 $0.89 $0.86
392
CONTINGECNY
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
TAXES
2300 90300 4112 CURRENT PROPERTY TAXES 20,567,181 0 0
TOTAL CONTINGENCY FUND 20,567,181 0 0
393
CONTINGENT FUND
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
2300 90300 CONTINGENT 7,400,000 6,800,000 6,800,000 1
TOTAL CONTINGENT FUND 7.400.000 6.800.000 6.800.000 I
394
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short-falls.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
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 7,400,000 6,800,000 6,800,000
Capital 0 0 0 0
Gross County Cost 0 $ 7,400,000 $ 6,800,000 $ 6,800,000
Revenue/Fund Bal. 0 27,185,599 6,800,000 6,800,000
Net County Cost $ 0 $ 19,785,599 $ 0 $ 0
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $6,800,000 with a
carry-over fund balance of $26,800,000. An ending fund balance of $20,000,000 is projected.
The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld
County's heavy dependency on oil and gas assessed values that can fluctuate from year to year
dramatically due to production levels and price changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
395
EMERGENCY RESEVE
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
TAXES
2400 53100 4112 CURRENT PROPERTY TAXES 0 0 0
TOTAL EMERGENCY RESERVE FUND 0 0 0
396
EMERGENCY RESERVE
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
2400 53100 EMERGENCY RESERVE 6,000,000 6,000,000 6,000,000 I
TOTAL EMERGENCY RESERVE FUND 6.000.000 6.000.000 6.000.000 I
397
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per
Amendment One (TABOR), passed November 3, 1992, which requires that an emergency
reserve be established to be used for declared emergencies only, and that each local
government shall reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all
later years, 3 percent or more of the fiscal year spending, excluding bonded debt service.
Caused reserves apply to the next year's reserve.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
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 6,000,000 6,000,000 6,000,000
Capital 0 0 0 0
Gross County Cost $ 0 $ 6,000,000 $ 6,000,000 $ 6,000,000
Revenue 0 0 0 0
Net County Cost $ 0 $ 6,000,000 $ 6,000,000 $ 6,000,000
SUMMARY OF CHANGES: The emergency reserve is funded at $6,000,000, which meets the
three percent fiscal year spending requirement.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that $6,000,000 be
funded to comply with the TABOR Amendment requirement passed in 1992. Reserve is funded
from carry-over fund balance.
BOARD ACTION:
398
SOLID WASTE
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES 660,000 685,000 685,000
TOTAL SOLID WASTE FUND 660.000 685.000 685.000
399
SOLID WASTE
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
2700 21240 TRANSFER 85,000 85,000 85,000
2700 90200 SOLID WASTE 67,091 92,091 92,091
2700 9020 TRANSFER 507,909 507,909 507,909
TOTAL SOLID WASTE FUND 660,000 685,000 685,000
400
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement- - 2700-21240
DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal
dumping, and roadside trash pick-up program.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 85,000 85,000 85,000 85,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000
Revenue 0 0 0 0
Net County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the
Animal Control function in the Sheriff's Office. The cost of the code enforcement function is
$85,000. See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Complaints 800 800 800
Efficiency Measures
Per capita cost (county support) $0.33 $0.32 $0.31
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
401
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund -- 2700-90200
DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites to combat environmental problems, promote trash
clean-up, provide for the household hazardous materials program, and to further improve and
develop landfill sites within the county.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 146,124 575,000 575,000 575,000
Fixed Charges 534,947 0 0 0
Capital 0 0 0 0
Gross County Cost $ 681,071 $ 575,000 $ 575,000 $ 575,000
Revenue 686,042 660,000 660,000 660,000
Net County Cost $ - 4,971 $ - 85,000 $ - 85,000 $ - 85,000
SUMMARY OF CHANGES: Due to the annexation of the Erie Laidlaw landfill, the revenue from
that site ($740,000 annually), has not been received since 2007. Therefore, the revenue
estimate is $685,000. The Department of Public Health and Environment costs for the
Household Hazardous Waste program will be $373,127. $15,000 is budgeted for community
clean-ups, and $77,091 to fund the roadside trash pick-up program with Useful Public Service
clients. $134,782 is funded for solid waste inspections and monitoring by the Health
Department. Since the landfill sites no longer impact county roads due to being located off of
state highways, no funds are provided for road projects to mitigate landfill impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. There are no
undesignated funds in the 2010 budget to mitigate impacts of landfills, such as road access,
cleanups, and transfer stations. A $150,000 fund balance also exists for the same needs, if
required.
As indicated above, revenues have been held conservative. Due to the annexation of the
second Erie landfill, the county has lost the revenue from that site. Erie will pay approximately
$13,000 for Health Department inspections of the landfill in Erie, and for costs to offset the
receiving of household hazardous wastes from Erie residents.
BOARD ACTION:
402
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Landfill Inspections 45 45 45
Household Hazardous Material (HHM) $507,909 $373,127 $373,127
Surcharge Collected $686,042 $660,000 $685,000
Efficiency Measures
Per capita cost (collected) $2.67 $2.51 $2.54
Per capita HHM cost $1.98 $1.42 $1.38
403
Attri
Willie
COLORADO
SEVEN YEAR TREND
Capital Expenditures
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
1; 130
8,000,000
1 z: 'i0
6,000,000
4,000,000
6 i0
2,000,000
0
2005 2006 2007 2008 2009 2010 2011
405
CAPITAL EXPENDITURES FUND SUMMARY
The Capital Expenditures Fund was established to budget for financial resources used for the
acquisition or improvement of capital facilities of the county. A detailed Long Range Capital
Plan for 2011-2015 is presented in this section and relates to the specifics of the 2011 capital
project budget.
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.
Capital projects impacting the 2011 and future years' operational costs include the additional
Community Corrections facility that was completed in mid-2010. The facility added $80,000 in
2010 in utilities and operational costs and will add $160,000 in 2011. Program costs for the
facility are paid entirely from state Community Corrections grants. The costs will be offset from
rental of the facility to the contractor operating the facility. The Administrative Building will add
$180,000 in 2011 for operational costs. The Regional Crime Lab will add $240,000 in
operational and maintenance costs in 2011; however, the participating law enforcement
agencies will each pay one-eighth of the costs, so Weld County's share will only be $30,000.
Court remodels are in existing space and once completed will not add to maintenance costs,
and the staff are all state employees. It is estimated that the additional jail space planned for
construction in 2015 will impact the operational budget by $1,210,000 in 2015, $770,000 in
2016, and $1,100,000 in 2017.
Special projects and Public Works facility projects are primarily cosmetic enhancements to
buildings that will not impact operating costs, but will improve the appearance and functionality
of the buildings involved.
406
CAPITAL EXPENDITURE
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES 7,300,000 6,600,000 6,600,000
INTERGOVERNMENTAL
4000 17500 4340 GRANTS 2,500,000 0 0
MISCELLANEOUS
4000 17500 4610 EARNINGS ON INVESTMENTS 100,000 100,000 100,000
FEES
4000 17500 4730 OTHER FEES 100,000 100,000 100,000
TOTAL CAPITAL EXPENDITURE FUND 10,000.000 6.800.000 6.800.000
407
CAPITAL EXPENDITURES
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 10,000,000 6,800,000 6,800,000
TOTAL CAPITAL EXPENDITURE 10,000,000 6.800.000 6.800.000
408
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - -4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in
accordance with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County
Buildings Fund (Fund 33).
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
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
Capital 4,399,747 10,000,000 6,800,000 6,800,000
Gross County Cost $ 4,399,747 $ 10,000,000 $ 6,800,000 $ 6,800,000
Revenue 1,756,271 2,700,000 200,000 200,000
Fund Balance 5,326,575 0 0 0
Net County Cost $ 7,970,051 $ 7,300,000 $ 6,600,000 $ 6,600,000
SUMMARY OF CHANGES: 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2011 funding level of
the Proposed Long Range Capital Plan for 2011 - 2015. The actual plan is on the pages
immediately following.
BOARD ACTION:
409
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2011 - 2015
Presented By: Donald D. Warden
Director of Budget Management and Analysis
May, 2010
410
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2011 - 2015
INTRODUCTION:
Section 14-3 of the Weld County Home Rule Charter provides:
"The Board may require that the Director of Finance and Purchasing submit, at
the time of submission of the annual budget, a five-year capital improvements
program and budget. Such program shall include recommended projects,
construction schedule, estimate of cost, anticipated revenue sources, methods of
financing, and such other information as may be required."
This five-year plan projects capital improvements for 2011 - 2015.
The recommended program for capital construction is intended as a guideline to be adjusted by
the Board of County Commissioners on an annual basis. It represents flexible goals for
organizing solutions to county program needs, and it is intended to provide the Board of County
Commissioners with the perspective for making fiscal policy decisions. Annual modifications in
the plan will reflect necessary adjustments and priorities, changes in programs, and
readjustments of other county fiscal requirements.
This report has four(4) sections:
1. Introduction
2. Financing Alternatives
3. 2011 - 2015 Five-year Plan
4. 2011 Budgetary Impact
The section on financing recommends a program for funding the next five years' capital
construction. This section lists the various sources of revenue currently available to the county,
and the alternatives available for financing the remainder of the capital projects program. The
2011 - 2015 five-year plan section provides a list of recommended projects and the time
schedule for the next five fiscal years. Additionally, it provides justification for the
recommendation and attempts to enumerate problems and recommended solutions for the
capital improvements program over the next five years. The project section describes each
recommended project, and provides information on the existing situation, the proposed solution,
and the financing plan for each project.
The last section of the report provides a recommended 2011 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2011 county budget.
