HomeMy WebLinkAbout20092499COUNTY OF WELD
2010
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
William F. Garcia, Chair
Douglas Rademacher, Pro -Tern
Sean P. Conway, Commissioner
Barbara Kirkmeyer, Commissioner
David E. Long, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
September, 2009
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TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 13
STRATEGIC PLAN 16
2010 BUDGET PLAN 44
2010 BUDGET CALENDAR 49
POINTS OF ISSUE AND POLICY MATTERS:
Explanation of Overview of Budget and Management System 51
Overview of Budget and Management System 53
Hierarchy of Budget Information 54
Budget Process 55
2010 Guidelines 56
2010 Special Budget Instructions 58
2010 Program Issues 60
Significant Changes in Policy from Prior Years 61
Budget Policies 62
Long Range Financial Policies 63
Revenue Policies and Assumptions 65
Specific Revenue Assumptions of Significant Revenue 66
Major Revenue Historical Trends and Analysis 68
Policy Directions 69
Explanation of Individual Funds 71
Significant Budget and Accounting Policies 74
Capital Improvement Policy 76
Investment Policy 78
Fund Balance and Reserve Policy 79
Organizational Responsibility for Budget Units 80
Policy Matters/Points of Issue with Fiscal Impact 84
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary and Benefit Recommendations 85
2010 Other Benefits 87
Position Authorization Changes Due to 2010 Budget 88
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 91
Graph - - All Funds Expenditures 92
2010 Summary of Fund Balances 94
2010 Summary of Major Revenues and Expenditures 96
2009 Estimated Summary of Major Revenues and Expenditures 98
2008 Actual Summary of Major Revenues and Expenditures 100
PAGE
SUMMARY OF FUNDS (CONTINUED):
Governmental Funds - 2008 - 2010
Summary of Estimated Financial Sources and Uses 102
2009 Assessed Values to be Used for 2010 Budget 104
Net Program Cost 105
Summary of 2008 Allocated Costs Applicable for 2010 107
Seven Year Trend Data:
Beginning Fund Balance 108
County Expenditures 109
Weld County - Organizational Chart 110
Summary of County Funded Positions 111
GENERAL FUND:
Graph -- General Fund Revenues 115
Graph -- General Fund Expenditures 116
Seven Year Trend Data:
General Government 117
Public Safety 118
Health and Welfare 119
Narrative Fund Summary 120
Summary of Revenue 122
Summary of Expenditures 124
Office of the Board 126
County Attorney 128
Public Trustee 130
Clerk to the Board 132
Clerk and Recorder:
Recording/Administration 134
Elections 136
Motor Vehicle 138
Treasurer 140
Assessor 142
County Council 144
District Attorney:
Seven Year Trend Data 145
Budget Unit Summary 147
Juvenile Diversion 150
Victim/Witness Assistance 151
White Collar Crime Task Force 152
Finance and Administration 153
Accounting 155
Purchasing 157
Human Resources 159
Transportation 162
Planning and Zoning 164
Buildings and Grounds 170
Information Services 172
Geographical Information System 175
Capital Outlay 177
Printing and Supplies 178
PAGE
GENERAL FUND (CONTINUED):
Sheriffs Office:
Seven Year Trend Data 180
Budget Unit Summary - All Departments 181
Sheriff Administration 200
Sheriff Operations 202
Traffic Enforcement 204
Sheriff's Contract Services 206
Sheriff's Office Ordinance Enforcement 208
Regional Forensic Laboratory 210
Victim Advocate Services 212
Multi -Jurisdictional Drug Task Force 214
North Jail Complex 216
Centennial Jail 218
Contract Jail Space 220
Office of Emergency Management 221
Communications - County Wide 223
Communications System Development 226
Criminal Justice Information System 227
Coroner 228
Pre -Trial Services 230
Community Corrections 233
Building Inspection 235
Noxious Weeds 238
General Engineering 240
Parks and Trails 242
Airport 243
Senior Programs 244
Waste Water Management 245
Developmentally Disabled 246
Mental Health 248
Child Advocacy Center 249
Transfers:
Retirement 250
Human Services 251
Health Department 252
Economic Development 253
Building Rents 254
Non -Departmental 256
Retiree Health Insurance 257
Community Agency Grants 258
Extension Service 260
County Fair 262
Veteran's Office 263
Island Grove Building 265
Contingency (Salary) 266
iii
PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 267
Graph -- Public Works Expenditures 268
Graph -- Seven Year Trend Data 269
Narrative Fund Summary 270
Concerning Local Accountability for Money Used for
Highway Purposes 271
Construction Bidding for State -Funded Local Projects 272
Summary of Revenue 273
Summary of Expenditures 274
Administration 275
Trucking 277
Motor Grader 279
Bridge Construction 281
Maintenance Support 283
Other Public Works 285
Mining 287
Pavement Management 289
Grants -in -Aid to Cities and Towns 291
Non -Departmental Revenue 292
Contingency (Salary) 293
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 295
Graph -- Social Services Expenditures 296
Graph -- Seven Year Trend Data 297
Fund Narrative 298
Summary of Revenue 302
Summary of Expenditures 303
Summary — All Departments 304
County Administration 310
Non Program Revenue 312
Other Programs 313
Child Support Administration 315
Temporary Assistance to Needy Families 317
Aid to Needy Disabled 319
Child Care 320
Old Age Pension 322
Child Welfare and Administration 324
Core Services 326
LEAP Program and Administration 328
General Assistance 329
iv
PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 331
Graph -- Health Fund Expenditures 332
Graph -- Seven Year Trend Data 333
Narrative Fund Summary 334
Summary of Revenue 336
Summary of Expenditures 337
Budget Unit Summary - All Departments 338
Non -Program Revenue 347
Administration 348
Health Communication 350
Community Health Services 352
Environmental Health Services 354
Public Health Preparedness 356
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 359
Narrative Fund Summary 360
Summary of Revenue 361
Summary of Expenditures 362
Summary — All Departments 363
Head Start Program 364
Migrant Head Start 365
Preschool Fund 366
Job Service (Wagner/Peyser) 367
Summer Job Hunt 368
Consumer Navigator 369
Employment First 370
WIRED Grant 371
Assistance to Needy Families 372
Workforce Investment Act - Administration 373
Workforce Investment Act - Adult Program 374
Workforce Investment Act - Youth Program 375
Multi -Disciplinary Youth Assessment 376
10% Incentive Grant (CIMS) 377
Workforce Investment Act - Statewide Activities Grant 378
Workforce Investment Act - Dislocated Worker Program 379
Educational Lab 380
AmeriCorps Program 381
Tight Corp Program 382
Pillars of Successful Independence 383
AAA Administration 384
AAA Support Services 385
AAA Congregate Meal 386
AAA Home Delivered Meals 387
AAA Health Services 388
AAA Elder Abuse Grant 389
AAA Special Ombudsman 390
AAA Single Entry Point 391
v
PAGE
HUMAN SERVICES FUND (CONTINUED):
AAA (NMCM) 392
AAA (VALE) 393
AAA (State Funds) 394
Part E Family Caregiver Support 395
Supplemental Foods 396
Community Services Block Grant 397
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 399
Conservation Trust Fund:
Summary of Revenue 400
Summary of Expenditures 401
Budget Unit Summary 402
Contingency Fund:
Summary of Revenue 405
Summary of Expenditures 406
Budget Unit Summary 407
Emergency Reserve Fund
Summary of Revenue 408
Summary of Expenditures 409
Budget Unit Summary 410
Solid Waste Fund
Summary of Revenue 411
Summary of Expenditures 412
Budget Unit Request Summary - Code Enforcement 413
Budget Unit Fund Summary 414
CAPITAL FUNDS:
Graph - - Seven Year Trend 417
Narrative Fund Summary 418
Summary of Revenue 419
Summary of Expenditures 420
Budget Unit Summary 421
Long Range Capital Projects Five -Year Plan 422
PROPRIETARY FUNDS:
Narrative Summary of Funds 461
Paramedic Services Enterprise Fund:
Summary of Revenue 462
Summary of Expenditures 463
Budget Unit Summary 464
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Motor Pool Fund
Summary of Revenue 467
Summary of Expenditures 468
Budget Unit Summary - Motor Pool Administration 469
Budget Unit Summary - Motor Pool Equipment 471
IGS - Health Insurance Fund:
Summary of Revenue 475
Summary of Expenditures 476
Budget Unit Summary 477
IGS - Insurance Fund:
Summary of Revenue 479
Summary of Expenditures 480
Budget Unit Summary 481
IGS - Phone Services Fund:
Summary of Revenue 483
Summary of Expenditures 484
Budget Unit Summary 485
Weld County Finance Authority:
Budget Unit Summary 487
GLOSSARY 489
vii
VIII
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2009
President Executive Director
1
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Wilk
AO,
fliRt
COLORADO
September 1, 2010
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE (303) 356-5000, EXT.4218
FAX: (303) 352-0242
915 10TH STREET
P.O. BOX 758
GREELEY, COLORADO 80632
The Weld County 2010 proposed budget for operations and capital outlay totals a gross amount
of $174,968,155, with a net of $171,395,994 when interfund transfers are excluded. The
Internal Service Funds total an additional $22,503,664. The budget has been prepared in
accordance with your directives developed during the budget process. The budget is funded
with revenue estimates of $106,660,230, anticipated fund balances of $39,315,927, and the
maximum allowed property tax under Amendment One (TABOR) and the Weld County Home
Rule Charter of $97,108,137.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
As we approach 2010, we stand more than a year into a grave economic crisis with a projected
federal deficit of 13% of GDP. That is more than twice the size of the next largest deficit since
World War II. This projected deficit is the culmination of a year when the federal government, at
taxpayers' expense, acquired enormous stakes in the banking, auto, mortgage, healthcare and
insurance industries.
In the short term there are worries of deflation until the economy recovers, but in the long term
high inflation may well become a major problem. With the crisis and the ensuing economic
downturn, the unfunded liabilities of federal programs, such as Social Security, federal
pensions, Medicare and Medicaid, are all over the $100 trillion mark. With U.S. GDP and
federal tax receipts at about $14 trillion and $2.4 trillion respectively, such a debt all but
guarantees higher interest rates, massive federal tax increases and eventually partial default on
government promises in the long term.
3
With the fiscal picture the country faces and the monetary policies that have and will follow, we
can expect rising prices and higher interest rates over the next four or five years. With the state
tax limitations and Weld County's own five -percent property tax limitation, the inflationary
pressures from rising prices could make the financial challenges for Weld County very difficult,
much like the late 1970's and early 1980's.
However, prior to facing those financial challenges we all must weather the current economic
crisis of slow economic recovery and growing unemployment. The current economic crisis has
taken its toll on the State of Colorado and Weld County. Historically, the Colorado economy has
fared better than many other states during nationwide recession periods. Such decreased
volatility in Colorado is attributable largely to the rather diverse nature of the Colorado economy.
Both the national economy and broader global economy are in a state of disorder due to an
unprecedented series of shocks to financial systems worldwide. The resultant difficulties posed
by the current national recession have adversely impacted the Colorado economy and Weld
County's economy. However, economic conditions in Colorado and Weld County are still
generally expected to be more favorable than conditions nationally in 2010.
Weld County, like the rest of Colorado, has experienced job losses as consumer and corporate
confidence dropped. This resulted in slower sales and significant corporate profitability losses
that led to reduced production and ultimately to further job losses — continuing the downward
cycle. While experiencing unemployment approaching 7.5-8.0%, Weld County is adding jobs in
some industries, with the renewable energy economy being the prime example. Weld County
has two Vestas wind blade manufacturing plants that will be open by the beginning of 2010 with
over 2,000 new jobs, and Abound Solar, Inc. recently expanded into Weld County with 300 plus
new jobs.
An area of major slowdown has been the construction industry in Weld County. The annual
growth rate of three plus percent the last few years came to a stop in 2009, and is not expected
to recover for at least two or three years as inventories of homes and commercial space are
absorbed once the economy begins to recover. This has caused declines in revenues in the
county on the negative side, but has also given the county a time to catch up in dealing with the
past rapid growth which has already occurred.
The slowdown in the economy has also resulted in the local energy industry slowing down in the
areas of exploration and production. This, coupled with the decline in energy prices, will
adversely impact the county's assessed value in 2011. Plans have already been implemented
in 2009 to deal with this problem in 2010-2011. Details of the response are in the 2010-2014
Budget Plan section of this document.
The State of Colorado government's budget woes will also impact Weld County government.
As the recession causes a reduction in sales tax and income tax revenues, the state struggles
to balance its budget. With many county programs tied to the finances of the state, the Weld
County budget is always in jeopardy when the state begins to look for places to cut its budget.
This problem will persist through 2010 and perhaps longer. Even if the economy rebounds,
analysts are warning that income taxes from capital gains from sale of assets may lag several
years due to the dramatic drop in the prices of equities and real estate. The portion of state and
federal income tax from capital gains is significant.
4
The current recession has posed unprecedented challenges to policymakers and corporate
leaders alike. As difficulties from the financial crisis persist nationally, consumer confidence,
credit availability, and labor market disturbances will likely persist in Colorado. A recovery of the
Colorado economy will be closely correlated with improvements in the national economy, and
improvement in the national economy is contingent upon a variety of volatile factors.
Anticipating the effects of future monetary and fiscal policy actions is quite difficult. Additionally,
the overall effect of the enacted American Recovery and Reinvestment Act of 2009 remains
unknown, as does the lag between the legislation's implementation and consequent benefits.
FOR THE FUTURE
The main purpose of county government is to be able to continue providing essential public
safety, health, welfare services, and a county transportation system. The national and
international economies are struggling under unprecedented uncertainties and challenges. With
indicators of housing market performance dropping to depths that haven't been seen in years,
volatile energy and commodity prices, and slow economic growth, many local governments are
feeling financial pressures. Fortunately, Weld County is weathering this storm better than many
other local governments thanks to our past prudent and conservative financial management.
Over the years Weld County has taken a number of steps to restrict spending and safeguard
taxpayer dollars. However, despite these sound fiscal practices, Weld County will not escape
some of the consequences of the economic downturn and economic turmoil around it.
As Weld County policymakers and managers face the next three to four years, it will take extra
efforts on everyone's part to deliver conservative and balanced budgets in fiscal years 2010-
2014. Based upon some reasonable projections of future assessed values and demand for
services, it will be 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 weathering these
economic times over the next few years, the budget must continue to deliver essential services
and also make strategic investments in human capital management, as well as the county's
infrastructure, so that our county is well -positioned for a strong economic rebound when the
downturn becomes an upturn.
The main issue facing Weld County is the impact that the drop in housing prices and the
volatility of the price and production of oil and gas will have on Weld County's assessed value,
which generates nearly 70% of the property taxes to support nearly 40% of the county's budget.
With a reappraisal year in 2009 for the 2010 budget, residential property in Weld County
dropped as much as 15-30% with an average impact of over a 9% reduction. This drop is more
than offset by the rise in oil and gas assessed value in the same year. The problem will come in
configuring the 2011 budget, because with the drop in oil and gas prices in 2009 the oil and gas
assessed value may well drop back to 2007 levels. In doing a reasonable forecast of assessed
values due to the drop in housing values and volatility of oil and gas values, the structural and
cyclical problem of the property tax revenues for the next three years must be dealt with as one
budgetary issue, and not left to be dealt with in the individual years — thus creating a major
problem for 2011 and 2012. Hopefully, by 2013 the assessed values will begin to stabilize.
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.
5
Challenging fiscal times test the strength of an organization's backbone, but they also provide
an opportunity to review and strengthen policies, enhance the analytical knowledge of the
organization, and inspire fresh perspectives. It is an opportunity for departmental -level reviews
and analysis. It is a time to align strategies and programs to maximize the positive impacts on
services to the county's residents and find innovative ways to reduce costs and leverage
resources. A major challenge or crisis can provide impetus to innovate and make changes that
would nearly be impossible in better times. As someone once said, "A crisis is a terrible thing to
waste."
Prioritizing services is essential in the dealing with the budgetary challenge. Services cannot be
provided as they always have been. There is probably some fat that can be trimmed from the
existing service mix, but more likely Weld County will have to do more with less, do less of, or
simply stop providing some services to concentrate on a more limited number of high priority
programs.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds total $203,768,367 in 2010, an increase of
7.07 percent over 2009. The amount of revenue from various sources and the changes
compared to 2009 are shown in the following tabulation:
Revenue Sources
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenue
Charges for Service
Paramedic Fees
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
2009
Amount
$ 76,642,132
7,475,000
1,893, 900
57,304,370
5,153,111
5,692,558
8,214,875
7,425,300
20,507,205
$ 190 308 451
2009
Percent
of Total
40.3%
3.9%
1.0%
30.1%
2.7%
4.3%
3.0%
3.9%
10.8%
1000%
2010
Amount
$ 97,108,137
7,030,000
1,860,400
52,996,235
5,266,865
5,791,647
5,699,419
7,262,000
20,753,664
2010
Percent
of Total
47.7%
3.4%
0.9%
26.0%
2.6%
2.8%
2.8%
3.6%
10.2%
$ 203.768.367 100.0%
Increase
- Decrease
from 2009
$ 20,466,005
- 445,000
- 33,500
- 4,308,135
113,754
99,089
- 2,515,456
- 163,300
246,459
$ 13,459,916
6
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $193,899,658 for 2010, which is a decrease of 5.53
percent from 2009. The amounts by function and the decrease from 2009 are as follows:
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Paramedic Services
Internal Services
2009
Amount
$ 27,255,421
24, 724,150
29,213,402
38,675,080
14,681,871
8,217,130
16,400,000
2,489,227
12,400,000
1,202, 367
948,026
483,895
5,692,558
22,257,205
2009
Percent
of Total
13.3%
12.1%
14.3%
18.9%
7.2%
4.0%
8.0%
1.2%
6.0%
0.6%
0.5%
0.2%
2.8%
10.9%
2010
Amount
$ 27,155,634
24,491, 500
26,604,640
38,411,709
13,583,359
8,562,014
10,000,000
2,235,967
12,400,000
829,329
935,834
394,361
5,791,647
22,503,664
2010
Percent
of Total
14.0%
12.6%
13.7%
19.8%
7.0%
4.4%
5.2%
1.2%
6.4%
0.4%
0.5%
0.2%
3.0%
11.6%
Increase
- Decrease
from 2009
$ - 99,787
- 232,650
- 2,608,762
- 263,371
- 1,098,512
344,884
- 6,400,000
- 253,260
0
- 373,038
- 12,192
- 89,534
99,089
246,459
TOTAL $ 204,640,339 100 0% $ 193 899 658 100 0% $ - 10 740 674
Enterprise Operations: The County's enterprise operation is comprised of 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 14,425 calls
in 2010 and generated revenue of $5,791,647.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2010 program is funded at $10,000,000, with
$7,300,000 from property tax, $100,000 from capital expansion fees, $2,000,000 from Energy
Impact Grants, $500,000 from a federal criminal justice grant for the crime lab, and $100,000
from interest. Anticipated projects include $5,000,000 for a Regional Crime Lab Building,
$250,000 for remodels and upgrades of Public Works facilities, and $100,000 for special
projects. A carry-over beginning fund balance of $2,500,000 is anticipated, and $7,150,000
ending reserve fund balance is anticipated at the end of 2010.
Debt Administration: In 2006, the county continues to have no bonded indebtedness. With
the passage of HB1579 in 1981, Section 30-35-201, C.R.S., Weld County is now allowed the
debt ceiling to be three percent of the assessed valuation of the county. Thus, Weld County
maintains over a $173 million allowable debt capacity in accordance with Colorado State
statute. The 1997 Certificate of Participation Bond Issue for the construction of the Correctional
Facility was 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 which can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
attributed to the 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 2010 is $2,538,000.
7
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 2010, 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
2010 Budget is $5,778,870,341, which is up $1,217,924,611 or 26.7% over last year. All
classes of property increased in assessed value for the year, except vacant land, which is down
$10.9 million, or 9% and residential property, which is down $110.9 million or 9%. The major
increase is in oil and gas due to price and production being higher. Oil and gas is up $1,158.0
million, or 68%; natural resources is up $0.7 million, or 4%; agricultural property is up $3.2
million, or 4%; industrial is up $66.1 million, or 31%; commercial property is up $56.4 million, or
9%; and State assessed property is up $51.2 million, or 11%. There is an actual value increase
of new construction of $347.2 million.
Employee Compensation Pay: For the 2010 budget it is recommended not to provide any
salary increase to Weld County employees. This is the first time in over 30 years this has
happened, but is justified based upon the economic conditions, lack of turnover, labor market
conditions, and salary survey data. Health insurance rates are anticipated to go up 9% for
2010. 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.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$39,315,927 to begin 2010. This remains at one of the highest levels in many years. The
strong fund balance figures have been sparked by a strong local economy the last few years,
and the high assessed value from oil and gas revenues from the high prices in 2008. The
ending fund balances are projected at $49,184,636. 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 2010, 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
2010 budget. All other fund balance amounts are undesignated. With the above projection,
ending fund balances should be $61,584,636.
MAJOR FACTORS IMPACTING THE 2010 BUDGET
The major factors impacting the 2010 budget are 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.
8
The General Fund is funded at the level of $72,712,006, down $1,565,336. The budget for
general government functions is down $99,787, even with an increase of $441,101 in election
costs since 2010 is a general election year with general and primary elections. Information
Services increased $265,488 in costs due to the contract cost -of -living, transfer of a GIS
employee to the contractor's payroll, and added capital costs. GIS is down $112,477 due to the
transfer of the position to the contractor's budget. The District Attorney's budget is down
$40,592 due the elimination of a clerical position as the office moves more towards paperless
filings. Victim Witness is up $25,709 from additional grant resources for staffing. The Building
and Grounds budget has been reduced by $256,939 because of lower energy costs. The
Assessor reduced one Office Tech III, two Data Collector positions, and one Residential
Appraisal position for a savings of $154,406, plus a reduction of $60,300 in postage, printing,
and other professional services, for a total reduction of $214,706. Capital equipment was
reduced $50,000. Planning is down $140,261 with the elimination of a Planning Tech and Long
Range Planner position due to the department's workload being down. Other departments are
stable or down only slightly.
Public safety functions are down $263,371. An Investigator position for the White Collar Crime
Task Force ($84,567) was reduced. An additional 0.5 FTE for a school resource officer was
added, but the additional costs will be reimbursed by Mead High School. Three SO Deputy II
positions were eliminated in the Traffic Enforcement unit ($216,621). In the North Jail budget
significant costs have been deferred by opening only 64 of the remaining 122 secure
confinement beds in the new jail wing. The added cost to open the 64 beds was approximately
$645,000 with the addition of six Correctional Officer positions, however, part of this cost was
offset by eliminating two Commander positions. Inmate census trends during the seven month
period prior to the development of this budget indicate the 683 bed capacity should be adequate
in 2010. The approximately $900,000 in deferred jail cost is not a permanent cost savings as
additional staff and capacity will be needed in the future. The Centennial Jail budget reflects
the transfer of two entire programs, Pre -Trial Services (PTS) and In Custody Alternative
Placement Program (ICAPP) to the newly created Justice Services Department in the amount of
$453,072 across all budget categories, including four FTE's associated with those programs.
Personnel services in the Centennial Jail was reduced an additional $106,946 by the elimination
of two client manager positions in the Work Release Program. The utilization of Work Release
has declined reflected further by reduced revenues from client participation fees. On June 29,
2009, the Board of County Commissioners created the Justice Services Division. The proposed
budget for the new Justice Services Division is $478,821 for a savings of $83,977. Even with
this savings the resources budgeted allow for funding of the Director of the Division, three Pre-
trial Client Managers, Pre-trial Services Supervisor, and a Criminal Justice Planner. The
creation of this division should allow for improved pre-trial services that will positively impact
public safety and more cost effectively deal with clients in the criminal justice system to
minimize the need to incarcerate the clients in the county jail. The addition of the Criminal
Justice Planner position will allow for a position to do system -wide analysis of the entire criminal
justice system in Weld County and the 19th Judicial District to maximize its efficiency for all
parties, while still protecting the public's safety. Pest and Weed is down $251,347 as the
department transferred prairie dog control and tree removal responsibilities back to Public
Works. Communication costs are down $111,784, primarily due to the new funding formula and
E911 picking up overtime costs.
Other significant changes include Engineering, which is down $253,260 due to consultant
contracts and lower engineering costs for projects. The General Fund's subsidy to the Public
Health Department is down $538,570 due to reduction in programs as part of the budget review
process done in 2009. Transfer to the Retirement Fund of $250,000 was eliminated in the 2010
budget since no cost -of -living will be granted to retirees in 2010. Extension Services were
9
Finally, $153,371 is included for health insurance rate increases for 2010. No employee pay
increases are funded in the 2010 budget due to economic conditions.
In the area of Public Works the Motor Grader budget supplies are up $69,000 for additional dust
palliative chemicals, and motor grader lease costs are down $13,672. In the Bridge budget,
$175,000 for tree trimming has been included, steel costs for bridge construction and repair are
down $100,592. The Other Public Works budget is down $1,773,450 based on the Capital
Improvement Plan. Strategic Road improvements are down $1,073,200. Contract Payments
decreased $615,750 to $295,000 based on the capital improvement plan, and due to more of
the work being done in-house. Right -of way purchases are down $84,500 at $50,000. Mining
includes $300,000 for gravel purchases. Pavement Management is funded at the current year
level, but with the drop in the costs of petroleum products more projects will be able to be done
for the same cost.
On the revenue side of the budget, property taxes are budgeted at $97,108,137, the maximum
amount under the Weld County Home Rule Charter's 5% property tax limitation and TABOR.
Revenue from interest earnings are down $807,000 at $2,393,000 for 2010. Oil and Gas
Royalties are up $175,000. Fines are up $70,000 from traffic enforcement. Planning and
Building Inspection fees are unchanged due to the slowdown in development and residential
construction. Charges for services are up $150,090. The Treasurer's fees are anticipated to be
up $400,000 due to the volume of activity and conservative estimates in the past. Clerk and
Recorder's fees are down $400,000 due to slowing motor vehicle sales and slow down in
recording fees from new construction and mortgage refinancing activities. Intergovernmental
revenues are up $154,053. Recovery of indirect costs to grant programs is up $200,735. Other
revenues are stable or only slightly changed.
In Public Works' revenues specific ownership tax is estimated to be $6,330,000, down $445,000
due to car sales being lower. Regular HUTF is down $360,000 at $8,040,000 due to people
driving less and more fuel efficient vehicles. However, with the passage of SB 09-109 Weld
County will receive $1,490,000 from the added HUTF revenue resulting from this new
legislation. Grant revenue is anticipated at $1,759,300 with $1,275,000 from Energy Impact, and
North Front Range MPO grants of $140,000 for design work on the intersection of WCR 23 at
SH 392, and $344,300 for intersection improvements at WCR 7 at WCR 54. Other revenues
include $150,000 from transportation impact fees. Permit revenues are down $45,000 at
$325,000 due to less oil and gas drilling activity.
The Social Services Fund is funded at $24,491,500. 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. 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 increasing the rate paid per child/per day to
providers who undergo trainings and assessments to enhance the quality of the care provided.
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. Human Services is funded at
$13,422,348 for 2010, which is up $352,053 from the previous year primarily in the area of
Headstart ($222,761) and Job Programs ($99,102).
In the 2010 budget process all county programs underwent a detailed examination by
management and the Board of Commissioners to better understand the needs and value of
10
In the 2010 budget process all county programs underwent a detailed examination by
management and the Board of Commissioners to better understand the needs and value of
programs. A priority process also identified what actions the county should take. 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 2010 Proposed Budget contains adequate resources to provide a level of service similar to
2009. The county will continue to focus on improving service and communication with our
citizens within our resources. Demands in many areas continually exceed resources available.
To serve the growing needs in the county, we will continue to explore possibilities for improved
efficiency while maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we all deal with the worst
economic conditions in a generation. Many tough decisions associated with implementation of
programs, and how they are to be funded, must be dealt with by the Board of County
Commissioners with citizen input. Hopefully, this budget document has allowed the Board to
make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld
County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested
by the elected officials, department managers, and employees in recognizing the problems and
issues confronting the county and responding with creativity and understanding. The county, as
a whole, also recognizes the Weld County taxpayers and consumers of county services who
provide the economic resources to the county, and we pledge our commitment to continue to
provide the best in county services possible.
Copies of all budget documents are available for the public at 915 10th Street, Room 317,
Greeley, Colorado. More information can be found on Weld County's website at
www.co.weld.co.us.
Very truly yours,
Donald D. Warden, Director
Finance and Administration
11
WI�YG
a iiti
COLORADO
12
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.
13
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.
LIVABILITY
Weld County's livability is just one of the features that make it a
better place to be. Abundant Colorado sunshine, low humidity, cool
summer nights, and mild winters provide a climate people appreciate.
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 the oldest symphony orchestras west of the
Mississippi. The University of Northern Colorado's Little Theatre of the Rockies is one of
America's premier college dramatic organizations.
North Colorado Medical Center is a leading public medical facility
and the Northern Colorado Oncology Center is a major cancer
treatment facility in Colorado.
EDUCATION
Education has always been an important part of life in Weld
County where twelve school districts offer educational
opportunities which have earned a reputation for quality. Greeley
is the home of the University of Northern Colorado, a 4 -year
university offering bachelors, masters and doctorate degrees to
11,000 students. Aims Community College is a 2 -year liberal arts
and vocational college in Greeley with a second campus in Fort Lupton.
With 4,004 square miles within its borders and a population of over 180,000, 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,
industries and businesses. Most importantly, it's a nice place for people.
RESOURCES
Fertile fields of green can be found in every part of the 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.
14
An abundance of water has been important to not only the agricultural community, but
also to industrial development. Greeley's water supply, for example, includes reserves
estimated at 100%. Future supply is equally impressive with such
developments as the Windy Gap Project.
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
human 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, as well, a positive attitude toward
growth. We love being here and we'd love having you here, too.
INDUSTRY
Numerous industrial sites are located throughout Weld County. Fully
developed rail and non -rail parks; undeveloped parcels, many zoned
and with rail utilities adjacent to the property; a variety of industrial
and commercial sites; and availability of both new and renovated
prime office space are indicative of this area's attitude toward
growth. Convenient access to every type of supply artery facilitates
the industrial possibilities in Weld County.
Major employers who already call Weld County "home"
include:
BURRIS COMPANY, INC.
HARSH INTERNATIONAL
HENSEL-PHELPS CONSTRUCTION
KODAK
METAL CONTAINER CORPORATION
NORTHERN COLORADO MEDICAL CENTER
OWENS-ILLINOIS
PLATTE VALLEY STEEL
ROCHE CONSTRUCTORS
RR DONNELLEY NORWEST
STARTEK
SWIFT FOODS
VESTAS WIND SYSTEMS
15
fiAtri
"Mk
COLORADO
16
STRATliGIC PLAN?
Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a consensus of
what is needed for the future. As such the strategic plan provides Weld
County policy makers, managers and
employees with a game plan or blueprint that
guides decision making towards our shared
priorities and a rationale for resource
allocation. These plan priorities provide the
measuring stick we need to determine if
Weld County is fulfilling its responsibilities.
Strategic planning also provides for
government accountability and continuous
improvement.
17
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
18
OUR VISION FOR THE FUTURE
This vision statement
reflects our citizens' expectations
for Weld County government into
the future.
19
OUR GUIDING PRINCIPLES
These guiding principles are the basic values of every
level of Weld County government. They guide the way
we make our decisions and carry out our actions every day.
► Ensure long-term fiscal stability for the county
► Customer -focused and customer -driven
► Accountable and responsible to the public
► Provide and develop leadership, cooperation, and
collaboration aimed at improving service
► Focus on viable solutions that improve the quality of life
► Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfill our
vision
20
TRENDS IMPACTING WELD COUNTY
We identified the trend and events that may impact our
ability to provide and improve services. Analyzed the
strengthens and weaknesses of Weld County government
to meet these challenges. The major trends
affecting Weld County are:
• Growth And Its
Impact
• Transportation
• Changing Economy
• Demographic
Changes
• County Government
Financial Trends
Growth and Its Impact
One of the defining characteristics of Weld County over the last decade has been the significant growth
that has occurred in southern Weld County and in the Greeley -Windsor area. The growth has posed
considerable challenges to Weld County. Managing the land use allocation issues associated with the
growth has had to be balanced with maintaining the historical quality of life and rural charter of the
county. The growth has strained services in the area of health and human services and public safety.
However, the most significant services impact has been to the transporation system as the county has
attempted to maintain the road and bridge system primarily designed for farm to market roads, but now
must be developed into a transportation system to deal with the urbanization of the county. The growth
adds strains to the services and the finances of the county, especially with the fiscal constraints of
TABOR property tax and revenue limitations, and the Weld County Home Rule Charter 5% property tax
growth limitations. The paradox of growth is that although growth adds demands for services, continued
growth and economic development is essential for the long term viability of Weld County government
and its citizens. Although the pace of growth has slowed with the cuurent economic conditions, Weld
County must position itself to be able to handle the anticipated growth once the economic recovery
begins.
21
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.
22
TRENDS IMPACTING WELD COUNTY
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
budget must continue to deliver essential services and also make strategic investments in human capital
management, and the county's infrastructure so that our county is well -positioned for a strong economic
rebound when the downturn becomes and upturn.
23
TRENDS IMPACTING WELD COUNTY
Transportation
Growth in the county has put an ever increasing demand on county services and the county's
infrastructure. The growth has increased the use of county roads and created congestion on several
county roadways that need to be mitigated. Although the county has made tremendous progress the last
twenty-five years in improving the over all condition of county roads and bridges, the growth is adding a
whole set of new problems. The character of many county roads in the Greeley -Windsor area and
Southwest part of the county have changed from rural roads to urbanized roads due to traffic volume
demanding a higher capacity and level of services. Even though the county has increased funding in this
area and imposed a traffic impact fee in these areas, additional investments will have to be made in the
future to keep the transportation system at an acceptable level.