411
FINANCING ALTERNATIVES
412
FINANCING
Overview:
There are a number of ways to finance capital improvement projects. Some of the most
common methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues --
paying cash instead of borrowing against future revenues. Pay as you go has
several advantages. First, it saves interest cost. Second, pay as you go protects
borrowing capacity for unforeseen major outlays that are beyond any current
year's capacity. Third, when coupled with regular, steady completion of capital
improvements and good documentation and publicity, pay as you go fosters
favorable bond ratings when long term financing is undertaken. Finally, the
technique avoids the inconvenience and considerable cost associated with
marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go
policy. First, pay as you go puts a heavy burden on the project year. Second, it
creates awkward fluctuating expenditure cycles which do not occur with extended
financing. Third, a long life asset should be paid for by its users throughout its
normal life rather than all at once by those who may not have the use of it for the
full term. Finally, when inflation is driving up construction costs, it may be
cheaper to borrow and pay today's prices rather than wait and pay tomorrow's.
2. All borrowing policy:
An all borrowing policy or a substantial reliance on debt financing is another
approach. The annual available resources could be used entirely for debt
service with the size of the annual resources setting the limit on the amount that
could be borrowed.
3. Capital reserve:
A capital reserve plan is an approach where the annual resources available could
be accumulated in one or more capital reserve funds, the amounts invested, and
when any funds become adequate to pay for a proposed project, the fund could
be expended. This is a good approach when a county has a capital requirement
which can wait. Accumulation of the necessary capital funds over a period of
time is a feasible approach, assuming a relatively stable construction dollar.
HB1111, passed in 1982, specifically provides for a capital improvements trust
fund for capital reserves.
413
4. Partial pay as you go policy:
A partial pay as you go policy is a common approach. Some of the annual
resources would be used to finance capital improvements directly, and the
remainder would go for supporting a debt program. Even if a local government
pursues a borrowing policy, an initial down payment out of current revenues is a
possibility. A customary five to ten percent down is a limited pay as you go
policy, and assures that the voters authorizing the approval will make a cash
contribution so all of the burden will not be postponed.
5. Joint financing:
An ever increasing number of cities and counties are benefitting from joint
development of a project. The construction of a city/county office building and
recreational areas are examples. This avenue of funding and planning capital
projects normally is advantageous to both jurisdictions.
6. Lease/Purchase:
Local governments can utilize lease/purchase methods for needed public works
projects by having it constructed by a private company or authority. The facility is
then leased by the jurisdiction on an annual or a monthly rental. At the end of the
lease period, the title to the facility can be conveyed to the jurisdiction without
any future payments. The rental over the years will have paid the total original
cost plus interest. This method has been used successfully in a number of
jurisdictions. The utilization of a building authority would fall under this category
of financing.
Numerous considerations are involved in the selection of the foregoing approaches, or some
combination thereof:
1. Political realities may preclude utilization of one or more of the above
alternatives. For example, the passage of general obligation bonds as a debt
financing mechanism has not met recent success at the polling places in most
jurisdictions.
2. The pay as you go concept has three distinct advantages.
A. It provides great flexibility to the county for future periods of economic
recession or depression but does not accumulate large fixed-charge
costs.
B. It avoids the payment of interest charges.
C. It imposes upon public officials the full political responsibility for levy of
the taxes necessary to pay the local share of such projects.
3. The debt financing approach has the advantage of spreading the cost over a
generation of current users of public facilities, thereby imposing upon each a
significant portion of the cost of each project.
4. In an inflationary period, one must take into account the extent to which
prepayment for capital outlay is warranted, when the opportunity for repayment of
the principal and interest in dollars that are less expensive can be arranged.
414
5. During periods of rapid rise in costs, the time delay necessary to accumulate
down payments or full pay as you go resources invites higher costs which may
wipe out most, if not all, of the advantages of non-payment of interest.
In the five-year capital projects plan, a combination of funding methods will be recommended to
finance capital construction in an attempt to balance the economy of a payment in full program
with the fairness of sharing the burden among present and future taxpayers.
This recommended financial program reflects consideration of many factors, including the
availability of cash, anticipated interest rates at the time of construction, and projected
inflationary cost increases that would result from project delays.
415
DEBT FINANCING
Before discussing specific types of borrowing, it is appropriate to review some of the basic
constitutional statutory provisions which generally are applicable to debt financing.
Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a
political subdivision of the state, unless the question of incurring such debt has been approved
by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out
of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad
vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957).
In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may
be pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed three
percent (3%) of the assessed value in the county, which is slightly over $173 million dollars in
Weld County.
Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of
multi-year debt. It states that an election is required: "Except for the refinancing of district
bonded debt at a lower interest rate or adding new employees to existing district pension plans,
creation of any multiple-fiscal year direct or indirect district debt or other financial obligation
whatsoever without adequate present cash reserves pledged irrevocable and held for payments
in all future fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with
the laws of the state, including the borrowing of money to fund county projects,
the pledging of project revenues and repayment thereof, and the issuance of
revenue warrants, or revenue bonds, or other forms of evidence of such
obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to
maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes
due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the
higher the yields or return on investment demanded by the market price. Thus, a bond issue
that runs thirty years will pay a higher net effective interest rate than a bond issue that runs
twenty years.
416
General Obligation Bonds:
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and
interest of the bond issue. Consequently, general obligation bonds are a debt subject to the
constitutional and statutory provisions discussed earlier. Because the issue of general
obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes
necessary to repay the principal and interest of the bond, it is generally agreed to be a more
secure investment than other types of bonds. Thus, the major advantage of general obligation
financing is the low rate of interest as compared to the interest of other types of bonds. The law
permits general obligation bonds to have a thirty-year term; however, general obligation bond
issues usually have terms of twenty years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter
approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond
election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for
enterprise funds and operations.
Although it may seem possible to pledge any non-tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds
and the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are considered to be less secure than general obligation bonds because of the
inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there
is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond
twenty years, frequently as long as thirty years.
The concept of issuing revenue bonds is based on the theory that certain projects which benefit
only certain individuals should be self-supporting and should be paid for by the user of that
project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air
travelers and airlines and parking revenue bonds are paid for by users, etc.
417
In order for a county to issue a revenue bond, the system which generates the revenues to
repay the principal and interest of the bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
operating statistics and coverages, but also at more basic elements, such as the necessity of
the service, control over competition, and delinquency procedures. Revenue bonds are
becoming more popular because they do not require voter approval and do not apply in
statutory debt limits.
Leases:
A less traditional method of financing county facilities is a lease arrangement. A lease is
executed with the county, which gives the county the option to purchase the equipment or
facility during the term of the lease. All or part of the lease payments may be applied to the
purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is
a debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2. No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non-property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which
underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the
system. Rather, it is usually a promise to pay only one year at a time, with an implied intention
to continue payment until ownership is transferred. As ultimate security, the holder of the lease
may look to the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation
to continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally are short, usually from seven to ten
years. Because the security underlying the lease is not good compared with conventional
financing, interest rates on leases are higher.
418
Building Authority:
A building authority is a non-profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987 named the Weld County
Finance Corporation. The directors are the Director of Finance and Administration, County
Attorney, and Director of Public Works, each appointed for ten year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service that the interest on the authority's bonds is exempt from
Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are
issued on behalf of a political subdivision, which is determined based upon the following factors
as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and
other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After
receiving a favorable ruling from the IRS, a "no action" letter should be secured from the
Security and Exchange Commission, exempting the authority's bonds from these requirements.
The authority then issues bonds pledging the annual rental payments as security. After
issuance of bonds and construction of the facilities, the authority leases the facilities to the
county. Again, this must be a bona fide lease and possess all the elements discussed under
Lease/Purchase.
The bonds of a building authority are similar to municipal leases in the manner in which they are
viewed by investors. As with a simple municipal lease, building authority bonds are less secure
than general obligation or revenue bonds. As a result, bonds issued through a building authority
bear higher interest than more secure issues.
419
Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical
matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing
assignment of proportionate undivided interests in rights to receive certain revenues in the form
of a lease or rental amount for the purpose of providing funding for capital improvements. The
lease and COP do not constitute a general obligation or other indebtedness of the county within
the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a
year-to-year obligation.
The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has
ever used in the implementation of its debt policy options. The only COP issued by Weld
County was done in 1997, and was paid off August 1, 2007. No outstanding debt exists for
Weld County.
420
BUILDING AUTHORITY FINANCE
The Philosophy:
Tax-exempt financing is available through a building authority with the issuance of bonds when
the facilities financed are for public purposes and the benefit is to the sponsoring public entity.
The Building Authority:
A building authority is a Colorado non-profit corporation created by the county itself. The county
adopts a resolution calling for the creation of the Building Authority and directing counsel to
draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of
directors is formed. The board may consist of County Commissioners or administrative
personnel or individuals not associated with any public entity. The Weld County Finance
Corporation, created in 1987, consists of the Director of Finance/Administration, County
Attorney, and Director of General Services as directors.
Tax-Exemption of Interest:
Once the non-profit corporation is created, the tax-exempt nature of interest paid on the
corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue
Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1
and Revenue Ruling 63-20, and on the tax-exempt status of interest paid.
Such an application involves considerable work and a detailed analysis of the situation which is
presented to the Internal Revenue Service. The application includes information as to public
purpose, the county, the agency using the facilities, the proposed lease terms, terms of title
reversion to the county and the proposed method of financing.
Corporate Bonds and the S.E.C.:
As corporate bonds are subject to registration requirements of the Securities and Exchange
Commission, a "no action" letter must be obtained from the S.E.C. In essence, the S.E.C. says
that no action will be taken if the bonds of the building authority/non-profit corporation are not
registered.
The Purchase Contract:
Once the building authority is created with powers to act, it may enter into a contract to
purchase the facility. The contract should be subject to:
1. A favorable revenue ruling from the Internal Revenue Service.
2. Receipt of an S.E.C. "no action" letter.
3. Finalization of financing.
421
The Bond Issue:
When all legal and tax questions are answered the building authority may issue bonds for the
purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells
the bonds to the ultimate investor.
The bonds that are issued will be an obligation of the building authority only and not a debt
obligation of the county.
The County Lease:
Upon the issuance of the bonds and the purchase of the building by the building authority, the
county can lease the building from the authority. The lease would be from year-to-year with
automatic renewal unless otherwise terminated. A county lease for any period in excess of one
year constitutes a debt and must be approved by voters.
The Bond Security:
The security of the bond holders may be only in a pledge of lease revenues by the authority.
The bond holders may also have a first mortgage lien on the building. The combination of the
two results in a more secure bond and a correspondingly lower rate of interest.
Partial Seller Financing:
Depending on factors such as the seller's motivation, whether there is an existing loan on the
building, and negotiations, a bond issue can be for only the amount necessary for a down
payment. The sellers can carry back the balance, receiving installment sale tax benefits on the
capital gains. A revenue ruling would be required; however, interest paid on a promissory note
to the seller may also be tax exempt. The total cost to the county and the building authority then
may be substantially lower on this basis.
422
COMPLETED CAPITAL PROJECTS
2005- 2009
Actual Actual Actual Actual Actual
Total 2005 2006 2007 2008 2009
Centennial Complex $ 6,508,285 $ 1,009,526 $ 21,400 $ 628,871 $ 1,865,352 $ 2,983,136
Courthouse 107,279 97,969 9,310
West Annex 190,633 179,783 10,850
Downtown Greeley
Future Expansion 184,713 41,879 142,834
Planning Building -
Grader Sheds 561,835 151,926 180,012 228,564 1,333
Human Services -
Health Department -
Island Grove 1,039,452 44,627 753,445 181,035 60,345
Jail 19,826,493 269,087 8,182,712 10,991,973 360,527 22,194
Sheriff's Admin Bldg -
North County
Complex -
Public Works 117,381 53,010 64,371
Social Services 6,528,793 17,546 500,923 3,266,441 2,743,883
Southwest Weld
Complex -
Southeast Weld
Building 4,830,457 1,371,376 2,492,806 966,275
South County, Other 165,347 165,347
Training Center -
North Admin Bldg 2,128,789 929,713 1,199,076
Alternative Use Bldg 4,313,418 1,887,721 2,425,697
Community
Corrections Bldg 3,187,284 81,145 3,106,139
Bob Stanley Bldg 321,921 321,921
Buildings & Grounds
Headquarters 755,685 755,685
Miscellaneous 1,087,029 500,073 309,525 229,273 48,158
$51,854,794 $ 4,497,990 $13,040,370 $16,303,073 $8,726,252 $ 9,287,109
NOTE: Expenditures listed in year incurred.
423
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2011 - 2015
Requirements Total 2011 2012 2013 2014 2010
Jail Capital $6,200,000 $4,100,000 $4,300,000 $5,900,000 $6,100,000 $(14,200,000)
Reserve
Comm. System 1,500,000 0 0 500,000 500,000 500,000
Reserve
Jail Expansion 20,000,000 0 0 0 0 20,000,000
Southwest - 0 0 0 0 0
Building
Communications 4,700,000 2,350,000 2,350,000 0 0 0
System
Misc Projects 500,000 100,000 100,000 100,000 100,000 100,000
PW Projects 500,000 250,000 250,000 0 0 0
TOTAL $33,400,000 $6,800,000 $7,000,000 $6,500,000 $6,700,000 $6,400,000
424
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
425
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2011 - 2015
YEAR PROPERTY
TAX INTEREST FEES TOTAL
2011 6,600,000 100,000 100,000 6,800,000
2012 6,600,000 300,000 100,000 7,000,000
2013 5,800,000 600,000 100,000 6,500,000
2014 5,800,000 800,000 100,000 6,700,000
2015 5,800,000 500,000 100,000 6,400,000
426
CASH FLOW ANALYSIS
BEGINNING ENDING
YEAR FUND REVENUE EXPENDITURES FUND
BALANCE BALANCE
2011 $ 2,000,000 $ 6,800,000 $ 2,700,000 $ 6,100,000
2012 $ 6,100,000 $ 7,000,000 $ 2,700,000 $ 10,400,000
2013 $ 10,400,000 $ 6,500,000 $ 100,000 $ 16,800,000
2014 $ 16,800,000 $ 6,700,000 $ 100,000 $ 23,400,000
2015 $ 23,400,000 $ 6,400,000 $ 20,100,000 $ 9,700,000
427
CORRECTIONAL FACILITY
Existing Situation:
The Centennial Complex Jail was constructed in 1978, and was remodeled three times to
increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed
with 160 beds and all of the core service facilities. The North Jail Complex is currently designed
for a build out of 640 beds, but the site can accommodate a 960-bed facility. Each phase would
be in increments of approximately 160 - 226 beds. Jail population continues to grow in Weld
County. Phase II has been completed and opened in January, 2004. Phase II added 226 beds
based upon the design. Construction of Phase II allowed for the closure of the Centennial Jail
and conversion of the space to accommodate Court needs. Phase III which added 374 beds,
was constructed in 2006 - 2007, and was opened in February 2008.
Proposed Solution:
It is proposed that additional phases of the North Jail Complex be constructed in increments of
160 - 226 beds as needed. The total project of approximately 211,355 square feet will be
constructed in phases. The first phase constructed in 1997 was 125,775 square feet. It
included the core service facilities, such as kitchen, administrative offices, medical detention,
booking area, and lobby to accommodate 640 inmates. Phase II has 226 beds and is both
maximum and medium security to accommodate the projected inmate classifications. Phase II
was constructed in the 2002 - 2003 time frame and became fully operational as of 2004. Phase
III has 374 beds and was constructed in 2006 - 2007.
Financing:
It is recommended that the county budget $20,000,000 in the 2011 - 2015 capital plan budget
for 350 additional beds. Nothing will be in the Capital budget in 2011 for jail construction.
Impact on Operational Costs:
In 2016 it is anticipated that the new jail capacity will be opened. The use of the capacity will be
phased in over a two to three year period, depending on inmate population growth. Based upon
past phased openings of the jail, the estimated additional annual costs are:
Item 2015 2016 2017
Staffing $ 1,210,000 $ 770,000 $ 1,100,000
Medical Costs 0 600,000 320,000
Food 0 400,000 200,000
Utilities 0 60,000 0
Maintenance 0 60,000 0
428
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987 Weld County acquired 160 acres located in the southwest corner of "O" Street and
North 11th Avenue in Greeley. Funds for the property came from the sale of the Health
Building.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area.
The utilities and site improvement were developed in 1988 at an estimated cost of $1,750,000
with the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000
square foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres
have been developed for building and storage sites and approximately 60 acres can be mined
for gravel and reclaimed in an attractive way. The new correctional facility is located on this
site, as well as the Health Department, Household Hazardous Waste Building, Training Center,
Motor Pool, Public Works, Law Administration, Buildings and Grounds, Alternative Programs
Facility, Community Corrections Facility, and four administrative buildings. A portion of the
property was made available for commercial development and offered at no cost or low cost to
private parties for economic development incentives. A PUD was approved for land use
purposes in 1989.
Financing:
Development, using future years' funds, is programmed into the long-range plan under specific
projects, which include a correction facility ($20,000,000).
Impact on Operational Costs:
See individual projects for cost impacts.
429
COMMUNICATIONS SYSTEM
Existing Situation:
Weld County, in 1975, created the Weld County Regional Communications Center and agreed
to fund the infrastructure to accommodate the communications system. The system consisting
of towers, radio receivers and transmitters, system controllers, consoles, computers, and
various communications equipment has been required to be replaced or upgraded
approximately every ten years with growth and technological changes. The costs have been
paid for by grants, Weld County government and the E911 Authority.
Proposed Solution:
It is proposed that the communications system be upgraded in 2011-2012 at a total cost of
$6,700,000. The E911 Authority Board has agreed to fund the console equipment upgrade in
the amount of $2,000,000, and Weld County in the Capital Expenditure fund will fund the
remaining costs. In addition, the Board of County Commissioners has agreed to adopt a policy
of funding a $5,000,000 capital reserve in the amount of$500,000 per year, so that in ten years
funds will be in the capital reserve for the next upgrade.
Financing:
The upgrade for 2011-2012 will be funded by the E911 Authority Board funding $2,000,000 from
their reserve and Weld County will fund $2,350,000 in 2011 and 2012 for the remaining
$4,700,000 in 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.
Impact on Operational Costs:
There will be no additional operational costs for the system. Operational costs are currently
funded by Weld County, City of Greeley, the E911 Authority Board, and users using in excess of
$10,000 per year in allocated costs. It is not anticipated that the upgraded systems will be any
more expensive, operationally, to maintain than the current system.
430
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The County currently has 18 grader sheds throughout Weld County, to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. Seventeen have recently been replaced -- Nunn
(1981), Gwonda (1982), Vim (1983), New Raymer (1984), Mead (1985), Rockport (1986), Kiowa
(1987), Severance (1987), Gilcrest (1989), Ault (1989), Briggsdale (1991), Keenesburg (1994)
Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001), Galeton (2003), and New
Raymer (2004), Rockport (2007), and Kersey (2010). In addition, four ice control storage
buildings were constructed in 2001- 2003. An additional storage facility at the Public Works
Headquarters was built in 2003. A new Buildings and Grounds facility was built in 2007, and the
old facility was converted to a Printing and Supply facility. An additional storage facility was
purchased in 2009.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have
been identified.
Financing:
The county, since 1982, has totally reconstructed and upgraded all grader and road
maintenance facilities. The county should continue a sound maintenance and replacement
program, so the buildings do not fall into the disrepair condition they were in prior to 1982. The
funding mechanism should be a pay-as-you-go function out of the Capital Fund. Funds in the
amount of$250,000 per year in 2011 - 2012 are included for other Public Works facilities.
Impact on Operational Costs:
Since the old grader sheds are being replaced with new sheds, the county's experience is that
there is approximately a $1,000 per year savings on the utilities due to the use of radiant heat
and improved insulation. Staffing is unchanged.
431
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings.
It provides for the space needs of the 19th Judicial District. Under state law the county is
obligated to provide and maintain the facilities for court related activities. The Courthouse was
built in 1917 and is maintained on the Federal Register of Historical Buildings. After many
remodels and upgrades it still functions as the main court facility for Weld County. In the mid-
1980's two buildings across the street from the Courthouse were acquired and remodeled to
house the Probation Department. In 2001, the West Courthouse Annex Building was acquired
to house the District Attorney Juvenile Division. As the population grows and court related
activities grow the space requirements continue to expand. Four courtrooms were added in
2008.