24
Weld County's Strengths, Weaknesses,
Opportunities and Challenges Identified
STRENGTHS
• Fiscally responsible and constrained
• Visionary and proactive
• Growing emphasis on strategic
management and planning
• Provide good and effective services
to citizens
• Effective use of technology
to provide services
• Committed to being a responsive
government
• Responsible and accountable to the
citizens
• Quality of life
• Coordinated efforts inside and
outside the county
WEAKNESSES
• Rapid urban growth changing service
needs
• Enhanced communication with public
• Growing transportation and
infrastructure needs
• Geographic diversity of county
• Growing demand for services
• Economic recession driven demands
for services
25
Weld County's Strengths, Weaknesses,
Opportunities and Challenges Identified
OPPORTUNITES
• Attractive area for new growth
• Poised to promote economic
development
• Great workforce
• Regional cooperation
and coordinated efforts
• Using technology to provide
service improvements
• Located on the northern edge of
Denver metropolitan area
• Business friendly environment
• Proximity to three major universities
CHALLENGES
• Economic recession
• Drop in housing prices
• Volatility price and production of oil
and gas
• Increase demand for infrastructure
and services
• Demographic changes
• Urbanization
• State and Federal budget cut and
mandates
• Balancing citizen expectations
with limited resources
• State and Federal environment
policies
26
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
27
STRATEGIC AREA:
PUBLIC SAFETY
28
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: Promote and enhance public safety; seek justice; and respond in an
efficient and compassionate manner.
o Goal PSDA1: Systematic reduction of gang violence in our community. (District
Attorney)
o Goal PSDA2: Systematic reduction of traffic fatalities in Weld County. (District
Attorney)
o Goal PSDA3: Reduction of recidivism of charged offenders. (District Attorney)
o Goal PSDA4: Increase communication with the public and other customers of
the District Attorney's Office. (District Attorney)
o Goal PSDA5: Reduction of paper files and duplicated data entry efforts. (District
Attorney)
o Goal PSPSB1: Adopt progressive solutions to deter crime and reduce the fear of
crime unitizing community oriented policing methods. (Public Safety Bureau)
o Goal PSPSB2: Strengthen community programs and foster additional
community partnerships. (Public Safety Bureau)
o Goal PSPSB3: Acquire sufficient personnel and equipment to support the
growing needs of the County. (Public Safety Bureau)
o Goal PSPSB4: Increase personnel effectiveness and efficiency through
improved use of communications and technology. (Public Safety Bureau)
o Goal PSPSB5: Enhance traffic safety measures and reduce impaired driving
related traffic accidents. (Public Safety Bureau)
o Goal PSPSB6: Enhance professionalism and promote department excellence.
(Public Safety Bureau)
o Goal PSOSB1: Lawfully hold prisoners in a safe and humane environment.
(Offender Supervision Bureau)
o Goal PSOSB2: Maintain a continuum of effective jail alternatives that offer a
range of sentencing and pre -adjudication options to secure custody. (Offender
Supervision Bureau)
o Goal PS1: To answer 100% of 911 calls within 15 seconds. (Weld County
Regional Communications Center)
29
o Goal PS2: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
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. (Justice Services Division)
30
STRATEGIC AREA:
HUMAN SERVICES
31
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: Provide innovative, comprehensive and responsive human services
to the Weld County community.
o Goal HHS1: To continuously strengthen services and support innovation that
leads to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management
approaches across the Human Services 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
opportunities and challenges that may impact the Department of Human
Services.
o Goal HHS5: Assist in providing veterans access to eligible state and federal
benefits to meet their needs.
32
STRATEGIC AREA:
HEALTH SERVICES
33
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: Preserves, promotes and protects the health and environment of the
residents of the Weld County community.
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. (Public Health and Environment)
o Goal HS2: To assure dignified access to necessary, appropriate, affordable,
continuous, and timely health care, including wellness and prevention services.
(Public Health and Environment)
o Goal HS3: To lessen adverse public health impacts of chronic and
communicable diseases, land use developments, and disasters. (Public Health
and Environment)
o Goal HS4: To enhance our organization's effectiveness by continually
monitoring our performance and evaluating our programs. (Public Health and
Environment)
o Goal HS5: Maintain and improve billing/collection process to ensure operating
revenue as Enterprise Service. (Paramedic 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. (Paramedic Service)
o Goal HS7: Provide < 20 minute routine response times 90% of the time or
greater to all areas of Weld County. (Paramedic Service)
o Goal HS8: Provide hospital door to intervention times of < 90 minutes to all
cardiac alert patients within Weld County. (Paramedic Service)
34
STRATEGIC AREA:
TRANSPORTATION
35
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: Design, build and maintain safe and economical roads; bridges;
buildings; and other public facilities for the safe and efficient use by the citizens of Weld
County and others.
o Goal TT1: Maximize the use and efficiency of the existing transit system on a
County -wide basis. Transit
o Goal TPW1: Provide effective and efficient administrative and managerial
support and supervision to the Public Works Department. (Public Works
Administration)
o Goal TPW2: To perform mining, crushing, and screening of aggregate materials
and recycled asphalt. (Public Works Mining)
o 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. (Public Works Bridge)
o Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
(Public Works Grader)
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. (Public Works Trucking)
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. (Public Works Maintenance Support)
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. (Public Works Pavement Management)
o Goal TPWB: Provide engineering services, including design, development,
inspections, and all phases of highway engineering, bridge engineering and
construction inspection and testing. (Engineering)
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. (Noxious Weeds)
36
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
37
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Establish 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.
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
39
STRATEGIC AREA: LAND USE
• Mission Statement: Ensure harmonious, well -planned development and orderly growth
in Weld County.
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.
o Goal LU4: Provide consistent, quality, well planned rural and urban planning and
development, and transportation development services.
o Goal LU5: Ensure safe construction throughout unincorporated Weld County.
o Goal LU-6: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal LU7: Maintain quality, professional and timely site inspections.
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STRATEGIC AREA:
ENABLING STRATEGIES
41
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: Provide expertise and resources to support and facilitate excellent
public service delivery.
o Goal ES1: Enable County departments and its service partners to deliver quality
customer service. (Office of the Board)
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues. (Office of the Board)
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)
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. (Clerk and Recorder — Recording)
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. (Clerk and Recorder - Elections)
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 ESB: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
o Goal ES10: Ensure the financial viability of the County through sound financial
management practices. (Finance and Administration)
o Goal ES11: Deliver on promises and be accountable for performance. (Finance
and Administration)
o Goal ES12: Ensure the financial accounting of County funds is accurate
(Accounting)
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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)
o Goal ES16: Capitalize on technology to improve service, increase efficiency and
provide greater information access and exchange. (Information Services/GIS)
o Goal ES17: Deliver timely, high quality, and cost-effective printing and supply
services to County departments (Printing and Supply)
o Goal ES18: Capitalize on phone technology to improve service, increase
efficiency and provide greater phone access and exchange. (Phone Services)
o Goal ES19: To provide quality, sufficient, and well -maintained county vehicles to
county departments. (Motor Pool)
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2010-2014
BUDGET PLAN
The main purpose of county government is to be able to continue providing essential public
safety, health and welfare services, and a county transportation system. The national and
international economies are struggling under unprecedented uncertainties and challenges. With
indicators of housing market performance dropping to depths that haven't been seen in years,
volatile energy and commodity prices, and slow economic growth, many local governments are
feeling financial pressures. Fortunately, Weld County is weathering this storm better than many
other local governments thanks to our past prudent and conservative financial management.
Over the years Weld County has taken a number of steps to restrict spending and safeguard
taxpayer dollars. However, despite these sound fiscal practices Weld County will not escape
some of the consequences of the economic downturn and economic turmoil around it.
As Weld County policy makers and managers face the next three to four years, it will take extra
efforts on everyone's part to deliver conservative and balanced budgets in fiscal years 2010-
2014. Based upon some reasonable projections of future assessed values and demand for
services, it will be 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 weathering these
economic times over the next few years, the budget must continue to deliver essential services
and 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 an upturn.
The main issue facing Weld County is the impact that the drop in housing prices and the
volatility of the price and production of oil and gas will have on Weld County's assessed value,
which generates property taxes to support nearly 40% of the county's budget. Residential
property is approximately 20% of the total assessed value and oil and gas production is 49%,
for a total between the two classes of property of 65% of the total county assessed valuation.
With a reappraisal year in 2009 for the 2010 budget, it is anticipated that residential property in
Weld County could drop as much as 15-30% with an average impact of over a 9% reduction.
This drop should be more than offset by the rise in oil and gas assessed value in the same year.
The problem comes in configuring the 2011 budget, because with the drop in oil and gas prices
in 2009 the oil and gas assessed value may well drop back to 2007 levels. In doing a
reasonable forecast of assessed values due to the drop in housing values and volatility of oil
and gas values the structural and cyclical problem of the property tax revenues for the next
three years must be dealt with as one budgetary issue, and not be left to deal with in the
individual years, or a major problem will be created for 2011 and 2012. Hopefully, by 2013 the
assessed values will begin to stabilize.
The assessed value situation is a combination of a structural and cyclical budget problem.
Based upon an assessed value forecast for 2009, residential property is dropping due to the
housing market's bubble bursting which will result in a projected 9% drop in average housing
prices in Weld County. Then, as the cycle corrects itself, the values should be stable or slightly
recovered for the 2011 reappraisal year which will positively impact the 2012 budget. However,
one must be cautioned that commercial property values most likely will drop with the 2011
reappraisal. Hopefully, after 2013 residential property values and new construction will return to
more historic stable and predictable levels.
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The assessed value for oil and gas that is 49% of the county's assessed value in 2010 is
extremely volatile. Oil and gas is a more challenging class of property assessment to predict.
Based upon the high energy prices in 2009, the oil and gas assessed value for the 2010 budget
up over 68% with oil prices averaging nearly $98 a barrel for 2008 versus $66 a barrel in 2007
or a 48% increase in price, plus the added productions. Natural gas was up as well and
productivity may be up since new pipelines came online in 2008 versus 2007 when pipelines
were shutdown. As we look forward to 2009 and 2010 the oil and gas assessed value could fall
back to 2007 levels. However, falling prices have caused many oil companies to limit their
investments in new exploration projects, which could result in another supply shock after the
economy picks up. The global financial crisis has dramatically reduced the availability of
speculative financing. Since this type of financing is essential to the energy industry, both
locally and globally, there has been a reduction in the amount of energy development -- not a
reduction in production, but rather a reduction in the future growth of production. In addition, the
global decline in economic demand has reduced the demand for Colorado energy products,
which has resulted in a decline in the price of existing and continuing Colorado production of
natural gas, oil, and coal -- the big mineral in Colorado this decade is natural gas. The current
and continuing decline in natural gas prices is incorporated in this forecast, as well as a multi-
year pause in the growth of the quantity of gas production and a slowdown in development
activity (rigs and permits). Longer term price projections anticipate continuation of price cycles
with natural gas markets. As most of Colorado's natural gas must be transported to distant
markets, Colorado natural gas producers face the additional constraint of pipeline "take-out"
capacity. While pipelines are currently near capacity, new pipeline capacity expansion projects
are in limbo -- this again is due to dependency on speculative financing. Therefore, Colorado
natural gas production quantity is now projected to be relatively flat for a number of years until
these pipeline expansion projects can be re -financed, built, and brought on line in 2012 and
beyond. The net budgetary effect is that Weld County may be not be able to count on the
continued growth in oil and gas assessed values that have allowed the mill levy to drop from
22.038 to 16.804 or 5.234 mills in recent years.
Given all this information the assessed value could support the revenue from property taxes in
2010 at 16.804 mills, being up over $20 million from 2009, although in 2011 the assessed value
may drop to levels that at 16.804 mills may be less than 2009. In 2012 the assessed value at
16.804 mills may be only $2.2 million over the 2009 property tax amount. There are three
solutions to this budgetary problem:
1. Under the Weld County Home Rule Charter, the Board can raise an additional 5% in
property tax revenue over the preceding year, even if the mill levy has to be increased.
TABOR restricts raising the mill levy without voter approval, but Weld County has
"banked' or taken a tax credit each of the years the TABOR limitation exceeded the
Weld County Home Rule Charter limitation to the point of having a tax credit of 5.234
mills; therefore, the Board could increase the mill levy to 22.038 mills without voter
approval. The "banking" of the tax credit was done in anticipation of the volatility of oil
and gas assessed values, which is the situation we find ourselves in now. The public
policy and political issue is, do you raise the mill levy in hard economic times?
2. Due to the drop in housing values and volatility of oil and gas values, the structural and
cyclical problem of the property tax revenues for the next three years must be dealt with
as one budgetary issue and not left to be dealt with in the individual years, or a major
problem will be created for 2011 and 2012. Hopefully, the assessed values will begin to
stabilize in 2013. Therefore, a strategic and tactical approach to deal with the budget
45
challenges facing Weld County must be developed with the goal of stabilizing the
financial condition of the county during this economic downturn, while still providing
essential services to the citizens without a mill levy increase.
3. A combination of the above two options is a third option, and may have to be
considered if the Commissioners and management do not want to make Draconian cuts
in the expenditure side of the budget.
Option one is the easier of the options to mange and allows business as usual for the county in
most cases. However, in a financial down turn, it is not just government that feels financial
pressure. Citizens cannot afford new or increased taxes, while certain services like public
safety or health and human services become ever more costly. Further, certain segments of the
population may be particularly vulnerable and even less able to bear tax increases or service
cuts than others. A budget and management strategy must be developed with full knowledge of
how the proposed course of action will affect the citizenry. Not only is this important for short-
term political support, but it is necessary for building trust with citizens, which is crucial for
ongoing financial sustainability. A consideration that must not be overlooked, however, is that in
2010-2011 the average residential property taxpayer in Weld County will most likely experience
an average 9% reduction in his or her property tax bill due to the drop in housing prices and the
reappraisal.
Option two is a much bigger challenge and more difficult to implement for policy makers and
managers. This approach would mean that, with a projected 2.5% inflation rate over the next
three-year period, county expenditures would need to be reduced more than 7% over the next
three years and, at the end of three years (2012), the property tax base would be less than
three percent higher than 2009. This could create financial stress on the county and would not
position the county to be well prepared to deal with growth in times of economic recovery
beyond 2012.
Challenging fiscal times test the strength of an organization's backbone, but they also provide
an opportunity to review and strengthen policies, enhance the analytical knowledge of the
organization, and inspire fresh perspectives. It is an opportunity for departmental -level reviews
and analysis. It is a time to align strategies and programs to maximize the positive impacts on
services to the county's residents and find innovative ways to reduce costs and leverage
resources. A major challenge or crisis can provide impetus to innovate and make changes that
would be near impossible in better times. As someone once said, "A crisis is a terrible thing to
waste."
The challenge of option two is also an opportunity to involve employees in helping examining
what is best for the operations of the county by getting their input and ideas. While the purpose
of government is to serve the citizens, the most effective and efficient organizations recognize
the value of employees in providing that service. During tough economic times, employees, just
like all other citizens and residents, are facing increased costs and potential financial issues of
their own in the downturn. A strong human capital management strategy and program is
essential to retaining good employees when changes are taking place in the workplace. And,
remember when the economy turns around, the county will want to be in a position to recruit
and retain the best employees possible to deal with the new challenges of growth and economic
expansion.
Prioritizing services is essential in the dealing with the budgetary challenge. Services cannot be
provided as they always have. There is probably some "fat" that can be trimmed from the
existing service mix, but more likely, Weld County will have to do more with less, do less of, or
46
simply stop providing some services to concentrate on a more limited number of high priority
programs.
To accomplish a review of programs and a priority process, it is proposed that from February -
May, 2009, all county programs undergo a review by management and the Commissioners.
Together with the review, a re-examination of 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 should be completed.
It is recommended that the review of all county departments and the priority process be
completed in early 2009 in anticipation of the 2010 budget. Through this process the
Commissioners and managers can ascertain what the service and program consequences are,
and whether the county approaches the next three budget years with the goal of no mill levy
increase versus an alternative approach such as the 2010-2013 Assessed Valuation Analysis,
which allows a 4.9% mill levy increase in 2011, thus allowing an average 2.5% property tax
revenue growth equal to inflation over the next three years. It would also position the county to
be prepared to deal with growth in times of economic recovery beyond 2012. Note, however, if
oil and gas prices return to higher levels than 2007 in 2009-2010, a mill levy increase may not
be necessary to accomplish an average property tax revenue growth equal to inflation over the
next three years.
As stated above, it is recommended that all county programs undergo a detailed examination by
management and the Commissioners in the next three months to better understand the needs
and value of programs and a priority process that identifies what the county should be doing.
This process may identify programs that need to be added, eliminated, restructured, or left
unchanged. Together with the review, a re-examination can be accomplished of Weld County's
mission statement, 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.
The process should start with an all -day session on January 29, 2009, with the Commissioners,
elected officials, and department heads doing a re-examination of Weld County's mission
statement, core values, and core strategic goals. Beginning in February, it recommended that
the major portion of a day per week be set aside by the Commissioners and Finance and
Administrative staff, to meet with individual department heads and elected officials to review the
departments and offices programs and priorities. Determinations will be made about what
changes in programs should be made in the respective areas. Then, as departments or offices
prepare their 2010 budget, they can tie their individual goals and budget requests into the
overall county mission and strategic goals.
The process that is recommended in developing Weld County's Strategic Plan, and program
priorities for resource allocation through the budget process are:
• Our Vision: What is our best possible future?
• Our Mission: Why are we in business?
• Guiding Principles/Core Values: How do we do business? What are our values?
• Countywide Trends
• Priority Strategic Themes: For example health, human services, economic
development, public safety, transportation, land use, etc.
• Strategic Area Missions: Strategic areas of service delivery.
• Strategic Area Trends
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• Departmental Goals: Where do we want to be?
• Strategies: How do we get there?
• Objectives: How do we know we arrived?
• Implementation: Getting there.
• Performance Monitoring and Outcomes? Did we get there?
• Feedback: Do we need new strategies?
Based upon the results from the above process, the budget development will allow for resource
allocation that focuses on programs, priorities, goals, and performance measures consistent
with the strategic plah and priorities as directed by the Commissioners.
For the departmental reviews, department heads and elected officials should be prepared to
identify the programs they operate, costs of the programs, goals and objectives of the programs,
to prioritize the various programs they have within the department, need or value of the
programs, changes in the programs that the department may suggest, how the program may be
changed to operate more efficiently, consequences of eliminating the program or reducing it,
identify whether the program is mandated, and ways to maximize revenue generation from the
program. A schedule will be developed to allow managers time to prepare for the reviews.
Although this process will take time and effort, it continues Weld County's long time tradition of
Weld County's elected officials, managers, and employees demonstrating a commitment to
meet or exceed the community's highest priority expectations of service at the lowest possible
costs to the citizens.
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2010
BUDGET CALENDAR
May 2 Board review of 2010 budget plan.