Proposed Solution:
With the growing needs of the courts it will require that the county convert the Centennial
Center, including the jail, to courtrooms and court-related offices. With the construction of
Phase II of the North Jail, the Centennial Jail was closed and remodeled into court-related
space in 2004. All Sheriff's office administrative functions, along with Communications and
Records, were moved to the new Public Safety Administrative Building next to the North Jail in
2003. Over time the entire Centennial Complex will become court-related space, as well as the
two annex buildings to the west and east of the Courthouse. In 2004, three additional district
courtrooms were created, a juvenile courtroom, and one additional county courtroom, and in
2009 four additional court rooms were built. These courtrooms will supplement the current
vacant district courtroom and the visiting judge courtroom to accommodate four anticipated
additional judges through 2011. The first floor of the Centennial Jail has been converted into
courtrooms. The second and third floors of the jail are being remodeled for additional court and
office facilities. First floor Centennial offices were converted into office space for the Clerk to
the Court. The space in the Courthouse occupied by the Clerk to the Court was converted into
a district courtroom. Space formerly occupied by the Weld County Commissioners and
administrative functions will be converted to court-related space since functions moved to a new
administrative building in 2011.
Financing:
The county can accommodate court related activities in the space of the Justice Center for
several years. In addition, the block to the southeast of the Centennial Complex has been
acquired by the county and converted into a parking lot. In the future when the need arises, that
block can serve as a site for court building expansion and a parking garage structure to
accommodate court space needs. Also, in the next decade it may be necessary to have court
facilities in the southern part of Weld County where the population is growing at a rapid rate.
The funding mechanism for all court facility needs should be a pay-as-you-go function out of the
Capital Fund. The following page is a schedule of proposed conversion of Justice Center
space.
432
CAPITAL PLAN
FOR
JUSTICE CENTER
YEAR CURRENT USE NEW USE COST
2008 Vacant Work Release (30,000 sf) $ 4,275,000
2008 Second Floor Old Jail 2 Courtrooms $ 1,500,000
2008 Third Floor Work Release 2 Courtrooms $ 1,500,000
2008 Third Floor Work Release DA Offices $ 1,000,000
2011 Vacant Administrative Bldg. $ 5,000,000
2011 Planning Probation $ 100,000
2015+ Third Floor Centennial 2 Courtrooms $ 1,200,000
2015+ First Floor Centennial 1 Courtroom $ 200,000
2015+ Vacant DA Building $ 5,000,000
2015+ Third Floor Centennial (DA) 2 Courtrooms $ 750,000
2015+ Second Floor Centennial 2 Courtrooms $ 750,000
2015+ First Floor Centennial (DA) Court Offices $ 200,000
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2011 $ 160,000
2012 0
2013 0
2014 0
2015+ 176,000
433
ALTERNATIVE PROGRAMS
BUILDING
Existing Situation:
Alternative programs are currently housed in the old jail and in the West Courthouse Annex. As
jail crowding becomes more and more of a problem, the alternative programs, such as work
release and pre-trial programs, are used more and more by the Court. The programs currently
occupy approximately 20,000 square feet. The space that the programs occupy is needed for
courtrooms and Probation office space.
Proposed Solution:
To accommodate the space needs of the alternative programs and allow for growth in the
programs, a 30,000 square foot building is proposed. The facility will be constructed in the Weld
County Business Park. This puts the facility in closer proximity to the jail for support services.
Financing:
The new 30,000 square foot Alternative Programs Building was completed in 2008.
Impact on Operational Costs:
Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
434
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court-related offices. With the construction of Phase II of the North Jail,
the Centennial Jail will be closed and remodeled into court-related space. In addition, all
Sheriff's office administrative functions, along with the Communications and Records, were
relocated in 2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail there are logistical advantages to
relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions, Communications, and Records. This
allows for the consolidation of all criminal justice functions at one site with the exception of
patrol substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building.
In 2010, the Records Unit was moved from the Law Enforcement Administration Building to the
former Human Services Building to free up space for the Sheriff's Office.
Impact on Operational Costs:
There was no impact of additional costs on the 2010 budget for utilities and maintenance since
the space has been maintained in the past. Staffing costs were unchanged, since personnel
were transferred from the old facility to the new building.
435
REGIONAL CRIME LAB
Existing Situation:
Currently the county has a crime lab located in the basement of the Centennial Complex. The
space is inadequate to meet the size and program requirements. Weld County is taking the
lead to create a regional crime lab for Northern Colorado that would house approximately 40
crime lab staff members from various law enforcement agencies and CBI. The crime lab will be
located in the Weld County Business Park.
Proposed Solution:
The proposed regional crime lab facility will consist of two floors (10,000 square feet per floor),
for a total of 20,000 square feet. It will be located in the Weld County Business Park and will
contain private and open office areas, waiting areas, lobby space, meeting/conference rooms,
elevator(s), complete laboratory and forensics discovery area. It will be fully fire sprinkled.
Building construction will be similar to those county facilities recently constructed at the Weld
County Business Park.
Financing:
The new regional crime lab will be constructed in 2010. An Energy Impact Grant in the amount
of $2,000,000, a Federal grant in the amount of $500,000, and $2,500,000 in county funds, will
fund the construction portion of the project.
Impact on Operational Costs:
There will be additional costs in the 2011 budget for utilities and maintenance, in the amount of
$240,000. However, seven participating agencies will pay approximately 87.5% of this cost, or
$210,000 for a net county cost of $30,000. Staffing costs are unchanged, since personnel will
be transferred from the old crime lab to the new building.
436
COMMUNITY CORRECTIONS FACILITY
Existing Situation:
The Community Corrections program has been operated by private contractors since its
inception in Weld County in the early 1980's. The facility that the contractors have used is the
site known as The Villa, which were old dormitories on the UNC campus. UNC has encouraged
the Community Corrections Facility to move off campus due to the facility housing convicted
felons that are returning to the community from the Colorado Department of Corrections.
Recently, there have been problems with the contractor that owns the facility providing the
community correction services. The county realizes that without a county-owned community
corrections facility it limits the county's choices for a contract provider of the service and the
option of the county operating the facility itself through the Justice Services Department.
Proposed Solution:
The Board of Weld County Commissioners, in May 2008, made the decision that the county
should construct its own Community Corrections Facility in the Weld County Business Park.
The site will be at the entrance of the park at the northwest corner of 11th Avenue and H Street.
A 30,000 square-foot building was constructed in 2010 to accommodate the program.
Financing:
The new Community Corrections Facility was constructed in 2010 in the Weld County Business
Park. An Energy Impact Grant in the amount of $400,000 along with $4,600,000 in county
funds funded the project.
Impact on Operational Costs:
There will be additional costs in the 2010 and future budgets for utilities and maintenance, in the
amount of $160,000. However, the majority of the program costs are paid for from state
contracts with the State Department of Corrections through a lease to ICCS, which is the sub-
contract operating the facility. Currently, the program services are provided by a private
contractor(ICCS).
437
DOWNTOWN GREELEY
PARKING AND LAND
Existing Situation:
The Courthouse and Centennial Center are located in the center of downtown Greeley. The
future plans are for these facilities to be the judicial center for the 19th Judicial District that
serves Weld County. Parking has been a long time problem in the area for citizens using the
facilities. In addition, as Weld County looks to the future there will be a need to have land to
locate future court facilities. The court administration is insistent upon having a centralized
location, since other jurisdictions have had logistical problems attempting to split court facilities
into more than one location. As a result, there is a need to acquire land adjacent to the current
location to accommodate future court facilities.
Proposed Solution:
In July, 2003, the County purchased a portion of an adjacent block of property to the Centennial
Complex and Courthouse to allow for surface parking in the immediate future, and to provide
future building sites for future court facilities. Opportunity existed to purchase approximately
100,000 square feet adjacent to the current facilities in 2003. The parking was developed in
2004, and needed facilities can be constructed on this site in the future.
Financing:
In 2003, fund balance from the General Fund in the amount of $1,500,000 was transferred to
the Capital Expenditure Fund to acquire the site and put money aside for the parking
improvements in 2004. Approximately 250 parking spots have been developed to serve the
area. As portions of the site are needed for court building sites, a parking structure can be built
to accommodate added parking needs or land to the east or south of the site can be acquired
for surface parking.
Impact on Operational Costs:
No new operation costs are anticipated.
438
ADMINISTRATIVE OFFICE BUILDING
Existing Situation:
The long term plan with the development of the Weld County Business Park was for the
eventual move of all administrative functions of the county to the business park. All of the
functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer,
Clerk and Recorder, and Planning were relocated to the business park. With the future space
demands of the courts it is anticipated that the remaining county administrative functions at the
Centennial Complex will need to be relocated to the Weld County Business Park within the next
10 years. This will leave the Centennial Complex as a justice and law enforcement center
exclusively.
Proposed Solution:
In order to accommodate the Court's space needs and the County's administrative functions it
was necessary to acquire a new administrative facility at the Weld County Business Park. To
accommodate the space needs of the existing administrative functions, and plan for future
growth, an existing 43,000 square-foot office building was purchased in 2010, and remodeled to
accommodate current and future County administrative functional needs.
Financing:
The County purchased the existing Sykes Building for $3,500,000 in June, 2010. Approximately
another $1,000,000 was spent to remodel the building to make a fully functional administrative
building to house the County Commissioners' Office and associated administrative functions.
Vacant space will exist to accommodate growth for a number of years. The project was funded
form Capital Reserve funds.
Impact on Operational Costs:
There will be additional costs in the 2011 budget for utilities and maintenance, in the amount of
$180,000. There will be no additional staffing costs since the staff will be moving from other
facilities to occupy this building. Moving and relocation costs are estimated to be $50,000.
439
SOCIAL SERVICES
BUILDING ANNEX
Existing Situation:
The Social Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. In 2005, additional land was purchased, adjacent to and south of the two existing
buildings. The additional land will accommodate another 20,000 square foot building and
parking.
Proposed Solution:
It was proposed that a new 40,000 square foot building be constructed in Greeley on the Social
Services site in 2009. The building will accommodate the current services, plus allow room for
future expansion and consolidation of the Human Services and Social Services Departments.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in
the amount of $300,000.
Impact on Operational Costs:
There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the
amount of $210,000. However, the majority of the program costs are paid for from grants from
the State Department of Social Services. There will be no additional staffing costs since the
staff will be moving from other facilities to occupy this building.
440
SOUTHWEST
COUNTY SERVICE CENTER
Existing Situation:
The Southwest County Service Center was developed in 2000 - 2001. With the growth in the
area, additional facilities will be required to house all the County functions required to service
the area.
Proposed Solution:
It is proposed that an additional 20,000 square foot building be constructed on the Southwest
Weld County Service Center site in 2013. The building will accommodate the current services,
plus allow room for future expansion of services in the area.
Financing:
The building will be constructed in 2018. Funds in the amount of $4,000,000 are budgeted in
the 2018 budget for the 20,000 square foot building.
Impact on Operational Costs:
There will be additional costs in the 2018 budget for utilities and maintenance, in the amount of
$120,000. There will be no additional staffing costs since the staff will be moving from other
facilities to occupy this building. Moving and relocation costs are estimated to be $30,000.
441
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the City of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five-acre
site. The building accommodates the historic services provided, plus Probation and increased
Social Services. The location of the building in east Fort Lupton will better accommodate not
only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional
space may be added to the site in 2018, or beyond.
Financing:
The building was constructed in 2006.
Impact on Operational Costs:
No new operational costs are anticipated until constructed in 2018, or beyond.
442
MISCELLANEOUS PROJECTS
Existing Situation:
Each year there are several small projects to update or renovate county facilities, provide for
new county programs, and remodel to accommodate changing programs or meet new legal
standards. An approach which provides miscellaneous funds of this nature can prevent
postponing necessary remodeling of facilities and, thus, avoid added cost or delay of potential
savings to the county and taxpayers. In addition, such an approach can also make better
utilization of existing facilities in order to avoid the acquisition of new space and facilities.
Carpet replacement should be included in this category.
Proposed Solution:
It is recommended that an amount of $100,000 per year be set aside for such projects in the
Long Range Capital Projects Plan.
Financing:
It is recommended the county budget $100,000 in each future year.
Impact on Operational Costs:
No new operational costs are anticipated.
443
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five
years, it is suggested the county proceed very cautiously and very conservatively in the area of
financing. To do this, it is suggested that a contingency be set aside each year on a pay as you
go basis to accommodate unanticipated cost increases or emergency situations which cannot
be foreseen at this time. If the contingency amount is accumulated over the next five years, it
can be used as a reserve for the capital projects program in future years, or it can be used as a
funding mechanism in years beyond 2015. The primary reserve would be for a future
correctional facility or other facilities at the North County Complex and southwest and southeast
County administrative office sites and to fund the replacement of the Communications system.
Proposed Solution:
Budget any carry-over amount each year on a contingency basis that ultimately could be used
to meet any contingency or emergency situation, or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2015.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
444
MISCELLANEOUS FUNDS
445
AIRPORT
Existing Situation:
The Weld County Board of County Commissioners, with approval of the Airport Master Plan,
committed to participate in certain enhancements at the Airport facility, especially those
enhancements that will ensure the safety of airport operations. If the Board decides to continue
to participate in the joint funding of the Greeley/Weld County Airport Authority with the City of
Greeley, funds should be provided for in the Long Range Capital Projects Plan to accommodate
the FAA ADAP program during the next five years. Funds can also be made available to
maintain FAA constructed facilities.
Proposed Solution:
In the Long Range Capital Projects Plan for 2011, funds are included to accommodate capital
improvements at the Greeley/Weld County Airport. If funding is provided, it should be for
projects that emphasize safety features and other essential enhancements to the current
operation.
Financing:
Funding, in the amount of $7,895 is required in the Airport's 2011 Capital Improvement Plan
(CIP).
Impact on Operational Costs:
Although the Airport Authority may incur additional operational costs from the projects in the
Airport CIP, no new operational costs are anticipated as a result of the Airport CIP for Weld
County government.
446
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CONSERVATION TRUST FUND
Existing Situation:
With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the
lottery is anticipated to be $430,000 per year. The funds must be used for "the acquisition,
development and maintenance of new conservation sites or for capital improvements or
maintenance for recreational purposes on any public site". (Section 29-21-101, C. R. S.) With
the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $430,000 per
year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site Park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $29,000 in the General Fund from property taxes. Funds from
2011 forward are uncommitted.
Impact on Operational Costs:
No new operational costs are anticipated.
448
ISLAND GROVE
Existing Situation:
Weld County and the City of Greeley currently have certain joint ventures and commitments to
develop the Island Grove Park facility. Some discussion has been held regarding the creation
of an Island Grove Park Authority for development and management of the facility.
Proposed Solution:
If the Board of County Commissioners decides to continue participation in the development of
the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be
used to the maximum amount prior to use of county general tax funds.
Financing:
It is recommended that the county finance any Island Grove enhancements with Conservation
Trust Funds resulting from the lottery to the maximum amount possible prior to use of general
county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been
committed to the maintenance of an indoor arena facility. Also, in 2000 the County contributed
$1,500,000 towards the construction of the indoor arena facility, known as the Island Grove
Community Building. The facility was constructed and will be maintained jointly by the City of
Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund
budget to add air conditioning to the Island Grove Community Building. The county paid
$1,500,000 in 2006 for the Island Grove Park Master Plan that covers improvements to the park
for the next 10 - 20 year period.
Impact on Operational Costs:
Although the Island Grove Park Authority may incur additional operational costs from the
projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP
for Weld County government. In most cases, the new park facilities planned will generate
revenues to support the additional operating costs.
449
ii)cf':%;
Wilk
COLORADO
450
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost-reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers.
PARAMEDIC SERVICE ENTERPRISE FUND: The Paramedic Service is funded totally from
2011 projected fees of $5,646,856 with no county subsidy. Total expenditures include
$4,276,712 for salaries, and the remainder for services and supplies. The budget for new
vehicles is $433,413.
MOTOR VEHICLE FUND: The Motor Vehicle Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $7,769,505 in 2011, with $2,019,660 budgeted for new capital equipment.
The budget reflects the continuation of the contract fleet management approach adopted by the
Board in August, 1984. Depreciation is $2,800,000 for new equipment purchases, plus sale of
surplus items of$469,695.
HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's
self-insurance program which includes health, dental, and vision coverage. Details of the
program and coverage are found under the specifics of the fund summary. In 2011, the county
will continue with only dental and vision being self-insured. Health coverage will be provided by
a private company on a partially self-insured basis.
INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The
program is a combination of insured risks and protected self-insurance risks. Gross budget
costs are $1,850,000 in 2011, with a property tax levy of$1,500,000. Details of the program are
provided under the specifics of the fund summary.
PHONE SERVICE FUND: Budget reflects total consolidation of phone service costs of
$1,441,750 in Weld County. Funding is at current level and reflects capital upgrades of
$250,000.
WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County
Finance Corporation, which accounts for the lease purchases of county buildings. As of
August 1, 2007, there are no longer any active leases. Weld County has no long-term debt.
451
PARAMEDIC FUND
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
CHARGE FOR SERVICES
5000 23100 4410 CHARGE FOR SERVICES 18,141,195 17,652,675 17,652,675
5000 23100 44101 MEDICARE/MEDICAID ADJUSTMENT -7,104,119 -6,902,431 -6,902,431
5000 23100 44102 BAD DEBT ADJUSTMENT -5,245,429 -5,103,388 -5,103,388
TOTAL CHARGE FOR SERVICE 5,791,647 5,646,856 5,646,856
TOTAL PARAMEDIC FUND 5,791,647 5,646.856 5,646,856
452
PARAMEDIC FUND
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
5000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 382,000 443,413 443,413 i
5000 23100 AMBULANCE 5,791,647 5,646,856 5,646,856 I
TOTAL PARAMEDIC FUND 6,173,647 6.090.269 6.090.269
453
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PARAMEDIC SERVICE ENTERPRISE FUND
BUDGET UNIT TITLE AND NUMBER: Paramedic Service - - 5000-23100
DEPARTMENT DESCRIPTION: The Weld County Paramedic Service responds to both
routine and emergency calls for the county. It is an advanced life support (paramedic) provider.
Personnel and vehicles are stationed in Greeley, Evans, Windsor, and Fort Lupton.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 4,293,947 $ 4,393,072 $ 4,276,712 $ 4,276,712
Supplies 299,731 282,600 275,100 275,100
Purchased Services 903,648 730,800 732,950 732,950
Fixed Charges 302,396 375,175 342,094 342,094
Capital 0 10,000 20,000 20,000
Gross County Cost $ 5,799,722 $ 5,791,647 $ 5,646,856 $ 5,646,856
Revenue 5,422,903 5,791,647 5,646,856 5,646,856
Net County Cost $ 376,819 $ 0 $ 0 $ 0
Budgeted Positions 51 51 50 50
SUMMARY OF CHANGES: Personnel Services are reduced by the elimination of one
supervisor position ($98,360) and an $18,000 reduction in overtime. Supplies have been
reduced a total of $7,500; uniforms for $5,000, and operating supplies $2,500. Purchased
services are up $2,150. Fixed costs are down $33,081 in depreciation. Capital is up $10,000
for computer equipment. The budget includes three new vehicles ($433,413) per the fleet
replacement program approved by the Board in 2009. Gross costs are down $144,791, or
2.5 percent.
Revenues are down $144,791. Call volume is up, but transports are down due to increased
costs of service delivery, poor economy, and high unemployed and uninsured patients choosing
not to be transported. There was a 14 percent mid-2010 rate increase to adjust for the bundled
rate structure. There is no rate increase proposed for 2011.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The financial
position of the WCPS continues to be a struggle to be supported by fees alone due to bad debt,
as well as Medicaid and Medicare continuing to reduce reimbursement amounts. It will be
important to continue to closely monitor the finances of the WCPS.