May 20
June 26
June 26
June 26
Director of Finance and Administration discusses target
budgets and 2010 budget plan with department heads and
elected officials.
Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
Elected officials and department heads submit PBX phone
service requests to Phone Services.
Elected officials and department heads submit new position
requests and any reclassification requests to Human
Resources.
June 26 Elected officials and department heads submit requests for
information services requests to ACS.
July 10 Submit budget request to Finance.
September 22 Early warning budget work session.
July 11 - September 21 Finance office review.
September 22 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 27 and 29 Budget work session hearings with Commissioners and
elected officials and department heads.
November 20 Publish notice of final budget hearing.
October 29 - December 13 Prepare final budget.
December 14 Public Hearing to adopt mill levy.
December 14 Public Hearing on Final Budget, 9:00 a.m.
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Atr.
lURe.
COLORADO
50
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.
52
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PROGRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
by Program
Performance
Measurement
Systems and Reports
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi —Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
PROGRAM
PLANNING
ssess Program Alternative
Design Program
Define Program
Objectives
Relate to Present
Operations
Revise as Necessary
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HIERARCHY OF BUDGET INFORMATION
STRATEGIC
OBJECTIVES
BOARD OF COUNTY
COMMISSIONERS
Budget
Budget
Revenue
Policies
Process
Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Department Objectives
Significant Changes
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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2010 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 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 2009's budget presentation.
> Salaries should be budgeted at the 2009 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 October. 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 85% of target, and must be
completed by each department.
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> In reviewing the 2010 budget request, Finance will use criteria developed in the Budget
Manual to develop preliminary recommendations to the Board of County
Commissioners. Finance 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 2010
budget process.
> Use the following budget population data for performance measures:
YEAR POPULATION
2008 (Actual) 233,400
2009 (Estimated) 243,750
2010 (Projected) 267,938
> 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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2010
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used in conjunction with your Budget Manual
for submission of your 2010 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 10, 2009.
2. All departments are requested to submit, on or before June 26, 2009, the following items
that will be part of your 2010 budget:
a. Special Project Request for Building and Grounds projects estimated to be over
$5,000.
b. Any additional position requests or reclassifications, to allow Human Resources
to assess the need.
c. Phone Service Requests for phone changes in 2010. Unplanned moves will only
be done if absorbed in the 2010 budget.
d. Information Services requests for computer hardware, software, system
upgrades or system study.
3. Salary and fringe benefits will be budgeted at the 2009 level. Any anticipated increase
over 2009 level must be absorbed in target amount.
4. For budgetary purposes, please use the 530 per mile reimbursement rate in developing
your 2010 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 the past five 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 2010.
8. Postage costs are anticipated to remain 440 in 2010.
9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration in order to coordinate the
overall target amounts.
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10. Any amount in excess of the 85% target amount must have an Appropriation
Request Exceeding Target Budget Level Form and be ranked on the Budget Unit
Ranking Form for the regular budget.
11. Any budget unit with project account codes should prepare a worksheet summarizing
each account with total comparison to 2009. See Finance for exact format.
12. Any 2010 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 2010 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 Finance, 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 Finance and Administration at extension 4218 to answer
questions, or to get approval for variation to the normal procedures outlined in the special
instructions above or in the Budget Manual.
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2010
PROGRAM ISSUES
+ Continue Implementation of Human Capital Management Strategy.
♦ Implement the new Strategic Plan approach.
+ Construct and open a Community Corrections facility.
+ Implement Criminal Justice Planner strategy to coordinate the Criminal Justice System
in the county.
♦ Implement the new Pre -Trial Services Program.
+ Identify technology uses to improve services and cost-effectiveness of services.
+ Implement a Master Gardner Program in Extension Office.
+ Continue implementation of e -government strategy.
♦ Open up additional 64 beds in North Jail.
♦ Construct a new Regional Crime Lab.
♦ 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.
♦ Cope with growing inmate population.
+ Implement the fourth year of the five-year Support Healthy Marriages Grant.
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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.
Create a Justice Department for all jail alternative programs.
Construct and open a Community Corrections facility.
Implement the new strategic planning process.
• Construct a Regional Crime Lab for Northeastern Colorado.
> Continue implementation of the Support Healthy Marriages program.
• Open additional 64 beds in the North Jail.
> Add a Criminal Justice Planner to help coordinate the Criminal Justice System.
• Implement the new Pre -Trial Services Programs.
> Implement a Master Gardner Program in the Extension Office.
> Modify the Weld County Retirement Plan for new hires.
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BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2010 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 objectives and workload 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
• Objectives
• 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.
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LONG RANGE
FINANCIAL POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to adopt a balanced budget annually. 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 $173
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 Finance 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
budget.
revenue policies and assumptions have been used in the preparation of the 2010
Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
2. Continual search for new sources of revenue shall be made to diversify the
County's financing plan.
3. The County shall seek the establishment of a diversified and stable revenue
system to shelter the County from short run fluctuations in any one revenue
source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
A.
B.
C.
D.
Fee policies applicable to each activity.
Related cost of the service provided.
The impact of inflation in the provision of services.
Equitability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated.
Local funding will be substituted only after a full study by the Board and if the
program has a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose
of providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9. Assume a slowdown in the local economy similar to 2009 with little recovery of
residential development. Assume interest rates averaging 2.25 percent
throughout 2010.
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 down in
2010 due to slowing vehicle sales.
Building Inspection and Planning Permits: Based upon continuation of 2009 land use and
construction activity level with 2010 rates applied, with little recovery of residential
construction anticipated in 2010.
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.
Drunk 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
2010.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2008 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.
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 will go up $1,490,000 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, 2009.
Health Fees: Based upon historical patient/client caseload with 2010 rates applied.
Human Resource Grants: Based upon contract funding level as of October 1, 2009.
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 2008 - 2009 call volume plus 6.0 percent
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.
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MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2006
2007
2008
2009
2010
Property Taxes
$64,636,463
$70,575,408
$75,033,756
$76,642,132
97,108,137
Other Taxes
6.410.000
6.710.000
7.030.000
7.475.000
7 030.000
Fees
7,827,000
7,330,000
6,902,500
7,425,300
7,262,000
Intergovernmental
43,117,355
50,899,664
56,366,866
57,304,370
52,996,235
Licenses/Permits
3,002,400
3,470,900
2,211,400
1,893,900
1,860,400
Charges for Services
5,301,937
5,169,059
4,606,876
5,153,111
5,266,865
Internal Services
16,345,526
17,416,155
16,788,922
20,507,205
20,753,664
Paramedic Fees
4,315,459
5,228,287
5,444,053
5,692,558
5,791,647
Miscellaneous
5,054,178
5,403,378
6,383,444
8,214,875
5,699,419
TOTAL REVENUES
$156 010318
ram
$180 767317
S19030841
$ 203 768367
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 tracks with car registrations. Decrease
due to drop in car sales.
Fees: Fees have been increased and new fees added, due to growth in area. However, in
2010 fees are projected to decline due to slow down in construction activity.
Intergovernmental: State and federal revenues have been growing at about 7% per year.
However, in 2010 dropped to 7.5% due to lower human services funding levels. Historical trend
should resume in 2011.
Licenses/Permits: Permit revenue will slow in 2010 due to slow down in residential
construction activity.
Charges for Services: Revenue is predictable based on contracts for service and
reimbursable projects. Trend with inflation and growth (2.2% in 2010).
Internal Services: Predictable revenue based on stable usage.
Paramedic Fees: Fees are down due to volume of calls, but have slight increase due to 6%
rate increase. Very predictable. Slightly higher percentage in 2010 (1.75%).
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category and is down due to rates for 2010. Public Works contracts are
over $2.5 million.
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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.
Recommend a revised compensation pay plan based upon annual salary survey data to
keep County compensation competitive with the labor market.
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
All can see the 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
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Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services. This is a follow-up we have
been doing the last three years.
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 finance 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.
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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 2009 payable in 2010,
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.
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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.
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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.
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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
Improvements
Infrastructure - Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 - 50 years
20 years
50 years
20 years
3 - 5 years
10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
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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 2010.
78
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 ten 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 2010 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.
79
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT
RESPONSIBLE OFFICIAL
General Fund:
Office of the Board
Chairman, Board of County Commissioners
County Attorney
County Attorney
Public Trustee
Public Trustee
Planning and Zoning
Director, Planning Services
Clerk to the Board
Director, Finance and Administration
Clerk and Recorder
Clerk and Recorder
Elections
Clerk and Recorder
Motor Vehicle
Clerk and Recorder
Treasurer
Treasurer
Assessor
Assessor
Maintenance of Building and Grounds
Director, Public Works
County Council
Chairman, County Council
District Attorney
District Attorney
Juvenile Diversion
District Attorney
Victim Witness
District Attorney
White Collar Crime
District Attorney
Finance and Administration
Director, Finance and Administration
Accounting
Controller
Purchasing
Director, Administrative Services
Printing and Supply
Director, Administrative Services
80
BUDGET UNIT
RESPONSIBLE OFFICIAL
Personnel
Director, Administrative Services
Computer Services
Director, Finance and Administration
Geographical Information System
Director, Finance and Administration
Capital Outlay
Director, Finance and Administration
Sheriff
Sheriff
Crime Control and Investigation
Sheriff
Municipal Contracts
Sheriff
Regional Forensic Lab
Sheriff
Drug Task Force
Sheriff
Traffic Enforcement
Sheriff
Communications - County -wide
Director, Finance and Administration
Criminal Justice Information System
Director, Finance and Administration
Communications System Development
Director, Finance and Administration
Coroner
Coroner
Centennial Jail
Sheriff
North Jail
Sheriff
Justice Services
Director, Finance and Administration
Community Corrections
Chairman, Community Corrections Board
Building Inspection
Director, Planning Services
Office of Emergency Management
Sheriff
County -wide Animal Control
Sheriff
Pest and Weed Control
Director, Public Works
81
West Nile Virus Program
Director, Finance and Administration
Economic Development
Director, Finance and Administration
Waste Water Management
Director, Finance and Administration
Engineering
Director, Public Works
Extension Service
Extension Agent
Veteran's Office
Director, Public Works
Airport
Director, Finance and Administration
Mental Health
Director, Finance and Administration
Child Advocacy Center
Director, Finance and Administration
Developmentally Disabled
Director, Finance and Administration
Seniors Program
Director, Finance and Administration
Missile Site
Director, Public Works
Parks and Trails
Director, Finance and Administration
Building Rents
Director, Finance and Administration
Non -Departmental
Director, Finance and Administration
Community Agency Grants
Director, Finance and Administration
Island Grove Building
Director, Finance and Administration
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, Finance and Administration
82
Contingency Fund
Director, Finance and Administration
Emergency Reserve Fund
Director, Finance and Administration
Solid Waste Fund
Director, Finance and Administration
Capital Expenditure Fund
Director, Finance and Administration
Paramedic Fund
Director, Paramedic Services
Motor Pool Fund
Controller
Insurance Fund
Director, Finance and Administration
Phone Services Fund
Director, Administrative Services
Health Insurance Fund
Director, Finance and Administration
83
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
District Attorney:
Upgrade Office Tech III to Office Tech IV mid -year
Victim Witness Assistance:
Add .25 FTE Victim Witness Assistance (Grant)
Juvenile Diversion:
Grant
Planning:
Pre -application Fee
Sheriff, Operations:
Investigator for White Collar Crime Task Force
Traffic Enforcement:
Eliminate 3 Sheriff Deputy II positions
North Jail:
Eliminate 2 Commander positions
Add six Correctional Officers
INCLUDED EXCLUDED
$ 5,907
13,475
- 57,085
378,381
$ -20,000
84,567
216,621
165,603
Centennial Jail:
Transfer ICAPP and Pre -Trial Programs 453,072
Justice Services:
Pre -Trial Program
Criminal Justice Planner
Building Inspection:
Ag Exempt Building Fees
237,512
68,733
Developmentally Disabled:
Envision 39,206
Economic Development:
Upstate Colorado Economic Development 81,750
Extension:
Master Gardner
TOTAL GENERAL FUND
Paramedic Services Fund:
Rate Increase 6%
TOTAL PARAMEDIC SERVICE FUND
31,228
-5,000
133,019
18,250
0
$ 799,107 $1,046,132
$ - 347,498 0
$ - 347,498 $ 0
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Finance and Administration has a different
recommendation than the budget unit's department head/elected official.
84
2010 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. A Washington Post -ABC Poll published in early May, 2009, found that more
than a third of Americans have had their hours or pay cut or know someone who has. On May
4, 2009, we learned that Social Security recipients are likely to go without a benefit increase for
the first time in 24 years.
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 2010 budget it is recommended to not provide any salary increase to Weld
County employees. This is the first time in over 30 years 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.
85
• In a detailed write up it is recommended that the Weld County Retirement Board amend
the retirement plan so that no additional contribution to the separate retiree COLA fund
shall be made until the retirement plan is 75% funded.
• It is recommended that the Weld County Retirement Plan be amended to go to a third
tier for employees hired on or after December 16, 2009. The third tier would be a
Retirement Share Program.
• It is recommended that the Board of Weld County Commissioners consider eliminating
the Retirement Health Savings Plan permanently and, at a minimum, not funding it until
Weld County's property tax revenues stabilize in 3-5 years. Annual cost is $300,000+.
• Health insurance rates are anticipated to go up 9% for 2010. 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 2010.
86
OTHER BENEFITS
VISION PROGRAM:
> COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR
BOTH SINGLE AND FAMILY PLANS
> MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR
> NO DEDUCTIBLE
> 50% OF COVERED EXPENSES INCURRED
> EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.185/$1,000/per month
DISABILITY: $.33/$100 compensation
EMPLOYEE ASSISTANCE PROGRAM: Program offered by APS LifeLink.
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.)
87
POSITION AUTHORIZATION CHANGES
DUE TO 2010 BUDGET
FUND AND
DEPARTMENT
1000-11100
1000-13100
1000-13100
1000-13100
1000-15100
1000-15100
1000-15200
1000-15300
10-16100
1000-16400
1000-17100
1000-17100
1000-17350
1000-17600
1000-21200
1000-21210
1000-21220
1000-24410
1000-24410
1000-24410
1000-24420
1000-24420
1000-24420
1000-24100
1000-24100
1000-24100
1000-24100
DEPARTMENT
NAME
Clerk and Recorder
Assessor
Assessor
Assessor
District Attorney
District Attorney
Juvenile Diversion
Victim Witness
Finance
Human Resources
Planning
Planning
GIS
Printing & Supply
Sheriff Operations
Traffic Enforcement
Contract Services
North Jail
North Jail
North Jail
Centennial Jail
Centennial Jail
Centennial Jail
Justice Services
Justice Services
Justice Services
Justice Services
OLD
POSITION
1.5 Office Tech II
Residential Prop.
Appraisers
Office Tech III
Data Collectors (2)
Office Tech III
Office Tech III
Interpreter 20 hours/wk
.75 FTE VW Assistant
None
Director, Admin
Services
Long Range Planner
Planning Tech
GIS Tech
.5 FTE Courier
Investigator
Sheriff Deputy (3)
None
Commanders (2)
None
None
Pre -Trial Staff (2)
ICCAPP Staff (2)
Client Managers (2)
None
None
None
None
NEW
POSITION
None
None
None
None
None
Office Tech IV
Interpreter 10 hours/wk
1.0 FTE VW Assistant
Director, Budget and
Mgmt. Analysis
None
None
None
None
.75 FTE Courier
None
None
.5 Resource Officer
None
Correction Officer III (2)
Correction Officer II (4)
None
None
None
Division Director
Pre -Trial Client Mgr. (2)
Pre -Trial Client Supr.
Criminal Justice Planner
88
FUND AND DEPARTMENT OLD NEW
DEPARTMENT NAME POSITION POSITION
1000-24200 Comm. Corrections Correction Chief None
Grade 56
2000-32300 Trucking PW Service Worker II None
(3)
2000-32700 Motor Graders None PW Service Worker II (3)
2520-41210 PH Communication 11.75 FTE 10.75 FTE
2530-41300 Community Health 45.60 FTE 43.41 FTE
2560-41400 Environmental Health 25.25 FTE 24.25 FTE
2580-41500 PH Preparedness 2.5 FTE 3.0 FTE
89
Wilk#0 cf# t
COIOAAOO
90
ALL FUNDS REVENUE
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
Other Taxes
lntergovernme
Licenses/Permits
Chg for Service
Miscellaneous
Fund Balance
Internal Services
2010 Revenue
Total $243,084,294 (2009 $229,609,951)
Internal Services,
Fund Balance, $20,753,664, 9%
$39,315,927, 16%
Miscellaneous,
$5,699,419, 2%
Chg for Service,
$5,266,865, 2%
Licenses/Permits,
$1,860,400, 1%
Paramedic Fees,
$5,791,647, 2%
Intergovernmental
$52,996,235
22%
Paramedic Fees
Property Tax,
$97,108,137, 40%
Other Taxes,
$7,030,000, 3%
Fees, $7,262,000,
3%
91
ALL FUNDS EXPENDITURES
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000 —
$5,000,000
$0
• oey e c°a act �a\ air `ac� ;or acs b0 \• c ooe oey ee
0e\ �o c�a J+. GaQ �a �a (se",
tcca ��� e� ace e� co ee4
ay a'oOo Goc�. P J���o eQ'ao G°,e aaV a y e°a\\ aay ear
cpoo Q Q �w°� sa Q -o of tces aF
G° Chace �c ie
2010 EXPENDITURES
Total $193,899,658 (2009 $204,640,332)
Contingency $12,400,000
6%
Public Works $2,235,967
1%
Social Services
13% $24,491,500
Paramedic Service
3% $5,791,647
Internal Services
12% $22,503,664
Miscellaneous $829,329
0%
Human Services
7% $13,583,359
Road & Bridge
14% $26,604,640
Auxiliary $394,361 0%
Capital $10,000,000 5%
Health $8,562,014 4%
Public Safety $38,411,709
21%
Culture/Recreation
0% $935,834
General Governmenl
14% $27,155,634
92
#Attirr
Ellie
COLORADO
93
2010 BUDGET
SUMMARY OF FUND BALANCES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
GROSS TOTALS
INTERFUND TRANSFER
NET TOTALS
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health Insurance
6300 Insurance
6400 Phone Services
6500 Weld Finance Corp
NET TOTALS - I S FUNDS
GROSS TOTALS - ALL FUNDS
2009
BEGINNING
BALANCE
$ 10,645,617
14,285,892
1,066,642
239,991
7,450,927
5,000,000
785,805
972,878
228,694
2009
MILL
LEVY
11.84
1.61
1.26
0.00
0.00
0.00
0.00
0.00
0.00
2010
BEGINNING
BALANCE
$ 3,000,000
10,650,000
1,400,000
240,000
7,450,927
5,000,000
800,000
900,000
200,000
2010 2010
MILL PROPERTY
LEVY TAXES
9.352 $ 54,052,194
1.273
1.067
0.000
3.588
0.000
0.000
0.000
0.000
7,354,938
6,166, 333
0
20,734,672
0
0
0
0
0 1.75211 2,500,000 1.263 7,300,000
0
$ 40,676,446
0
$ 40,676,446
898,283
3,602,862
0
926,723
0
$ 5,427,868
$ 46,104,314
0.000
16.476
0.000
16.476
0.00
0.00
0.32
0.00
0.00
0.32
16.80
0
$ 32,140,927
0
$ 32,140,927
1,000,000
4,000,000
1,250,000
925,000
0
$ 7,175,000
$ 39,315,927
0.000 0
16.544 $ 95,608,137
0.000 0
16.544 $ 95,608,137
0.000
0.000
0.260
0.000
0.000
0.260 $
0
0
1,500,000
0
0
1,500,000
16.804 $ 97,108,137
94
ASSESSED VALUATION: $ 5,778,870,341
2010
INTERGOV'T
REVENUE
$ 3,339,196
2010
OTHER
REVENUE
$ 17,100,055 $
2010
INTERFUND
TRANSFER
0
2010
AVAILABLE
FINANCING
$ 77,491,445
11,849,300 7,405,000 0 37,259,238
18,325,167 0 0 25,891,500
430,000 5,000 0 675,000
0 0 0 28,185,599
0 0 0 5,000,000
3,733,185 1,158,019 3,559,810 9,251,014
12, 819, 387 590,610 12,351 14, 322, 348
0 660,000 0 860,000
2,500,000 200,000 0 12,500,000
0
$ 52,996,235
0
$ 52,996,235
0
0
0
0
0
$ 0
$ 52,996,235
5,791,647
$ 32,910,331
0
$ 32,910,331
8,204,100
10,962,564
330,000
1,257,000
0
$ 20,753,664
$ 53,663,995
0
$ 3,572,161
- 3,572,161
$ 0
5,791,647
$ 217,227,791
- 3,572,161
$ 213,655,630
0 9,204,100
0 14,962,564
0 3,080,000
0 2,182,000
0 0
$ 0 $ 29,428,664
$ 0 $ 243,084,294
2010 TOTAL
APPRO-
PRIATIONS
$ 72,712,006
26,604,640
24,491,500
435,000
7,400,000
5,000,000
8,451,014
13,422,348
660,000
10,000,000
5,791,647
$ 174,968,155
- 3,572,161
$ 171,395,994
8,204,100
10,962,564
1,830,000
1,507,000
0
$ 22,503,664
$ 193,899,658
2010
ENDING
BALANCE
$ 4,779,439
10,654,598
1,400,000
240,000
20,785,599
0
800,000
900,000
200,000
2,500,000
0
$ 42,259,636
0
$ 42,259,636
1,000,000
4,000,000
1,250,000
675,000
0
$ 6,925,000
$ 49,184,636
95
2010 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
2010 2010 2010 2010 2010
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
FUND BALANCE TAXES REVENUE REVENUE TRANSFER
1000 General Fund $ 3,000,000 $ 54,052,194 $ 3,339,196 $ 17,100,055 $ 0
SPECIAL REVENUE FUNDS:
2000 Public Works 10,650,000 7,354,938 11,849,300 7,405,000 0
2100 Social Services 1,400,000 6,166,333 18,325,167 0 0
2200 Conservation Trust 240,000 0 430,000 5,000 0
2300 Contingent 7,450,927 20,734,672 0 0 0
2400 Emergency Reserve 5,000,000 0 0 0 0
2500 Health Department 800,000 0 3,733,185 1,158,019 3,559,810
2600 Human Services 900,000 0 12,819,387 590,610 12,351
2700 Solid Waste 200,000 0 0 660,000 0
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 2,500,000 7,300,000 2,500,000 200,000 0
ENTERPRISE FUNDS:
5000 Paramedic Services 0 0 0 5,791,647 0
GROSS TOTALS $ 32,140,927 $ 95,608,137 $ 52,996,235 $ 32,910,331 $ 3,572,161
INTERFUND TRANSFER 0 0 0 0 -3,572,161
NET TOTALS $ 32,140,927 $ 95,608,137 $ 52,996,235 $ 32,910,331 $ 0
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 1,000,000 0 0 8,204,100 0
6200 Health Insurance 4,000,000 0 0 10,962,564 0
6300 Insurance 1,250,000 1,500,000 0 330,000 0
6400 Phone Services 925,000 0 0 1,257,000 0
6500 Weld Finance Corp 0 0 0 0 0
NET TOTALS - I S FUNDS $ 7,175,000 $ 1,500,000 $ 0 $ 20,753,664 $ 0
GROSS TOTALS -ALL FUNDS $ 39,315,927 $ 97,108,137 $ 52,996,235 $ 53,663,995 $ 0
96
2010
AVAILABLE
FINANCING
$ 77,491,445
2010
PERSONNEL
$ 45,018,743
2010
SERVICE/
SUPPLIES
$ 27,581,452 $
37,259,238 9,336,413 17,268,227
25,891,500 15,618,500 8,618,000
675,000 0 435,000
28,185,599 0 7,400,000
5,000,000 0 5,000,000
9,251,014 5,931,209 2,519,805
14,322,348 7,318,085 6,104,263
860,000 0 660,000
12,500,000
5,791,647
$ 217,227,791 $
-3,572,161
$ 213,655,630 $
9,204,100
14,962,564
3,080,000
2,182,000
0
$ 29,428,664 $
$ 243,084,294 $
0
4,393,072
87,616,022 $
0
87,616,022 $
0
0
0
158,837
0
158,837 $
87,774,859 $
2010
CAPITAL
2010 TOTAL
APPRO-
PRIATIONS
111,811 $ 72,712,006
2010
ENDING
BALANCE
$ 4,779,439
0 26,604,640 10,654,598
255,000 24,491,500 1,400,000
0 435,000 240,000
0 7,400,000 20,785,599
0 5,000,000 0
0 8,451,014 800,000
0 13,422,348 900,000
0 660,000 200,000
0 10,000,000
1,388,575
76,975,322 $
-3,572,161
73,403,161 $
8,189,100
10,962,564
1,830,000
1,033,623
0
22,015,287 $
95,418,448 $
10,000
10,376,811
0
10,376,811
15,000
0
0
314,540
0
329,540 $
10,706,35'
10,000,000
5,791,647
$174,968,155 $
-3,572,161
$171,395,994 $
8,204,100
10,962,564
1,830,000
1,507,000
0
22,503,664 $
$193,899,658 $
2,500,000
0
42,259,636
0
42,259,636
1,000,000
4,000,000
1,250,000
675,000
0
6,925,000
49,184,636
97
2009 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
GROSS TOTALS
INTERFUND TRANSFER
NET TOTALS
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health Insurance
6300 Insurance
6400 Phone Services
6500 Weld Finance Corp
NET TOTALS - I S FUNDS
2009
BEGINNING
BALANCE
$ 10,645,617
14,285,892
1,066,642
239,991
7,450,927
5,000,000
785,805
972,878
228,694
2009
PROPERTY
TAXES
2009 2009 2009
INTERGOV'T OTHER INTERFUND
REVENUE REVENUE TRANSFER
$ 54,012,194 $ 3,185,143 $ 15,030,871 $
7,354,938
5,775,000
0
0
0
0
0
0
0 8,000,000
0
$ 40,676,446
0
$ 40,676,446
898,283
3,602,862
0
926,723
0
$ 5,427,868
GROSS TOTALS -ALL FUNDS $ 46,104,314 $ 76,642,132
10,540,000
19,653,417
420,009
0
0
3,064,405
13,803,005
0
2,500,000
10,343,050
0
5,000
0
0
1,146,850
590,610
660,000
400,000
0 38,400 8,559,799
$ 75,142,132 $ 53,204,379 $ 36,736,180 $
0 0 0
$ 75,142,132 $ 53,204,379 $ 36,736,180 $
0
0
1,500,000
0
0
0
0
0
0
0
$ 1,500,000 $ 0 $
$ 53,204,379 $
8,516,500
10,530,000
1,580,000
1,378,982
0
22,005,482 $
58,741,662 $
0
0
0
0
0
0
3,915,471
12,351
0
0
0
3,927,822
-3,927,822
0
0
0
0
0
0
0
0
98
2009
AVAILABLE
FINANCING
$ 82,873,825
2009
PERSONNEL
$ 44,429,407
2009
SERVICE/
SUPPLIES
$ 34,304,619 $
42,523,880 8,604,690 23,269,190
26,495,059 15,180,500 9,659,559
665,000 0 425,000
7,450,927 0 0
5,000,000 0 0
8,912,531 6,060,614 2,051,917
15,378,844 7,460,236 7,018,608
888,694 0 688,694
10,900,000
8,598,199
$ 209,686,959 $
-3,927,822
$ 205,759,137 $
9,414,783
14,132,862
3,080,000
2,305,705
0
$ 28,933,350
$ 234,692,487
0
4,310,174
86,045,621 $
0
86,045,621 $
0
0
0
158,837
0
$ 158,837 $
$ 86,204,458 $
2009
CAPITAL
2009 TOTAL
APPRO-
PRIATIONS
1,139,799 $ 79,873,825
2009
ENDING
BALANCE
$ 3,000,000
0 31,873,880 10,650,000
255,000 25,095,059 1,400,000
0 425,000 240,000
0 0 7,450,927
0 0 5,000,000
0 8,112,531 800,000
0 14,478,844 900,000
0 688,694 200,000
0 8,400,000
4,038,025
81,455,612 $
-3,927,822
77,527,790 $
8,414,783
10,132,862
1,830,000
971,868
0
21,349,513
98,877,303
250,000
10,044,799
0
10,044,799
0
0
0
250,000
0
$ 250,000
$10,294,799
8,400,000
8,598,199
$177,546,032 $
-3,927,822
$173,618,210 $
8,414,783
10,132,862
1,830,000
1,380,705
0
$ 21,758,350 $
$195,376,560 $
2,500,000
0
32,140,927
0
32,140,927
1,000,000
4,000,000
1,250,000
925,000
0
7,175,000
39,315,927
99
2008 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2400 Emergency Reserve
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
GROSS TOTALS
INTERFUND TRANSFER
NET TOTALS
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating
6200 Health Insurance
6300 Insurance
6400 Phone Services
6500 Weld Finance Corp
NET TOTALS -1 S FUNDS
GROSS TOTALS - ALL FUNDS
2008
BEGINNING
BALANCE
$ 6,422,528
2008
PROPERTY
TAXES
$ 51,614,173
17,192,136 7,354,938
2,348,677 5,750,780
197,987 0
5,452,261 2,000,000
5,000,000 0
1,050,358 0
662,249 0
888,223 0
272,790
5,993,871
2008
INTERGOV'T
REVENUE
2008
OTHER
REVENUE
2008
INTERFUND
TRANSFER
$ 4,375,301 $ 24,617,944 $
11,416,258
18,345,008
430,795
0
0
3,383,343
13,648,357
0
0
8,092,855 0
0 0
7,877 0
0 0
0 0
713,575 3,646,734
836,251 117,351
713,402 0
1,690,518 1,892,015
0
0 0 77,120 7,600,608 0
$ 39,487,209 $ 72,713,762 $ 53,366,700 $ 44,474,527 $ 3,764,085
0 0 0 0 -3,764,085
$ 39,487,209 $ 72,713,762 $ 53,366,700 $ 44,474,527 $ 0
1,461,784
3,533,618
0
1,320,020
0
0
1,500,000
0
0 0
$ 6,315,422 $ 1,500,000
$ 45,802,631 $ 74,213,762
0 8,118,602
0 7,952,493
0 995,544
0 1,332,868
0 0
$ 0 $ 18,399,507 $
$ 53,366,700 $ 62,874,034 $
0
0
0
0
0
0
0
100
2008
AVAILABLE
FINANCING
2008
PERSONNEL
2008
SERVICE/
SUPPLIES
2008
CAPITAL
2008 TOTAL
APPRO-
PRIATIONS
$ 87,029,946 $ 42,536,543 $ 32,980,881 $ 866,905 $ 76,384,329
44,056,187 8,511,740
26,444,465 13, 994,605
636,659 0
7,452,261 0
5,000,000 0
8,794,010 5,698,359
15,264,208 6,802,008
1,601,625 0
9,849,194 0
21,258,555
11,169,013
396,668
1,334
0
2,309,846
7,489,322
1,372,931
0 29,770,295
214,205 25,377,823
0 396,668
0 1,334
0 0
0 8,008,205
0 14,291,330
0 1,372,931
0 9,849,194 9,849,194
7,677,728 4,142,635 3,285,093 250,000
$ 213,806,283 $ 81,685,890 $ 80,263,643 $ 11,180,304
-3,764,085 0 -3,764,085 0
$ 210,042,198 $ 81,685,890 $ 76,499,558 $ 11,180,304
9,580,386
11,486,111
2,495,544
2,652,888
0
$ 26,214,929 $
$ 236,257,127 $
7,677,728
$173,129,837 $
-3,764,085
$169,365,752 $
0 8,682,103 0 8,682,103
0 7,883,249 0 7,883,249
0 2,495,544 0 2,495,544
166,703 995,851 563,611 1,726,165
0 0 0 0
166,703 $ 20,056,747 $ 563,611 $ 20,787,061 $
81,852,593 $ 96,556,305 $ 11,743,915 $ 190,152,813 $
2008
ENDING
BALANCE
$ 10,645,617
14,285,892
1,066,642
239,991
7,450,927
5,000,000
785,805
972,878
228,694
0
0
40,676,446
0
40,676,446
898,283
3,602,862
0
926,723
0
5,427,868
46,104,314
101
GOVERNMENTAL FUNDS
2008 - 2010
REV
Summary of Estimated Financial Sources and Uses
ACTUAL PROJECTED
ENUES
2008 2009
Taxes
Licenses and permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Current:
General government
Public safety
Public works
Public health and welfare
Human Services
Culture and Recreation
Miscellaneous
Capital outlay
Contingency / Reserves
Total Use of Resources
Net Increase (Decrease) in
Fund Balance
Fund Balance at Beginning of Year
Fund Balance at End of Year - without
Unspent Contingencies / Reserves
Contingencies / Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies / Reserves
$ 80,182,212
2,089,925
53,289,580
10,571,062
7,845,617
8,898,865
$162,877,261
$ 27,464,065
37,874,959
29,770,295
34,377,018
16,282,222
960,069
5,108,868
9,849,194
1,334
$161,688,024
1,189,237
39,487,209
40,676,446
0
$ 40,676,446 $ 32,140,927
$ 82,717,959
1,993,900
53,165, 979
6,293,556
7,462,500
4,850.598
$156,484,492
$ 26,023,284
37,875,570
34,373,880
33,207,590
16,064,297
947,069
8,415,970
8,112,351
0
$ 165,020,011
- 8,535,519
40,676,446
32,140,927
0
BUDGET
2010
$102,638,137
1,860,400
52,996,235
5,699,419
7,262,000
5.266.865
$175,723,056
$ 27,155,634
38,411,709
28,840,607
33,053,514
13,583,359
935,834
1,223,690
10,000,000
12,400,000
$ 165,604,347
10,118, 709
32,140,927
42,259,636
12,400,000
$ 54,659 636
102
PROPRIETARY FUNDS
2008 - 2010
Summary of Estimated Financial Sources and Uses
ACTUAL PROJECTED
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Paramedic Services
Motor Pool
Health Insurance
Insurance
Phone Services
Weld Finance Corp
Total Use of Resources
Net Increase (Decrease) in
Fund Balance
Fund Balance at Beginning of Year
Fund Balance at End of Year - without
Unspent Contingencies / Reserves
Contingencies / Reserves Appropriated
but not Spent
Fund Balance at End of Year - with
Contingencies / Reserves
2008
$ 1,500,000
77,120
7,600,608
18,399,507
2009
$ 1,500,000
38,400
8,559,799
22,005,482
$ 27,577,235 $ 32,103,681
$ 7,677,728
8,682,103
7,883,249
2,495,544
1,726,165
0
$ 8,598,199
8,414,783
10,132,862
1,830,000
1,380,705
0
BUDGET
2010
$ 1,500,000
0
5,791,647
20,753,664
$ 28,045,311
$ 5,791,647
8,204,100
10,962,564
1,830,000
1,507,000
0
$ 28,464,789 $ 30,356,549 $ 28,295,311
- 887,554
6,315,422
1,747,132
5,427,868
5,427,868 7,175,000
0 0
- 250,000
7,175,000
6,925,000
0
$ 5,4?7 668 $ 7 175.000 $ 6 925 000
103
2008
83%
17%
WELD COUNTY
TOTAL TAXABLE PROPERTY
2009 ASSESSED VALUES
TO BE USED FOR 2010 BUDGET
Class
Vacant
Residential
Commercial
Industrial
Agricultural
Natural Rsc
Oil & Gas
State Assd
Total Value:
Less TIF Value
Net Total:
2008 Assd Value
$ 125,609,000
$ 1,258,374,790
$ 654,957,800
$ 216,214,910
$ 97,874,960
$ 14,996,920
$ 1,709,997,160
$ 487,797,900
$ 4,565,823,440
$ (4,877,710)
$ 4,560,945,730
Class 2008
Total Real $ 3,780,454,010
Total Personal $ 785,369,430
Percent of Value
Real
Personal
f 124
122
120
118
11e
114
112
110
108
2009 August Cert
$ 114,753,370
$ 1,147,452,920
$ 711,373,330
$ 282,321,520
$ 101,029,170
$ 15,670,120
$ 2,868,050,190
$ 539,042,900
Change $ Change
$ (10,855,630)
$ (110,921,870)