BOARD ACTION:
454
PARAMEDIC SERVICES
(CONTINUED)
5000-23100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total Calls For Service 13,832 14,652 15,500
# Patients Evaluated /Treat/Air Transport 1,022 1,700 2,000
#Transported Patients 9,214 9,442 9,600
Total Transport Mileage 78,390 79,288 80,000
# Dry Runs: No Patient/ Cancelled 2,824/ 772 1,648/ 1,298 1,900 / 1,500
Efficiency Measures
FTE's per 10,000/capita 1.98 1.89 1.85
Per capita cost (county support) $1.46 $0.00 $0.00
Receipts/Charges Ratio w/contractual 30% 27% 30%
Receipts/Charges Ratio w/o contractual 62% 62% 62%
Goal HS5: Maintain and improve billing/collection process to ensure operating revenue as Enterprise
Service.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HS5-1: Maintain Percentage of charges to collection Unadjusted Unadjusted Unadjusted
bill charges to 37.5% 27% 32%
collection
percentage Adjusted Adjusted Adjusted
68.6% 62% 62%
455
PARAMEDIC SERVICES
(CONTINUED)
5000-23100
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 •reater in rural Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HS6-1: 90%or Percentage of response times less than 9 92% 92% 90%
better response minutes
times of less than 9
minutes on
emergency calls
for service in
Greeley
HS6-2: 90%or Percentage of response times of less than 20 73% 75% 75%
better response minutes
time of less than
20 minutes in rural
Weld County
Goal HS7: Provide<20 minute routine response times 90% of the time or greater to all areas of Weld
County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTI MATED PROJECTED
PERFORMANCE INDICATOR(S)
HS7-l: 90%or Percentage of response times less than 20 88% 90% 90%
better response minutes
times of less than
20 minutes on all
non-emergency
calls for service in
Weld County
Goal HS8: Provide hospital door to intervention times of<90 minutes to all cardiac alert patients within
Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HS8-1: Emergency Percentage of cardiac alert patients less 100% 100% 100%
Room door to than 90 minutes
Cardiac
Catheterization Lab
time of less than 90
minutes
456
MOTOR POOL
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
CHARGE FOR SERVICES
6000 96300 4410 CHARGE FOR SERVICES 4,900,000 4,500,000 4,500,000
MISCELLANEOUS
6000 96300 4680 OTHER 2,800,000 2,800,000 2,800,000
6000 96300 4810 GAIN LOSS ON SALE 504,100 469,505 469,505
TOTAL MISCELLANEOUS 3,304,100 3,269,505 3,269,505
TOTAL MOTOR POOL FUND 8.204.100 7.769.505 7,769.505
457
MOTOR POOL
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
6000 17550 VEHICLE REPLACEMENT 1,873,500 2,019,660 2,019,660 0
6000 96300 COUNTY SHOP 8,204,100 7,769,505 7,769,505 0
TOTAL MOTOR POOL FUND 10,077.600 9.789,165 9.789,165 0
458
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 1,655,431 2,432,000 2,021,000 2,021,000
Purchased Services 3,139,575 2,838,500 2,838,500 2,838,500
Fixed Charges 2,860,825 2,918,600 2,900,005 2,900,005
Capital 28,830 15,000 10,000 10,000
Gross County Cost $ 7,684,661 $ 8,204,100 $ 7,769,505 $ 7,769,505
Revenue 8,217,719 8,204,100 7,769,505 7,769,505
Net County Cost $ - 533,058 $ 0 $ 0 $ 0
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Revenue and offsetting cost of goods is decreased due to the City
of Greeley not using the fuel site as much as in the past. All other items remain stable. There is
no recommendation for increase in the fleet contract for the second year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
459
MOTOR POOL ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued 5,319 4,756 5,000
Number of service/maintenance orders
per technician 532 476 500
Efficiency Measures
FTE's per 10,000/capita .51 .49 .49
Work orders issued per FTE 409 366 384
Goal ES19: To provide quality,sufficient,and well-maintained county vehicles to county departments.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES19-1: Safe and 90%of department users satisfied with
reliable vehicles the quality and timeliness of fleet 90% 90% 90%
ready to meet needs management services
ES19-2: Worker- 90%of internal customers satisfied
friendly and with county vehicle 90% 90% 90%
functional vehicles
ES19-3: Cost Cost(acquisition,operating,resale
effective vehicles value)within prescribed industry 95% 95% 95%
standards
ES I9-4: Fuel- 90%of internal customers satisfied
efficient/ with county vehicle 90% 90% 90%
environmentally-
friendly vehicles
460
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment- - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Capital 2,951,690 1,873,500 2,019,660 2,019,660
Gross County Cost $ 2,951,690 $ 1,873,500 $ 2,019,660 $ 2,019,660
Revenue 0 0 0 0
Net County Cost $ 2,951,690 $ 1,873,500 $ 2,019,660 $ 2,019,660
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: See listed equipment on next page.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION:
461
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
Mini Van 1 $ 22,000 $ 22,000
%Ton ext. cab 4X4, long bed 1 25,000 25,000
Full size Sedan 3 72,300 72,300
Mid Size Sedan 1 21,000 21,000
Planning:
'A Ton ext. cab 4X4 CNG 1 24,000 24,000
Buildings & Grounds:
3/4 Ton pickup 1 25,000 25,000
Explorer 1 26,000 26,000
Engineering:
Cargo Van, E series 1 32,000 32,000
''A Ton pickup ext cab 4X4, short box 1 24,000 24,000
Noxious Weed:
''A Ton reg cab 4X4, short box 1 20,000 20,000
Public Works:
See Basic List 1,728,360 1,728,360
Total $2,019,660 $2,019,660
462
FINAL 2011 EQUIPMENT REPLACEMENT-PUBLIC WORKS
Division Description Estimated Est
(Shaded items reflect outgoing equip) Price Per Value
Qty Unit
Trucking 1 Quad-Axle Belly Dump Trailer $48,000
15610023/1996 Ranco Belly Dump Trailer $8,000
2 3/4 Ton Extend Cab 4X4 Pickups, Long Box $50,000
'15230039/1998'GMC Pickup $1,000
15230044/2001 Ford F250 $1,000
Grader 2 Motor Graders,770CH,All-Wheel Drive $420,000
15820105`&1.5820106/2002 JD-Motor Graders $110,000
1 Motor Grader, 770CH,All-Wheel Drive w/Rippers $225,000
15820107/2002M Motor Grader $55,000
1 Quad-Axle Tractor $135,000
15410046/1997*Ford Trk Tractor $20,000
15 41 00 5 210 Bridge:Division
1 Quad-Axle Trailer $85,360
15650011/2006 PolarWater Tank Trailer $20,000
1 3/4-Ton Crew Cab 4X4 Pickup, Short Box $25,000
15220130/2006 Ford Pickup $5,000
Bridge 1 1-Ton Crew Cab W/Utility Box, Dual Wheels $50,000
16420073/2002 ford Truck $9,000
1 1/2-Ton Extend Cab,4X4 Pickup, Short Box w/Snow i $32,000
15220149/200TFord Pickup $9,000
1 Mini-Skid Loader $20,000
1 641 0 01 8/HobartAC/DC 3 Phase'Stick,Welder $2,000
1 Tandem Dump Truck w/Combination Box, Dual Axles $155,000
15460023/1998 FordTruck ' $10,000
1 Front-End Loader(Similar to 950) $205,000
15830016/1992 Cat Loader $40,000
Maint-Supt 1 One-Ton Trk(16,000 lb GVW)with Cab/Chassis,4X4 $35,000
15420074/2005 Ford F=550 $8,000
Mining 1 One-Ton Crew Cab 4X4 Truck w/Service Body, Dual t $40,000
15420067/2001 Ford Truck $5,000
1
Pvmt Mgmt 1 Asphalt Distributor Truck, 1500 gallon $170,000
15430012/1990 GMC Distributor Truck $20,000
1 1/2 Ton Extend Cab 4X4 Pickup, Short Box $33,000
15420064/2000 Ford Truck $3,000
Admin No Equipment
Sub-Total $1,728,360 $326,000
463
HEALTH INSURANCE
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
MISCELLANEOUS
6200 93100 46902 EMPLOYEE CONTRIBUTIONS 12,148,672 12,199,736 12,199,736
TOTAL HEALTH INSURANCE FUND 12,148,672 12,199,736 12,199,736
464
HEALTH INSURANCE
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
6200 93100 HEALTH INSURANCE 11,747,672 11,317,406 11,317,406
6200 93400 DENTALNISION 401,000 882,330 882,330
TOTAL HEALTH INSURNACE FUND 12,148.672 12.199,736 12,199,736 1
465
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - -6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self-
insured health program.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 42,706 181,000 634,330 634,330
Fixed Charges 11,168,506 11,967,672 11,565,406 11,565,406
Gross County Cost $ 11,211,212 $ 12,148,672 $ 12,199,736 $ 12,199,736
Revenue 11,056,492 12,148,672 12,199,736 12,199,736
Net County Cost $ 154,720 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: The budget reflects the cost of self-insuring the dental and vision
reimbursement plan ($248,000), wellness program ($181,000), and the on-site county clinic
($453,330). In addition the budget, in 2005, started to include the self-insured health program
offered county employees through Great West Healthcare, now CIGNA.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget
anticipates a 12 percent county contribution increase, which takes into account the cost
increase of medical care and the anticipated impact on insurance costs from the health reform
legislation. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as
the health insurance provider in 2011. It is recommended that the county absorb the entire
2011 rate increase, so employees' take home pay remains the same in 2011, since no salary
increases are recommended.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a $20 co-pay and low cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self-insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and their families to make more judicious spending
decisions in return for paying lower insurance premiums and lower health care costs. The
health plan is being offered through CIGNA. In 2008, the county moved to a universal health
care option that has lower employee premiums and higher co-insurance and out-of-pocket
costs. A comprehensive wellness program was also implemented in 2008. In July, 2010 the
county opened its own health clinic in an attempt to better serve county employees' and their
dependents' primary health needs in a more convenient and cost effective manner. The clinic
contract will cost $453,330 in 2011. It is anticipated that there will be a savings to the insurance
plan of over$500,000, with a return on investment of at least 2 to1.