$ 56,415,530
$ 66,106,610
$ 3,154,210
$ 673,200
$ 1,158,053,030
$ 51,245,000
$ 5,779,693,520 $ 1,213,870,080
$ (823,179)
$ 5,778,870,341 $ 1,217,924,611
2009 August Cert Change $
$ 4,931,921,990 $ 1,151,467,980
$ 847,771,530 $ 62,402,100
2009
85%
15%
-9%
-9%
9%
31%
3%
4%
68%
11%
26.6%
26.7%
Change %
30%
8%
Change
3%
-3%
Weld Assd Value By Type
2009
Total
Personal
15%
ill
104
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
$ 690,487
0
(1,421,779)
1,651,555
(1,798,513)
2,230,357
55,141
4,445,552
1,271,294
633,240
265,529
$ 8,022,863 $ 3,697,587 $ 11,720,450
$ 241,636
6,419
565,039
106,477
0
358,049
9,698
554,421
1,682,991
106,026
66,832
$ 932,123
6,419
(856,740)
1,758,032
(1,798,513)
2,588,406
64,839
4,999,973
2,954,285
739,266
332,361
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL
CENTENNIAL JAIL
CONTRACT JAIL SPACE
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
$ 16,747,694
1,751,339
0
0
6,166,333
12,351
3,051,901
$ 27,729,618 $ 4,287,425 $ 32,017,043
$ 1,512,436 $ 18,260,130
416,692 2,168,031
0
37,000
957,215
665,752
698,329
0
37,000
7,123, 548
678,103
3,750,230
CRITICAL •• NON -MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
COMMUNICATION SYSTEM DEVEL
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TRAFFIC ENFORCEMENT
TOTAL
$ 858,111 $
187,737
6,650,265
(31,255)
1,446,306
20,000
0
165,260
677,610
2,329
51,523
134,686
0
0
0
31,901
1,090
18,656
$ 860,440
239,260
6,784,951
(31,255)
1,446,306
20,000
31,901
166,350
696,266
$ 9,974,034 $ 240,185 $ 10,214,219
105
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
TRANSPORTATION
PLANNING & ZONING/BLDG INSP
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERAN'S OFFICE
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM ASSISTANCE
JUVENILE DIVERSION
VICTIM ADVOCATES
WHITE COLLAR CRIME
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
A KID'S PLACE
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
RETIRMENT TRANSFER
TOTAL
GENERAL ASSISTANCE:
PUBLIC WORKS
ENGINEERING
TOTAL
CAPITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
BUILDING & GROUNDS
FINANCE & ADMINISTRATION
ACCOUNTING
PURCHASING
HUMAN RESOURCES
PBX/PHONES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION SERVICES
PRINTING & SUPPLY
TOTAL
$137,167 $ 196,912
1,262,635 485,101
355,066 9,461
501,530 42,873
324,630 169,014
65,357 7,172
1,974 18,406
111,000 0
67,206 7,555
58,653 2,345
39,206 0
10,625 0
297,819 23,160
21,396 11,966
65,554 0
0 0
11,367 12,596
89,250 0
7,025 0
126,071 22,416
14,905 0
32,000 0
91,500 0
0 0
$ 334,079
1,747,736
364,527
544,403
493,644
72,529
20,380
111,000
74,761
60,998
39,206
10,625
320,979
33,362
65,554
0
23,963
89,250
7,025
148,487
14,905
32,000
91,500
0
$3,691,936
$1,008,976 $4,700,912
$ - $
$ 7,354,938 $
2,235,967
$ 9,590,905 $ 1,453,063 $ 11,043,968
1,398,684 $ 8,753,622
54,379 2,290,346
$ - $
8,000,000
$ 8,000,000 $
0 8,000,000
- $ 8,000,000
$ 704,073
4,823,722
470,528
608,499
144,485
563,256
0
1,500,000
512,500
0
3,166,488
57,455
$ 12,551,006 $ (12,551,006)
$ (704,073) $
(4,823,722)
(470,528)
(608,499)
(144,485)
(563,256)
0
(1,500,000)
(512,500)
0
(3,166,488)
(57,455)
0
0
0
0
0
0
0
0
0
0
0
$
106
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 2008 ALLOCATED COSTS
APPLICABLE FOR 2010
DEPARTMENT
OFFICE OF THE BOARD
PUBLIC TRUSTEE
ELECTIONS
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
JAIL
COMMUNITY CORRECTIONS
GRAPHIC INFORMATION SERVICE
SOCIAL SERVICES
HUMAN SERVICES
PUBLIC HEALTH
POLICE SERVICES (LEVEL)
ANIMAL CONTROL
REGIONAL FORENSIC LAB
AMBULANCE
OFFICE EMERGENCY SERVICES
PLANNING & ZONING/BLDG INSP
TOTAL ALLOCATED
$324,094
8,609
142,812
480,233
13,007
743,616
2,257,309
142,207
2,587,439
49,626
30,065
1,283,863
892,938
936,633
180,648
12,689
69,105
337,647
42,787
650,641
DEPARTMENT TOTAL ALLOCATED
TRAFFIC ENFORCEMENT
PEST & WEED CONTROL
EXTENSION SERVICE
VETERAN'S OFFICE
AIRPORT
MISSILE SITE PARK
CLERK TO THE BOARD
COUNTY FAIR
COUNTY CLERK
JUVENILE DIVERSION
VICTIM ASSISTANCE
CRIMINAL JUSTICE
PUBLIC WORKS
ENGINEERING
TASK FORCE
SOLID WASTE
TRANSPORTATION
COURTS -COUNTY
HOUSING AUTHORITY
OTHER
$25,022
57,504
226,690
9,619
24,687
10,133
89,638
3,145
757,858
16,049
31,063
3,124
1,875,982
72,936
1,462
16,894
264,108
811,365
0
1,350,766
$16,834,013
The above costs are the result of a consolidated County -wide cost allocation plan for the year ended December 31, 2008,
prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2010 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 2010.
107
SEVEN YEAR TREND
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
Beginning Fund Balance
2004
2005
2006
2007
2008
2009
2010
N
N
NI
T
N1
108
SEVEN YEAR TREND
County Expenditures
$60
2004
2005
2006
2007
2008
2009
2010
El Gen Gov
O Public Safety
❑ Roads & Bridges
O Health/Human Srv/Soc Sry
109
WELD COUNTY HOME RULE GOVERNMENT
T
a)
C
O
O
O
Elected Members
Office of Emergency Management
c o
Q 03
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O
U
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Environment
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w m m y c
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W (0
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Health Director
Paramedic Services
Extension Director
a)
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O
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Administration
0 y O 0 T
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.y 0 5 c O o E e w a rn vZ g S
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110
SUMMARY OF
COUNTY FUNDED POSITIONS
2010
DEPARTMENT
LAST
ACTUAL
YEAR
2008
CURRENT
YEAR
2009
REQUEST
BUDGET
2010
RECOMMEND
BUDGET
2010
CURRENT TO
RECOMMEND
CHANGE
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
17.000
13.000
11.000
11.000
- 2.000
Clerk to the Board
6.000
6.000
6.000
6.000
Accounting
6.500
6.500
6.500
6.500
Finance and Administration
1.500
1.500
2.500
2.500
+ 1.000
Clerk and Recorder
45.000
45.000
43.500
43.500
- 1.500
Elections
5.000
5.000
5.000
5.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
37.500
37.500
33.500
33.500
- 4.000
Human Resources
6.000
6.000
5.000
5.000
- 1.000
Buildings and Grounds
24.000
26.000
26.000
26.000
Victim Witness
10.375
11.375
11.750
11.750
+ 0.375
Juvenile Diversion
3.500
1.500
1.500
1.500
Office of Emergency
Management
1.000
1.000
1.000
1.000
Purchasing
2.000
2.000
2.000
2.000
District Attorney
57.375
60.375
58.375
58.375
- 2.000
Coroner
5.500
5.500
5.500
5.500
Centennial Jail
32.000
38.000
32.000
32.000
- 6.000
North Jail
199.000
200.600
204.600
204.600
+ 4.000
Sheriff
16.000
16.000
16.000
16.000
Victim Advocates
2.000
2.000
2.000
2.000
Crime Lab
1.000
2.000
2.000
2.000
Drug Task Force
1.000
1.000
1.000
1.000
111
DEPARTMENT
LAST
ACTUAL
YEAR
2008
CURRENT
YEAR
2009
REQUEST
BUDGET
2010
RECOMMEND
BUDGET
2010
CURRENT TO
RECOMMEND
CHANGE
Sheriff Contract Services
3.000
7.000
7.500
7.500
+ 0.500
Building Inspection
16.000
9.000
9.000
9.000
Police Services
71.750
72.750
71.750
71.750
- 1.000
Traffic Enforcement
12.000
12.000
11.000
9.000
- 3.000
Community Corrections
1.000
2.000
1.000
1.000
- 1.000
Pest and Weed Control
2.000
2.000
2.000
2.000
Transportation
0.000
8.500
8.500
8.500
Justice Services
0.000
0.000
6.000
6.000
+ 6.000
Extension Service
10.750
10.750
10.080
10.080
- 0.670
Veteran's Office
1.000
1.000
1.000
1.000
Missile Site
1.000
1.000
1.000
1.000
General Engineering
23.000
20.000
20.000
20.000
Printing and Supply
2.000
2.000
2.750
2.750
+ 0.250
Fair
0.300
0.300
0.300
0.300
Geographical Info. System
1.000
1.000
0.000
0.000
- 1.000
Animal Control/Code Enforce.
5.000
5.000
5.000
5.000
TOTAL GENERAL FUND
649.050
662.650
653.605
651.605
- 11.045
PUBLIC WORKS:
Maintenance Support
10.000
9.000
9.000
9.000
Administration
7.000
7.000
7.000
7.000
Motor Graders
43.000
43.000
46.000
46.000
+ 3.000
Trucking
36.000
36.000
33.000
33.000
- 3.000
Bridge Construction
26.000
27.000
27.000
27.000
Pavement Management
9.000
10.000
10.000
10.000
Mining
11.000
5.000
5.000
5.000
TOTAL PUBLIC WORKS
142.000
137.000
137.000
137.000
0.000
112
DEPARTMENT
LAST
ACTUAL
YEAR
2008
CURRENT
YEAR
2009
REQUEST
BUDGET
2010
RECOMMEND
BUDGET
2010
CURRENT TO
RECOMMEND
CHANGE
HEALTH DEPT FUND:
Administration
8.000
8.000
8.000
8.000
Health Communication
15.000
11.750
10.750
10.750
- 1.000
Environmental Services
25.950
25.250
24.250
24.250
- 1.000
Health Preparedness
2.500
2.500
3.000
3.000
- 0.500
Public Health Services
43.650
45.600
43.410
43.410
+ 2.190
TOTAL HEALTH DEPT FUND
92.100
93.100
89.410
89.410
- 3.690
SOCIAL SERVICES
246.500
263.000
263.000
263.000
PHONE SERVICES
2.000
2.000
2.000
2.000
PARAMEDIC SERVICES
51.000
51.000
55.000
51.000
GRAND TOTAL
1,185.650
1,208.750
1,196.015
1,194.015
-14.735
113
114
GENERAL FUND
Revenue Changes
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
❑ 2009
❑ 2010
'c 2'4
}ey Cty tai `N. oe Bey os) C4Qi
4:z> ooJ e S evi .i' a°0 a\a
t°Qe O"re ePo �e�c ey\ 0�5 ��°� , *
Q ie `q, eCy e 1 fey �.y �J
N0 �.o ra<c� 4..
G
2010 Revenue
Total $77,491,445 (2009 $76,978,208)
Property Tax,
$54,052,194, 71%
Fund Balance,
$3,000,000, 4%
Miscellaneous,
$5,020,819, 6%
Other Taxes, $100,000,
0%
Fee Accounts,
zr—$7,162,000, 10%
Intergovernmental,
$3,339,196, 4%
Licenses/Permits,
$1,145,000, 1%
Charges for Services,
$3,437,236, 4%
Fines/Forfeitures,
$235,000, 0%
115
GENERAL FUND
EXPENDITURE CHANGES
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Public Safety General Gov.
Health &
Welfare
Human Serv.
Misc.
Auxilary Public Works Culture/Rec.
2010 Expenditures
Total $72,712,006 (2009 $74,277,342)
General Gov.,
$27,155,634, 37%
Public Safety,
$38,411,709, 53%
Health & Welfare,
$3,162,901, 4%
Human Serv., $173,362,
0%
Misc., $677,238, 1%
Auxilary, $394,361, 1%
Public Works, $2,235,967,
3%
Culture/Rec., $500,834,
1%
116
SEVEN YEAR TREND
General Government
$30
$25
$20
$10
$5
$0
2004
i
2008
i
2009
2010
117
SEVEN YEAR TREND
Public Safety
$45
$40
$35
$30
ti $25
z
O
J
J_
$20
$15
$10
$5
$0
2004
2005
2006
2007
i
i
I
2008
2009
2010
118
SEVEN YEAR TREND
Health & Welfare
$60
$50
$40
0
Z
j $30
J
m
$20
$10
$0
2004
2005
2006
I
2007 2008
I
2009
119
GENERAL FUND SUMMARY
The General Fund is funded at the level of $72,712,006, down $1,565,336. The budget for the
general government functions is down $99,787, even with an increase of $441,101 in election
costs since 2010 is a general election year with general and primary elections. Information
Services increased $265,488 in costs due to the contract cost of living, transfer of a GIS
employee to the contractor's payroll, and added capital costs. GIS is down $112,477 due to the
transfer of the position to the contractor's budget. The District Attorney's budget is down
$40,592 due the elimination of a clerical position as the office moves more towards paperless
filings. Victim Witness is up $25,709 from additional grant resource for staffing. The Building
and Grounds budget has been reduced by $256,939 because of lower energy costs. The
Assessor reduced one Office tech III, two Data Collector positions, and one Residential
Appraisal position for a savings of $154,406, with an additional reduction of $60,300 in postage,
printing, and other professional services, for a total reduction of $214,706. Capital equipment
was reduced $50,000. Planning is down $140,261 with the elimination of a Planning Tech and
Long Range Planner position due to the department's workload being down. Other
departments are stable or down only slightly.
Public safety functions are down $263,371. An Investigator for to the White Collar Crime Task
Force ($84,567) was reduced. An additional 0.5 FTE for a school resource officer was added,
but the additional costs will be reimbursed by the Mead High School. Three SO Deputy II
positions were eliminated in the Traffic Enforcement unit ($216,621). In the North Jail budget
significant costs have been deferred by opening only 64 of the remaining 122 secure
confinement beds in the new jail wing. The added costs to open the 64 beds were
approximately $645,000 with the addition of six Correctional Officer positions. Part of this cost
was offset by eliminating two Commander positions. Inmate census trends during the seven
month period prior to the development of this budget indicate the 683 bed capacity should be
adequate in 2010. The approximately $900,000 in deferred jail cost is not a permanent cost
savings as additional staff and capacity will be needed in the future. The Centennial Jail budget
reflects the transfer of two entire programs, Pre -Trial Services (PTS) and In Custody Alternative
Placement Program (ICAPP) to the newly created Justice Services Department in the amount
of $453,072 across all budget categories, including four FTE's associated with those programs.
Personnel services in the Centennial Jail was reduced an additional $106,946 by the elimination
of two client manager positions in the Work Release Program. The utilization of Work Release
has declined reflected further by reduced revenues from client participation fees. On June 29,
2009, the Board of County Commissioners created the Justice Services Division. The
proposed budget for the new Justice Services Division is $478,821 for a savings of $83,977.
Even with this savings, the resources budgeted allow for funding of the Director of the division,
three Pre -trail Client Managers, Pre-trial Services Supervisor, and a Criminal Justice Planner.
The creation of this division should allow for improved pre -trail services that will positively
impact public safety and more cost effectively deal with clients in the criminal justice system to
minimize the need to incarcerate the clients in the county jail. The addition of the Criminal
Justice Planner position will allow for a position to do system -wide analysis of the entire criminal
justice system in Weld County and the 19th Judicial District to maximize its efficiency for all
parties, while still protecting the public's safety. Pest and Weed is down $251,347 as the
department transferred prairie dog control and tree removal responsibilities back to Public
Works. Communication costs are down $111,784, primarily due to the new funding formula
and E911 picking up overtime costs.
Other significant changes include Engineering which is down $253,260 due to consultant
contracts and engineering costs due to lower projects costs. The General Fund's subsidy to
the Public Health Department is down $538,570 due to reduction in programs as part of the
budget review process done in 2009. Transfer to the Retirement Fund of $250,000 was
120
eliminated in the 2010 budget since no cost of living will be granted to retirees in 2010.