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IS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION(CONTINUED):
Due to the elimination of the Head Start program and individuals using other coverage options,
such as spouse or parent coverage, the number of individuals enrolled in the county plan has
dropped by nearly 125 people, or over $1.1 million in premiums. The 2011 program is
calculated with current participation as follows:
Single Coverage: 484
Dependent Coverage: 500
FIXED COSTS:
Health Insurance $ 1,504,250
On-site Clinic 453,330
Administration/Wellness/EAPCosts = 181,000
Fixed Costs: $ 2,138,580
LOSS FUND:
Medical $ 9,813,156
Dental = 168,000
Vision = 80,000
Loss Fund Costs $10,061,156
GRAND TOTAL - COSTS $12,199,736
REVENUE:
Health Premiums $11,951,736
DentalNision 248,000
TOTAL REVENUE $12,199,736
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Single coverage 645 610 484
Family coverage 454 500 500
467
INSURANCE
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Org Acct Account Title Budget Request Recommend Final
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES 1,500,000 1,500,000 1,500,000
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES 250,000 250,000 250,000
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS 40,000 60,000 60,000
6300 93300 4820 COMPENSATION FOR LOSSES 40,000 40,000 40,000
TOTAL MISCELLANEOUS 80,000 100,000 100,000
TOTAL INSURNACE FUND 1,830,000 1,850,000 1,850.000
468
INSURANCE FUND
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Org Expenditure Function Budget Request Recommend Final
6300 93200 WORKERS COMPENSATION 1,199,300 1,219,300 1,219,300
6300 93300 LIABILITY 630,700 630,700 630,700
TOTAL INSURANCE FUND 1,830,000 1.850,000 1,850,000
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BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county-wide insurance coverage.
This fund is administered by Finance and Administration unit in the General Fund.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 1,177 3,500 3,500 3,500
Purchased Services 43,964 41,700 46,700 46,700
Fixed Charges 2,116,823 1,784,800 1,799,800 1,799,800
Gross County Cost $ 2,161,964 $ 1,830,000 $ 1,850,000 $ 1,850,000
Revenue 667,011 330,000 350,000 350,000
Net County Cost $ 1,494,953 $ 1,500,000 $ 1,500,000 $ 1,500,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP, but using the self-insured option under the insurance pool for a fixed cost of $355,700.
Effective January 1, 1992, Weld County became self-insured for workers compensation.
Workers Compensation includes excess insurance and bonds costing $350,000, claims
administration costs of$45,000, and a loss fund of$824,300. A loss fund for all other insurance
coverage is budgeted at $275,000. Unemployment insurance is being charged directly to
departments. The program is supported by property tax ($1,500,000), charges for service
($250,000), interest ($60,000), and compensation for losses ($40,000). No fund balance
reserves are anticipated to be needed to support the loss fund in 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance
program as outlined above in the summary of changes. In accordance with Section 8-44-204,
C.R.S., it is recommended that a mill levy be used to fund the insurance program for local
county activities and a charge back mechanism be used only for programs funded by state and
federal funding sources. Weld County, through CAPP, has reduced limits of coverage and
placed reliance on sovereign immunity to stay within the budgeted amount. The legislative
changes in 1986 strengthened the county's position in the use of sovereign immunity limits in
Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any
judgment against it. Continuation of the self-insured program for workers compensation is
recommended, which should result in cost savings, plus no shared risks with other counties.
Unemployment costs are recommended to be charged directly to departments for revenue
raising strategies and departmental accountability for costs.
470
INSURANCE FUND
(CONTINUED)
6300-93200/93300
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of training sessions 36 36 36
Number of workers compensation claims 105 110 110
Dollar amount of prop/casualty claims paid $217,672 $275,000 $275,000
Efficiency Measures
FTE'S per 10,000/capita 0.039 0.038 0.037
Per capita cost (county support) $5.82 $5.69 $5.55
Cost per claim processed $227.27 $228.75 $228.75
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PHONE SERVICES
SUMMARY OF REVENUES
2011
2010 2011 2011 2011
Fund Orq Acct Account Title Budget Request Recommend Final
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES 1,257,000 1,441,750 1,441,750
TOTAL PHONE SERVICES 1,257,000 1.441,750 1,441,750
472
PHONE SERVICES
SUMMARY OF EXPENDITURES
2011
2010 2011 2011 2011
Fund Orq Expenditure Function Budget Request Recommend Final
6400 17400 PHONE SERVICES 1,507,500 1,441,750 1,441,750
TOTAL PHONE SERVICES FUND 1.507.500 1.441.750 1.441.750 i
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BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ADMINISTRATIVE SERVICES
BUDGET UNIT TITLE AND NUMBER: Phone Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide phone services to Weld County and the Court
system.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 167,766 $ 158,837 $ 156,913 $ 156,913
Supplies 33,370 14,500 14,100 14,100
Purchased Services 723,840 824,264 759,122 759,122
Fixed Charges 240,843 194,859 261,615 261,615
Capital 224,248 314,540 250,000 250,000
Gross County Cost $ 1,390,067 $ 1,507,000 $ 1,441,750 $ 1,441,750
Revenue 1,171,677 1,257,000 1,441,750 1,441,750
Net County Cost $ 218,390 $ 250,000 $ 0 $ 0
Budgeted Positions 2 2 2 2
SUMMARY OF CHANGES: Salaries are down slightly due to new hire in 2011. Office
Supplies are down $400. Phone costs are down $48,872 due to Head Start no longer being on
the county phone system. Repair and maintenance costs are down $25,221 due to the new
phone system. Depreciation is up $63,340 due to the new phone systems that have been
installed. Overhead costs are up $3,416 at $55,506. Capital is down $64,540 and only includes
the $250,000 for the voice and data network upgrades associated with the Five Year
Information Services Capital Plan that are paid out of this budget. Revenue is budgeted at
$1,441,750 based upon the new rate structure adopted in 2011, and the courts paying the full
cost of their services.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
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PHONE SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Incoming calls 6,300,000 6,400,000 6,400,000
Efficiency Measures
FTE's per 10,000/capita 0.078 .076 .074
Per capita cost (county support) $5.41 $5.72 $5.33
Annual cost per call $0.22 $0.24 $0.22
Goal ESIB: Capitalize on phone technology to improve service,increase efficiency and provide greater phone
access and exchange.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES I8-1: User Percent of users(residents,visitors,
friendly phone employees,etc.)satisfied with phone 99% 99% 99%
services access to services and information
475
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - -6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county
buildings.
RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Fixed Charges 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
476
GLOSSARY
ACCOUNTING PROCEDURES All processes which discover, record, classify, and
summarize financial information to produce financial reports
and to provide internal control.
ACCRUAL BASIS The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of
related cash flows.
ACCRUED EXPENSES Expenses incurred but not due until a later date.
ACTIVITY A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the
government is responsible. For example, "food inspection" is
an activity performed in the discharge of the "health"function.
ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and disposal", "garbage collection", "garbage
disposal", and "street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
ALLOCATE To divide a lump-sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
ALLOCATED COSTS Indirect costs distributed to programs or departments via a
cost allocation plan.
ALLOCATION A part of a lump-sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
ALLOT To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
ALLOTMENT A part of an appropriation which may be encumbered or
expended during an allotment period.
ALLOTMENT PERIOD A period of time less than one fiscal year in length during
which an allotment is effective. Bi-monthly and quarterly
allotment periods are most common.
477
ANNUAL BUDGET A budget applicable to a single fiscal year.
APPROPRIATION A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes.
An appropriation is usually limited in amount and as to the
time when it may be expended.
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. It is the method by
which the expenditure side of the annual operating budget is
enacted into law by the legislative body. In many
governmental jurisdictions, appropriations cannot be enacted
into law by resolution but only by a bill, ordinance, or order.
ARRA American Recovery and Reinvestment Act. This is the
economic stimulus legislation passed in 2009 to stimulate
economic growth.
APPROPRIATION
EXPENDITURE An expenditure chargeable to an appropriation. Since
virtually all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
ASSESSED VALUATION A valuation set upon real estate or other property by a
government as a basis for levying taxes.
AUTHORITY A government or public agency created to perform a single
function or a restricted group of related activities. Usually
such units are financed from service charges, fees, and tolls,
but in some instances they also have taxing powers. An
authority may be completely independent of other
governments or partially dependent upon other governments
for its creation, its financing, or the exercise of certain
powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
478
BUDGET A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the
term usually indicates a financial plan for a single fiscal year.
The term "budget" is used in two senses in practice.
Sometimes it designates the financial plan presented to the
appropriating body for adoption and sometimes the plan
finally approved by that body. It is usually necessary to
specify whether the budget under consideration is preliminary
and tentative or whether it has been approved by the
appropriating body.
BUDGET DOCUMENT The instrument used by the budget-making authority to
present a comprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the
budget-making authority, together with a summary of the
proposed expenditures and the means of financing them.
The second consists of schedules supporting the summary.
These schedules show in detail the information as to past
years' actual revenues, expenditures, and other data used in
making the estimates. The third part is composed of drafts of
the appropriation, revenue, and borrowing measures
necessary to put the budget into effect.
BUDGET MESSAGE A general discussion of the proposed budget as presented in
writing by the budget-making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at
the time of the message, and recommendations regarding
the financial policy for the coming period.
BUDGETARY ACCOUNTS Accounts used to enter the formally adopted annual
operating budget into the general ledger as part of the
management control technique of formal budgetary
integration.
BUDGETARY COMPARISONS Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided
with assurances that government monies are spent in
accordance with the mutually agreed-upon budgetary plan.
BUDGETARY CONTROL The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
479
BUDGETARY EXPENDITURES Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount
to exclude amounts represented by noncurrent liabilities.
Due to their spending measurement focus, governmental
fund types are concerned with the measurement of budgetary
expenditures.