Extension Services were reduced $75,870 with the new Memorandum of Understanding with
Colorado State University. Funding to outside agencies was cut $108,125. Finally, $153,371is
included for health insurance rate increases for 2010. No employee pay increases are funded
in the 2010 budget due to economic conditions.
The available resources to the General Fund are $77,491,445 compared to $76,978,208 in
2009, up $513,237. Property taxes are budgeted at $54,052,194. Revenue from interest
earnings are down $807,000 at $2,393,000 for 2010. Oil and Gas Royalties are up $175,000.
Fines are up $70,000 from traffic enforcement. Planning and Building Inspection fees are
unchanged due to the slowdown in development and residential construction. Charges for
services are up $150,090. The Treasurer's fees are anticipated to be up $400,000 due to the
volume of activity and conservative estimates in the past. Clerk and Recorder's fees are down
$400,000 due to slowing motor vehicle sales and slowdown in recording fees from new
construction and mortgage refinancing activities. Intergovernmental revenues are up $154,053.
Recovery of indirect costs to grant programs is up $200,735. Other revenues are stable or only
slightly changed.
The beginning fund balance is anticipated to be $3,000,000 for 2010. An estimated ending
fund balance of $4,779,439 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 $5,000,000, 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 2010 and future years.
121
GENERAL FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES
1000 90100 4150 TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE
1000 17100 4221 PERMITS
1000 25100 4222 BUILDING
1000 25100 4224 ELECTRICAL
1000 25100 4226 PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
1000 90100 4318 PAYMENT IN LIEU OF TAXES
1000 15100 4336 REIMBURSEMENTS
1000 21210 4336 REIMBURSEMENTS
1000 24410 4336 REIMBURSEMENTS
1000 15100 4340 GRANTS
1000 15200 4340 GRANTS
1000 15300 4340 GRANTS
1120 15300 4340 GRANTS
1130 15300 4340 GRANTS
114006 15300 4340 GRANTS
1000 16500 4340 GRANTS
1000 21300 4340 GRANTS
1000 24200 4340 GRANTS
116009 24220 4340 GRANTS
116509 24220 4340 GRANTS
116998 24220 4340 GRANTS
1000 96400 4340 GRANTS
1000 90100 4352 THORNTON
1000 21200 4354 CITIES AND TOWNS
1000 21300 4354 CITIES AND TOWNS
1000 24410 4354 CITIES AND TOWNS
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
1000 10200 4410 CHARGE FOR SERVICES
1000 10400 4410 CHARGE FOR SERVICES
1000 11200 4410 CHARGE FOR SERVICES
1000 15100 4410 CHARGE FOR SERVICES
1000 16500 4410 CHARGE FOR SERVICES
1000 17350 4410 CHARGE FOR SERVICES
1000 17600 4410 CHARGE FOR SERVICES
1000 21100 4410 CHARGE FOR SERVICES
1000 21200 4410 CHARGE FOR SERVICES
1000 21220 4410 CHARGE FOR SERVICES
1000 24410 4410 CHARGE FOR SERVICES
1000 24420 4410 CHARGE FOR SERVICES
1000 26100 4410 CHARGE FOR SERVICES
2009 2010 2010 2010
Budget Request Recommend Final
54,012,194 54,052,194 54,052,194 0
100,000 100,000 100,000 0
54,112,194 54,152,194 54,152,194 0
5,000 5,000 5,000 0
350,000 350,000 350,000 0
500,000 500,000 500,000 0
90,000 90,000 90,000 0
200,000 200,000 200,000 0
1,145,000 1,145,000 1,145,000 0
1,750 2,000 2,000 0
60,000 60,000 60,000 0
15,000 15,000 15,000 0
20,000 20,000 20,000 0
123,497 100,090 100,090 0
63,934 57,085 57,085 0
165,276 187,334 187,334 0
35,418 35,418 35,418 0
91,300 107,383 107,383 0
14,947 14,972 14,972 0
143,000 153,000 153,000 0
74,268 74,268 74,268 0
77,740 77,740 77,740 0
0 1,943,523 1,943,523 0
0 104,878 104,878 0
1,943,523 0 0 0
2,400 2,400 2,400 0
29,890 29,890 29,890 0
0 31,040 31,040 0
8,200 8,200 8,200 0
315,000 315,000 315,000 0
3,185,143 3,339,221 3,339,221 0
3,000 3,000 3,000 0
57,120 50,941 50,941 0
230,000 100,000 100,000 0
50,000 40,000 40,000 0
366,863 422,500 422,500 0
20,000 20,000 20,000 0
250,859 300,000 300,000 0
60,000 145,287 145,287 0
305,696 317,260 317,260 0
561,733 648,173 648,173 0
319,000 329,200 329,200 0
915,000 892,000 892,000 0
10,000 10,000 10,000 0
122
GENERAL FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
1000 50100 4410 CHARGE FOR SERVICES
1000 90100 4420 PARKING
1000 13100 4430 SALE OF SUPPLIES
1000 15100 4430 SALE OF SUPPLIES
1000 17100 4430 SALE OF SUPPLIES
1000 17600 4430 SALE OF SUPPLIES
TOTAL CHARGE FOR SERVICES
FINES AND FORFIETURES
1000 21210 4510 FINES
1000 90100 4510 FINES
TOTAL FINES AND FORFIETURES
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS
1000 22100 4624 RENTS FROM BUILDINGS
1000 90100 4624 RENTS FROM BUILDINGS
1000 90100 4640 OIL AND GAS
1000 90100 4650 OVERHEAD
1000 21200 4670 REFUND OF EXPENDITURE
1000 21260 4670 REFUND OF EXPENDITURE
1000 26200 4670 REFUND OF EXPENDITURE
1000 23200 4680 OTHER
1000 96200 4680 OTHER
1000 15400 4690 DONATIONS
TOTAL MISCELLANEOUS
FEES
1000 12100 4720 ADVERTISING FEES
1000 10300 4730 OTHER FEES
1000 11100 4730 OTHER FEES
1000 12100 4730 OTHER FEES
1000 13100 4730 OTHER FEES
1000 15100 4730 OTHER FEES
1000 24410 4730 OTHER FEES
1000 90100 4740 FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
2009 2010 2010 2010
Budget Request Recommend Final
1,375 1,375 1,375 0
26,500 28,500 28,500 0
10,000 10,000 10,000 0
65,000 80,000 80,000 0
5,000 5,000 5,000 0
30,000 34,000 34,000 0
3,287,146 3.437.236 3,437.236 0
115,000 165,000 165,000 0
50,000 70,000 70,000 0
165,000 235,000 235,000 0
3,200,000 2,393,000 2,393,000 0
56,200 56,200 56,200 0
70,000 369,136 369,136 0
575,000 750,000 750,000 0
789,265 990,000 990,000 0
45,000 45,000 45,000 0
117,960 115,383 115,383 0
47,100 51,400 51,400 0
700 700 700 0
250,000 250,000 250,000 0
20,000 0 0 0
5,171,225 5,020,819 5,020,819 0
50,000 50,000 50,000 0
200,000 200,000 200,000 0
4,400,000 4,000,000 4,000,000 0
2,200,000 2,600,000 2,600,000 0
65,000 65,000 65,000 0
2,500 2,000 2,000 0
195,000 195,000 195,000 0
50,000 50,000 50,000 0
7,162,500 7,162,000 7,162,000 0
74,226,208 74,491,470 74,491,470 0
123
GENERAL FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD
1000 10200 COUNTY ATTORNEY
1000 10400 CLERK TO THE BOARD
1000 11100 COUNTY CLERK
1000 11200 ELECTIONS AND REGISTRATION
1000 11300 MOTOR VEHICLE
1000 12100 TREASURER'S OFFICE
1000 13100 ASSESSOR
1000 14100 COUNTY COUNCIL
1000 15100 DISTRICT ATTORNEY
1000 15200 JUVENILE DIVERSION
1000 15300 VICTIM WITNESS
1120 15300 VICTIM WITNESS
1130 15300 VICTIM WITNESS
114006 15300 VICTIM WITNESS
1000 15400 WHITE COLLAR CRIME
1000 16100 FINANCE
1000 16200 ACCOUNTING
1000 16300 PURCHASING
1000 16400 PERSONNEL
1000 16500 TRANSPORTATION
1000 17100 PLANNING OFFICE
1000 17200 BUILDINGS AND GROUNDS
1000 17300 INFORMATION SERVICES
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM
1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION
1000 17600 PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
2009 2010 2010 2010
Budget Request Recommend Final
691,187 690,487 690,487 0
753,399 704,073 704,073 0
327,286 316,470 316,470 0
834,780 839,814 839,814 0
1,310,454 1,751,555 1,751,555 0
1,723,407 1,738,407 1,738,407 0
867,617 851,487 851,487 0
2,520,063 2,305,357 2,305,357 0
64,871 55,141 55,141 0
4,768,734 4,728,142 4,728,142 0
85,245 78,481 78,481 0
475,552 485,153 485,153 0
35,418 35,418 35,418 0
91,300 107,383 107,383 0
14,947 14,972 14,972 0
20,000 0 0 0
288,565 470,528 470,528 0
608,499 608,499 608,499 0
144,485 144,485 144,485 0
763,442 563,256 563,256 0
657,197 712,667 712,667 0
1,569,064 1,428,803 1,428,803 0
5,080,661 4,823,722 4,823,722 0
2,901,000 3,166,488 3,166,488 0
259,178 146,701 146,701 0
50,000 0 0 0
349,070 391,455 391,455 0
27,255,421 27,158,944 27,158,944 0
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 1,421,581 1,416,581 1,416,581 0
1000 21200 SHERIFF'S OPERATIONS 7,228,984 7,043,565 7,043,565 0
1000 21210 TRAFFIC CONTROL 1,117,476 1,005,050 857,610 0
1000 21220 MUNICIPAL CONTRACT SERVICES 539,063 616,918 616,918 0
1000 21230 ORDINANCE 88 ENFORCEMENT 460,029 440,066 440,066 0
1000 21260 REGIONAL LAB 308,275 303,120 303,120 0
1000 21300 VICTIM ADVOCATES 149,022 148,022 148,022 0
1000 21410 DRUG TASK FORCE 165,260 165,260 165,260 0
1000 22100 COMMUNICATIONS SERVICE 1,656,696 1,502,506 1,502,506 0
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 20,000 20,000 20,000 0
1000 22400 CRIMIAL JUSTICE SYSTEM 815,705 858,111 858,111 0
1000 23200 COUNTY CORONER 633,940 633,940 633,940 0
1000 24100 JUSTICE SERVICES 0 478,821 478,821 0
1000 24200 COMMUNITY CORRECTIONS 170,287 77,740 77,740 0
116008 24220 THE RESTITUTION CENTER 1,943,523 0 0 0
116009 24220 THE RESTITUTION CENTER 0 1,943,523 1,943,523 0
116509 24220 THE RESTITUTION CENTER 0 104,878 104,878 0
1000 24410 NORTH JAIL COMPLEX 17,018,137 17,606,894 17,606,894 0
1000 24420 CENTENNIAL JAIL 3,210,795 2,643,339 2,643,339 0
1000 25100 BUILDING INSPECTION 894,457 880,526 880,526 0
1000 26100 WEED AND PEST 762,877 511,530 511,530 0
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 158,973 158,759 158,759 0
TOTAL PUBLIC SAFETY 38,675,080 38,559,149 38,411,709 0
PUBLIC WORKS
1000 31100 ENGINEERING 2,489,227 2,235,967 2,235,967 0
CULTURE & RECURATION
1000 50100 MISSILE PARK
1000 50200 PARKS AND TRAILS
1000 56100 AIRPORT
TOTAL CULTURE & RECURATION
72,081 68,681 68,681 0
32,000 32,000 32,000 0
15,000 1,974 1,974 0
119,081 102,655 102,655 0
124
GENERAL FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
1000 56110
1000 56120
1000 56130
1000 56140
1000 56150
1000 56160
1000 60200
HEALTH AND WELFARE
SENIOR PROGRAMS
WASTE WATER
DEVELOPMENTALLY DISABLED
MENTAL HEALTH
A KID'S PLACE
COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
ECONOMIC ASSISTANCE
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL
1000 90150 COMMUNITY AGENCIES GRANTS
1000 96100 EXTENSION
1000 96200 FAIR
1000 96400 VETERANS
1000 96500 ISLAND GROVE BUILDINGS
1000 99999 SALARY CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
2009 2010 2010 2010
Budget Request Recommend Final
12,500 12,500 10,625 0
11,367 11,367 11,367 0
46,125 172,225 39,206 0
104,599 111,000 111,000 0
8,750 7,025 7,025 0
3,852,822 3,064,252 3,064,252 0
4,036,163 3,378,369 3,243,475 0
105,000 105,000 89,250 0
606,000 512,500 512,500 0
103,530 123,030 14,905 0
400,500 324,630 324,630 0
318,945 308,945 308,945 0
68,395 67,757 67,757 0
100,000 91,500 91,500 0
0 153,371 153,371 0
1,597,370 1,581,733 1,473,608 0
74.277,342 73,121,817 72,715,608 0
125
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major
department is overseen by one Commissioner, with each Commissioner serving as an assistant
in another area, on a rotating basis each year. Statutory duties also include sitting as the Board
of Equalization to hear appeals on tax assessments; sitting as the County Board of Social
Services; and filling, by appointment, all vacancies in county offices except the Board of
Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 570,514
$ 566,837
$ 566,837
$ 566,837
Supplies
8,451
450
450
450
Purchased Services
104,584
123,900
123,200
123,200
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 683,549
$ 691,187
$ 690,487
$ 690,487
Revenue
0
0
0
0
Net County Cost
$ 683,549
$ 691,187
$ 690,487
$ 690,487
Budgeted Positions
6
6
6
6
SUMMARY OF CHANGES: Other purchased services were reduced by $700. No other
changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
126
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
Efficiency Measures
ACTUAL ESTIMATED PROJECTED
0.246 0.225
$2.93 $2.58
FTE's per 10,000/capita 0.257
Per capita cost (county support) $2.83
Goal ES1: Enable County departments and its service partners to deliver quality customer service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES1-1: Clearly -defined
performance
expectations and
standards
Citizen satisfaction feedback for
service delivery departments
High
High
High
ESI-2: Conveniently
accessed and easy -to-
use services
ES1-3: Unity of
County service delivery
ES1-4: Satisfied
customers
Resident and visitor satisfaction
feedback with County services
High
High
High
Goal ES2: Enhance community access to reliable information regarding services and County government
issues.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES2-1: Easily
accessible information
regarding County
services and programs
(priority outcome)
Community satisfaction with
information availability
Customers awareness of services
provided by Weld County government
High
High
High
High
High
High
ES2-2: Positive image
of County government
Percent of residents with a positive
image of Weld County government
N/A
N/A
90%
127
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. Of three full-time assistants, two share the responsibilities of the County
Attorney, while one enforces child support obligations and handles dependency neglect cases.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 545,196
$ 569,094
$ 569,094
$ 569,094
Supplies
6,760
2,000
2,000
2,000
Purchased Services
95,137
182,305
132,979
132,979
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 647,093
$ 753,399
$ 704,073
$ 704,073
Revenue
8,548
3,000
3,000
3,000
Net County Cost
$ 638,545
$ 750,399
$ 701,073
$ 701,073
Budgeted Positions
4
4
4
4
SUMMARY OF CHANGES: The budget is down $49,326 due to a reduction in the purchase of
legal books and publications that are now accommodated by West Law's on-line services. The
amount for these publications and subscription services were also over budgeted for in 2009,
which makes the savings larger than just the saving from actual 2009 costs versus the
budgeted amount.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
128
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
Work Outputs
ACTUAL ESTIMATED PROJECTED
for legal assistance 425
health cases 53
77
450 450
55 55
115 120
0.164 0.149
$2.74 $2.62
185 185
# of new requests
# of new mental
# of new code violations
Efficiency Measures
FTE's per 10,000/capita 0.171
Per capita cost (county support) $2.99
Number of agenda requests/D&N/mental
cases per FTE 179
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and department heads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES3-l: Efficient
and effective legal
representation of
Weld County
Client satisfaction of elected officials and
department heads
N/A
95%
99%
129
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 C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only,
salaries and operating costs are funded by public trustee fees outside of county budget.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
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
222,370
200,000
200,000
200,000
Net County Cost
$ - 222,370
$ - 200,000
$ - 200,000
$ - 200,000
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 $200,000, will be transferred to the
General Fund in 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
130
PUBLIC TRUSTEE
BUDGET 2010
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
FICA Contribution
SUTA Taxes
Retirement Plans
Medical Insurance
Education/Training
Misc./Other
Total Personnel
Operating Expenses:
Accounting/Auditing/Legal Services
Building/Office Rental/Storage
Dues and Meetings
Equipment Maintenance/Rental
Insurance/Bond
IT Support
Office Supplies
Postage
Telephone/Utilities
Travel/Mileage
Total Operating
Capital Outlay:
Computer Hardware Purchases
Total Capital Outlay
Total Expenses
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND
$ 182,371
789,861
48,297
$ 1,020,529
$ 71,826
182,697
20,369
618
16,272
44,609
1,245
3.000
$ 340,636
$ 123,899
27,532
5,632
7,319
1,162
10,300
13,343
20,461
16,514
5.246
$ 231,408
$ 9,687
$ 9,687
$ 581,731
$ 438,798
131
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 272,909
$ 311,897
$ 301,081
$ 301,081
Supplies
37,307
13,500
13,500
13,500
Purchased Services
14,028
13,092
13,092
13,092
Fixed Charges
-10,055
- 11,203
- 11,203
- 11,203
Capital
0
0
0
0
Gross County Cost
$ 314,189
$ 327,286
$ 316,470
$ 316,470
Revenue
60,948
57,120
50,941
50,941
Net County Cost
$ 253,241
$ 270,166
$ 265,529
$ 265,529
Budgeted Positions
6
6
6
6
SUMMARY OF CHANGES: The net county costs are down $4,637. Personnel Services are
down $10,816 with a phased retiree paid at a lower rate and no retirement contribution. All
other expenditures are the same. Revenue from the charge to Phone Services for the
switchboard function is down $5,179 due to the personnel costs for the switchboard operator
being lower.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
132
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 4,750 5,000 5,000
Number of BOE hearings scheduled 50 500 50
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per meeting/hearing
0.257
$1.00
$1,018.99
0.246
$1.09
$1,174.63
0.224
$0.99
$1154.47
Goal ES4: To improve
between the Count)
service, increase efficiency and provide greater information access and exchange
Commissioners and the citizens of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES4-1: User