BUDGETED FUNDS Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
CALLABLE BONDS Bonds which are redeemable by the issuer prior to the
maturity date at a specified price at or above par.
CAPITAL BUDGET A plan of proposed capital outlays and the means of
financing them.
CAPITAL OUTLAY Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
CAPITAL PROGRAM A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. It sets forth each
project or other contemplated expenditure in which the
government is to have a part and specifies the full resources
estimated to be available to finance the projected
expenditures.
CAPITAL PROJECTS FUND A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
CAPITAL RESOURCES Resources of a fixed or permanent character, such as land
and buildings, which cannot ordinarily be used to meet
current expenditures.
CERTIFICATES OF
PARTICIPATION(COP) Form of financial instrument similar to a bond to facilitate
lease/ purchase agreements. Not a debt of the County.
CONSERVATION TRUST State of Colorado lottery funds remitted to the County for
parks and recreation use.
CONTINGENCY ACCOUNT A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
480
CONTINUING
APPROPRIATION An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused
with INDETERMINATE APPROPRIATION.
COPS UHS Federal community oriented policing grant.
COST ALLOCATION PLAN Identification, accumulation and distribution of costs relative
to the provision of those services, along with the methods
used.
C. R. S. Colorado Revised Statutes
DA District Attorney
DEFAULT Failure to pay principal or interest when due. Defaults can
also occur for failure to meet nonpayment obligations, such
as reporting requirements, or when a material problem
occurs for the issuer, such as a bankruptcy.
DEFICIT (1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
DEPRECIATION (1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2)The portion of the cost of a fixed asset other than a
wasting asset which is charged as an expense during a
particular period. In accounting for depreciation, the cost of a
fixed asset, less any salvage value, is prorated over the
estimated service life of such an asset, and each period is
charged with a portion of such cost. Through this process,
the entire cost of the asset is ultimately charged off as an
expense.
DIRECT COSTS Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
DURATION The weighted maturity of a fixed-income investment's cash
flows, used in the estimation of the price sensitivity of
fixed-income securities for a given change in interest rates.
EDAP Economic Development Action Partnership.
481
ENCUMBRANCES Obligations in the form of purchase orders, contracts or
salary commitments which are chargeable to an
appropriation and for which a part of the appropriation is
reserved. They cease to be encumbrances when paid or
when an actual liability is set up.
ENTERPRISE FUND A fund established to finance and account for the acquisition,
operation and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting
by user charges. The Paramedic Services operates as an
Enterprise Fund.
ESTIMATED REVENUE The amount of projected revenue to be collected during the
fiscal year. The amount of revenue appropriated is the
amount approved by the Board.
EXPENDITURES Decreases in net financial resources. Expenditures include
current operating expenses which require the current or
future use of net current assets, debt service, and capital
outlays. The unmodified use of the term expenditures in this
text is intended to mean budgetary expenditures.
FISCAL PERIOD Any period at the end of which a government determines its
financial position and the results of its operations.
FISCAL YEAR A 12-month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
FIXED ASSETS Assets of a long-term character which are intended to
continue to be held or used, such as land, buildings,
improvements other than buildings, machinery and
equipment.
FTE(FULL-TIME
EQUIVALENT) Numeric equivalent of one person occupying one
employment position for one year (equivalent of 2,080 hours
or 52 forty-hour weeks).
FUNCTION A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
FUNCTIONAL
CLASSIFICATION Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public
safety, public health, public welfare, etc.
482
FUND A fiscal and accounting entity with a self-balancing set of
accounts recording cash and other financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
FUND BALANCE Fund balance is the excess of assets over liabilities and is
therefore also known as surplus funds.
GAAP(GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES) Standards for financial accounting and reporting.
GENERAL FUND The fund used to account for all financial resources except
those required to be accounted for in another fund.
GENERAL OBLIGATION
BOND A municipal bond secured by the pledge of the issuer's full
faith, credit and taxing power.
GEOGRAPHICAL
INFORMATION SYSTEM(GIS) A computerized data base of all land attributes within the
County. The "base map" contains the least amount of
common data which is supplemented by attribute overlays.
GRANT A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed the grantee.
HIGHWAY USER TAX(HUTF) Revenue that is derived from the state gasoline tax, and
restricted for Road and Bridge activities.
INDETERMINATE
APPROPRIATION An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must
be made between an indeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body.
483
INDIRECT COSTS Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
INTERFUND TRANSFER Amounts transferred from one fund to another.
INTERGOVERNMENTAL
REVENUE Revenue received from another government for a specified
purpose. In Weld County, these are funds from
municipalities, the State of Colorado, and the Federal
Government.
INTERNAL SERVICE FUND Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Printing and Supply
Fund and the Computer Services Fund.
LINE-ITEM BUDGET A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
MANDATE Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
MATURITY The date when the principal amount of a security is payable.
MILL LEVY(TAX RATE) Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny or $1.00 of tax for each
$1,000 of assessed valuation.
MODIFIED ACCRUAL BASIS The accrual basis of accounting adapted to the governmental
fund type Spending Measurement Focus. Under it, revenues
are recognized when they become both "measurable" and
"available to finance expenditures of the current period".
Expenditures are recognized when the related fund liability is
incurred except for:
(1) inventories of materials and supplies which may be
considered expenditures either when purchased or when
used;
(2) prepaid insurance and similar items which need not be
reported;
(3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in
the current period, but for which larger-than-normal
accumulations must be disclosed in the notes to the financial
statements;
484
(4) interest on special assessment indebtedness which may
be recorded when due rather than accrued, if approximately
offset by interest earnings on special assessment levies; and
(5) principal and interest on long-term debt which are
generally recognized when due. All governmental funds and
Expendable Trust Funds are accounted for using the
modified accrual basis of accounting.
NET BUDGET The net budget eliminates double counting in the budget,
such as fund transfers, and thus represents the true level of
programmed spending in the budget.
NON-DEPARTMENTAL A category established to account for expenses not
associated with any specific department, but all departments
or many, within a fund.
OBJECT As used in expenditure classification, this term applies to the
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
OPERATING BUDGET Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
OPERATING EXPENSES Proprietary fund expenses which are directly related to the
fund's primary service activities.
OPERATING GRANTS Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
OPERATING INCOME The excess of proprietary fund operating revenues over
operating expenses.
OPERATING TRANSFER Routine and/or recurring transfers of assets between funds.
ORGANIZATIONAL UNIT A responsibility center within a government.
ORGANIZATION UNIT
CLASSIFICATION Expenditure classification according to responsibility centers
within a government's organization structure. Classification
of expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
485
OVERHEAD Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be determined accurately or readily. Usually they
relate to those objects of expenditure which do not become
an integral part of the finished product or service such as
rent, heat, light, supplies, management, supervision, etc.
PERA Colorado Public Employees' Retirement Association (PERA)
is the state retirement system.
PROGRAM An organized set of related work activities which are directed
toward a common purpose or goal and represent a well
defined expenditure of county resources.
PROGRAM BUDGET A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
PROPRIETARY FUND A fund used to account for business-type activities in
government. The activities are usually financed with user
fees that are directly related to the services received. There
are two types of proprietary funds - enterprise and internal
service funds.
RATINGS Designations used by credit rating agencies to give relative
indications of credit quality.
RECIDIVISM A relapse into criminal habits after punishment.
REGISTERED BOND A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
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REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another
party.
(2) Interfund transactions which constitute reimbursements
of a fund for expenditures or expenses initially made from it
which are properly applicable to another fund -- e.g., an
expenditure properly chargeable to a Special Revenue Fund
was initially made from the General Fund, which is
subsequently reimbursed. They are recorded as
expenditures or expenses (as appropriate) in the reimbursing
fund and as reductions of the expenditure or expense in the
fund that is reimbursed.
RESERVE (1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
RESIDUAL EQUITY
TRANSFER Non-recurring or non-routine transfers of assets between
funds.
REVENUE (1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers-in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and
residual equity transfers. Under NCGA Statement 1,
operating transfers-in are classified separately from
revenues.
REVENUE BOND A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
SH Abbreviation for State Highway
SOURCE OF REVENUE Revenues are classified according to their source or point of
origin.
SPECIAL REVENUE FUND A fund used to account for revenues legally earmarked for a
particular purpose.
SUBACTIVITY A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries"
and "replacing defective street lamps" would be subactivities
under the activity of"street light maintenance".
SUBFUNCTION A grouping of related activities within a particular
governmental function. For example, "police" is a
subfunction of the function "public safety".
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SURPLUS The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
TABOR (TAXPAYERS
BILL OF RIGHTS) An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and
local government revenue and expenditures, makes provision
for annual elections, and requires voter approval for tax
increases.
TABOR RESERVE Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
TANF Temporary Assistance to Needy Families.
TAXES Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against
particular persons or property for current or permanent
benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying
such charges as, for example, sewer service charges.
TAX LEVY The total amount to be raised by general property taxes.
TAX RATE The amount of tax stated in terms of a unit of the tax base;
for example, 25 mills per dollar of assessed valuation of
taxable property.
TAX RATE LIMIT The maximum rate at which a government may levy a tax.
The limit may apply to taxes raised for a particular purpose,
or to taxes imposed for all purposes, and may apply to a
single government, to a class of governments, or to all
governments operating in a particular area. Overall tax rate
limits usually restrict levies for all purposes and of all
governments, state and local, having jurisdiction in a given
area.
TAX ROLL The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the
two can be distinguished.
TRADITIONAL BUDGET A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on
objects of expenditure.
UNC University of Northern Colorado
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UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity
such as a city or some towns.
WCR Abbreviation for Weld County Road.
WELL PROGRAM Wellness health program provided as a fringe benefit to
employees.
WORKLOAD MEASURES Specific quantitative and qualitative measures of work
performed as an objective of the department.
WORK PROGRAM A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
WORK UNIT A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
YIELD The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
NOTE: Most of the above definitions were taken from Governmental
Accounting, Auditing, and Financial Reporting, GFOA, Chicago, 1980, Appendix B. pp. 53-
77.
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Acrit.
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COLORADO
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