friendly
government
information and
services
Percent of users (residents, visitors,
employees, etc.) satisfied with services
and information
N/A
95%
95%
133
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 637,901
$ 643,021
$ 648,055
$ 648,055
Supplies
75,110
74,404
74,404
74,404
Purchased Services
64,635
102,355
102,355
102,355
Fixed Charges
10,958
15,000
15,000
15,000
Capital
35,144
0
0
0
Gross County Cost
$ 823,748
$ 834,780
$ 839,814
$ 839,814
Revenue
4,299,369
4,400,000
4,000,000
4,000,000
Net County Cost
$ -3,475,621
$ -3565,220
$ -3,160,186
$ -3,160,186
Budgeted Positions
10 FTE Recording
3 FTE Admin.
10 FTE Recording
3 FTE Admin.
8.5 FTE Recording
3 FTE Admin.
8.5 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES: 1.5 Office Tech Ill were reduced and the 9% health insurance
increase was included. One of the positions was vacant and unfunded in 2009, but eliminated
in 2010. All other expense line items are unchanged. Revenue is down $400,000 due to
legislative changes concerning sales tax vendor fees, and car sales being lower.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
134
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
Work Out. uts
recorded
produced
licenses issued
ACTUAL ESTIMATED PROJECTED
71,138 69,266 76,193
647,273 628,032 690,835
1,633 1,392 1,531
0.56 0.53 0.43
$3.53 $3.43 $3.13
7,144 6,927 7,619
Number of documents
Number of copies
Number of marriage
Efficiency Measures
FTE's per 10,000/capita — Recording
Per capita contribution
Number of documents recorded per FTE
Goal ES5: Ensure statutory requirements and regulations governing the recording, indexing, imaging and
electronic archiving. To be accountable and responsible to the public's needs. Ensure that the citizens
receive professiona , timely and quality service at all times.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES5-1: Receive
documents for
recording and
electronic
recording
100% accuracy with indexing
and verification
99.5%
99.5%
99.5%
ES5-2: Educate
citizens on the
research process
Posted educational signs
Website updates
14
4
15
4
15
4
ES5-3: Provide
access for copies
Customer satisfaction
6 complaints
4 complaints
0 complaints
135
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 662,135
$ 539,606
$ 721,828
$ 721,828
Supplies
771,668
448,820
721,490
721,490
Purchased Services
239,595
312,128
298,337
298,337
Fixed Charges
2,860
9,900
9,900
9,900
Capital
0
0
0
0
Gross County Cost
$ 1,676,258
$ 1,310,454
$ 1,751,555
$ 1,751,555
Revenue
96,177
230,000
100,000
100,000
Net County Cost
$ 1,580,081
$ 1,080,454
$ 1,651,555
$ 1,651,555
Budgeted Positions
4
5
5
5
SUMMARY OF CHANGES: Budgeted expenses have been increased $441,101 to support a
Primary and General Election in 2010. Some legal changes regarding mailing of ballots and
notices will cause the cost of the elections to exceed even a Presidential Election year. This
budget assumes that current election equipment can be used in 2010. Revenue is estimated at
$100,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
136
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter
transactions 378,961 358,286 442,886
Revenue generated from elections $96,177 $230,000 $100,000
Efficiency Measures
FTE'S per 10,000/capita
0.215 0.205 0.187
Per capita cost (county support) $6.77 $4.43 $6.54
Transactions per FTE 75,792 71,657 88,577
Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Vote Center
voting, Mail -In Ballots, Early voting or Provisional voting. Register all voters that have a desire to vote and
allow them to cast a ballot at the time of the election. Provide a Vote Center that is organized, safe and free
of influence. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the election office and all duties charged to the office.
DESIRED
PRELIMINARY PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES6-1:
Opportunities for
every eligible
registered voter to
conveniently cast a
vote
100% of vote centers are ADA compliant
100%
100%
100%
ES6-2: Votes
counted and
reported accurately
and in a timely
manner
100% accuracy between votes cast and votes
reported
99.9%
99.9%
99.9%
ES6-3: Integrity of
voter records
maintained
100% accuracy between votes cast and votes
reported
100%
100%
100%
ES6-4: Educated
voters
Measured by the percent of voter turn -out
91.6%
60%
75%
ES6-3: Voter
Press Releases
9
8
8
Outreach
Direct Mailings
7
3
8
Website announcements
4
4
4
137
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,524,398
$ 1,567,166
$ 1,567,166
$ 1,567,166
Supplies
12,451
14,720
14,720
14,720
Purchased Services
147,476
140,521
155,521
155,521
Fixed Charges
29
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,684,354
$ 1,723,407
$ 1,738,407
$ 1,738,407
Revenue
0
0
0
0
Net County Cost
$ 1,684,354
$ 1,723,407
$ 1,738,407
$ 1,738,407
Budgeted Positions
32 Full-time
4 Part-time
32 Full-time
4 Part-time
32 Full-time
4 Part-time
32 Full-time
4 Part-time
SUMMARY OF CHANGES: Postage was increased $15,000 due to postage rate increases.
No other line item changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
138
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 493,544 479,330 527,263
FORT LUPTON BRANCH OFFICE: Number
of marriage licenses issued 172 108 119
DEL CAMINO BRANCH OFFICE: Number of
marriage licenses issued 258 202 222
Efficiency Measures
FTE'S per 10,000/capita — DMV 1.37 1.31 1.19
Per capita cost $7.22 $7.07 $6.49
Number of titles/registrations issued per FTE
15,423 14,979 16,477
Goal ES7: Ensure every motor vehicle is properly titled and registered according to current Colorado laws.
To be accountable and responsible to the public's needs within the guidelines of the law. Ensure that the
citizens receive professional, timely and quality service at all times.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES7-1: Receive
documents for
titling and
registering
100% accuracy with indexing
and verification
Customer satisfaction
98%
5 complaints
99%
2 complaints
99%
0 complaints
ES7-2: Educate
customers (public,
dealers, banks, title
clerks, etc.)
Press releases
Website updates
Posting of educational signs
I
4
15
4
4
15
4
4
15
139
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 571,788
$ 601,055
$ 567,920
$ 567,920
Supplies
322,581
36,700
36,700
36,700
Purchased Services
205,874
229,862
246,867
246,867
Fixed Charges
0
0
0
0
Capital
8,440
0
0
0
Gross County Cost
$ 1,108,683
$ 867,617
$ 851,487
$ 851,487
Revenue
2,384,738
2,250,000
2,650,000
2,650,000
Net County Cost
$ -1,276,055
$ - 1,382,383
$ - 1,798,513
$ - 1,798,513
Budgeted Positions
10
10
10
10
SUMMARY OF CHANGES: Salaries were reduced by $33,135 through retirements and
moving a full time position for collections to part time. Contract services for banking charges
are up $17,005. Expenses overall are down $1,692. Revenues from Treasurer fees are up
$400,000. Net county costs are down $416,130.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
140
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
Work Outputs
ACTUAL ESTIMATED PROJECTED
276M
Collected 64M
97M
285M 330M
64M 64M
97M 98M
.410 .375
$3.55 $3.18
Property Tax Collected
Miscellaneous Revenue
Investments
Efficiency Measures
FTE's per 10,000/capita .440
Per capita expenditure $3.53
Goal ES8: To provide County treasury and tax collection services in the most accurate, efficient and cost-
effective manner possible.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES8-1: Effective
and cost-efficient
County tax
collection
Cost per tax bill
Number of tax bills per FTE
Redistribute certain inefficient seasonal
work to existing staff
$5.14
17,333
$5.13
17,333
$5.13
17,400
ES8-2: Investments
that are safe, liquid
and deliver the best
yield possible — in
that order
Return on investments
2.42%
2.40%
2.40%
141
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,031,634
$ 2,225,267
$ 2,070,861
$ 2,070,861
Supplies
505,376
61,296
61,296
61,296
Purchased Services
120,513
233,500
173,200
173,200
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,657,523
$ 2,520,063
$ 2,305,357
$ 2,305,357
Revenue
85,183
75,000
75,000
75,000
Net County Cost
$ 2,572,340
$ 2,445,063
$ 2,230,357
$ 2,230357
Budgeted Positions
37.5
37.5
33.5
33.5
SUMMARY OF CHANGES: The Assessor reduced one Office Tech III (Grade 15), two Data
Collector positions (Grade 15) and one Residential Appraisal position (Grade 25). The net
savings is $154,406. Due to 2010 not being a reappraisal year, Purchased Services were
reduced $60,300 in postage, printing, and other professional services. Net county costs are
down $214,706.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
142
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal
property and SA) 196,743 199,405 203,377
Telephone Calls Answered 30,000 30,000 30,000
Number of administrative updates to
database 148,000 140,000 140,000
Number of walk-ins requesting assistance 2,500 3,000 2,500
Number of Property Inspections 8,000 8,000 8,000
Sales Verification 11,000 8,000 8,000
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per parcel
Parcels Per FTE
1.65
$10.14
$13.07
5,246
1.53
$9.12
$12.26
65,318
1.25
$8.32
$10.97
6,877
Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County taxing
authorities.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ADJUST
ESTIMATED
PROJECTED
ES9-l: Effective
County property
valuation
Complete submission of the tax warrant
by the January 10th statutory date
Compliance with all statutory deadlines
and requirements
Successful report on the annual study
audit for Assessors
Done
Done
Done
Done
Done
Done
Planned to
Achieve
Planned to
Achieve
Planned to
Achieve
ES9-2: User
friendly e-
government
sharing for
assessment and
property data
Percent of users satisfied with
electronic/technology access to services
and information
Percent of operations, services and
programs available through website
access
N/A
N/A
N/A
N/A
95%
95%
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five
member unsalaried County Council chosen in non-partisan elections. Major responsibilities of
the Council are setting salaries of all elected officials, filling vacancies in the Board of County
Commissioners, reviewing county government and making periodic reports to the citizens, and
authorizing an increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 10,210
$ 21,001
$ 21,001
$ 21,001
Supplies
428
400
300
300
Purchased Services
3,118
43,470
33,840
33,840
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 13,756
$ 64,871
$ 55,141
$ 55,141
Revenue
0
0
0
0
Net County Cost
$ 13,756
$ 64,871
$ 55,141
$ 55,141
Budgeted Positions
1 PT
1 PT
1 PT
1 PT
SUMMARY OF CHANGES: Reductions were made in office supplies ($100) and professional
services ($9,730) for a total reduction of $9,830.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 0.043 0.041 0.037
Per capita cost (county support) $0.131 $0.266 $0.206
144
SEVEN YEAR TREND
District Attorney
2004
2005
2006
2007
2008
2009
2010
145
SEVEN YEAR TREND
District Attorney Local Cost
5
4.5
4
3.5
3
N
2
0 2.5
J
2
1.5
0.5
0
2004
2005 2006
2007
2008
t
2009
2010
146
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or
investigation and complaint of law enforcement agencies; answers all criminal complaints of the
people; handles such civil matters as juvenile actions, and non-support actions; serves as
attorney for all county officers except the County Commissioners; handles consumer fraud and
welfare fraud complaints.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,071,344
$ 4,407,734
$ 4,382,342
$ 4,382,342
Supplies
104,774
75,000
75,000
75,000
Purchased Services
199,397
286,000
270,800
270,800
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,375,515
$ 4,768,734
$ 4,728,142
$ 4,728,142
Revenue
185,893
300,997
282,590
282,590
Net County Cost
$ 4,189,622
$ 4,467,737
$ 4,445,552
$ 4,445,552
Budgeted Positions
57.375
60.375
58.375
58.375
SUMMARY OF CHANGES: Personnel Services include the elimination of one Office Tech III
position in the Investigation Unit. A request to upgrade an Office Tech III to Office Tech IV is
included to maintain parity with other positions. A Chief Deputy District Attorney position was
on the manning document, but not funded. That position has been taken off the manning
document. In 2008 the DA secured a federal grant in the amount of $223,587. The grant funds
a Chief Deputy District Attorney position in charge of gang prosecutions which was added in
2009. The grant will pay $100,090 of the $127,570 for the position in 2010. The county will
have to decide in the 2011 budget process whether to continue funding the position 100% with
county funds in 2011.
Reductions were made in vehicle expenses ($8,200), and travel and meetings ($7,000). In the
Motor Pool budget unit a new replacement vehicle for an investigator is recommended.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The upgrade of
the Office Tech III to Office Tech IV is recommended to maintain parity with other like positions.
BOARD ACTION:
147
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA1: Systematic reduction of gang violence in our community.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA1-1:
Increase
incarceration for
identified gang
members
80% of identified gang members will
receive sentences which include
incarceration
Gang Chief will take to trial 8-10 gang
cases
Goal
implemented
in 2009
89%
85%
PSDA1-2:
Increase public
awareness of court
successes against
known, tracked
gang members
Press releases will be completed in every
case where a gang member is sentenced to
lengthy incarceration
Press releases will be completed in every
case where a gang member is convicted of
an offense at trial
Goal
implemented
in 2009
6
12
PSDA1-3:
Educate the
judiciary on
defendants who
are known, tracked
gang members
Gang sentencing motions will be filed in
all cases where sentencing is left to the
discretion of the court
Goal
implemented
in 2009
7
15
Goal PSDA2: Systematic reduction of traffic fatalities in Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA2-1: Obtain
incarceration for
identified
persistent drunk
drivers
100% of identified persistent drunk drivers
will receive sentences which include
incarceration
100%
100%
100%
PSDA2-2:
Increase public
awareness of court
successes against
persistent drunk
drivers
Press releases will be completed in every
case where a persistent drunk driver is
sentenced to incarceration
Goal
implemented
in 2009
5
15
PSDA2-3:
Educate the
judiciary on
defendants who
are habitual traffic
offenders
Motions will be filed in all cases where
sentencing is left to the discretion of the
court detailing the defendant's driving
history
Goal
implemented
in 2009
Defendant's
Driving
History
presented to
the court in
100% of cases
100%
PSDA2-4: Active
participation in
Weld County and
statewide DUI task
force
Identification of all HTO defendants in
Weld County for targeted enforcement
Suggest on -going legislative changes
necessary to accomplish the above goals
DUI Intern
identified all
known HTO
defendant in
Weld
County
Effort is
ongoing
through the
Weld and
Statewide DUI
task forces
Continued
efforts through
DUI task
forces
148
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
Goal PSDA3: Reduction of recidivism of charged offenders.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA3-1:
Reduction of
juvenile offenders
before and after
adjudication
20% reduction in recidivism by juvenile
offenders within 1 year
96%
95%
successful
completion of
Juvenile
Diversion
95% successful
completion of
Juvenile
Diversion
PSDA3-2: Reduce
DUI recidivism
rates
10% reduction in DUI recidivism within one
year
Statistics
not
available
Statistics will
be available
through the
DUI court
beginning at
the end of
2009
Statistics to be
compiled
through the
DUI court,
whose
implementation
is pending
PSDA3-3:
Increased
sentences for
habitual offenders
The District Attorney's Office will identify
and prosecute 10-12 habitual criminal cases
annually
3 cases
concluded,
6 still
pending
2 completed,
14 still
pending
10
Goal PSDA4: Increase communication with the public and other customers of the District Attorney's Office.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA4-1:
Increased
community
awareness of
information
resources
Increased level of community satisfaction
with information sharing and accessibility of
information
NA
NA
NA
PSDA4-2:
Reduction of
complaints
regarding lack of
timely
communication
Elimination complaints regarding
communication
NA
NA
NA
Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSDA5-1:
Elimination of
"paper files" in
lieu of electronic
files
All new files will be in electronic form by
the end of 2010
Goal
implemented
in 2009
Division A
files will be
electronic by
the end of
2009
All files to be
electronic by
the end 2010
PSDA5-2:
Consolidation of
data entry and
scanning support
staff functions
Elimination of one FTE by consolidating
support staff functions
Goal
implemented
in 2009
One FTE
eliminated
NA —Goal
Completed
149
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 116,233
$ 82,245
$ 75,231
$ 75,231
Supplies
1,288
2,000
2,000
2,000
Purchased Services
450
1,000
1,250
1,250
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 117,971
$ 85,245
$ 78,481
$ 78,481
Revenue
72,857
63,934
57,085
57,085
Net County Cost
$ 45,114
$ 21,311
$ 21,396
$ 21,396
Budgeted Positions
3.5
1.5
1.25
1.25
SUMMARY OF CHANGES: The Spanish language interpreter position has been reduced from
20 hours/week to 10 hours/month. Grant funding has been reduced to $57,085.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with reduced hours for the
interpreter. The State of Colorado may reduce the grant funding for this program due to its
budget situation. If the state reduces the funding it is recommended that the county reduce the
program accordingly. The loss of the program will impact the courts more than the DA with
approximately 120 cases per year.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of budget unit 1000-15100.
150
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 517,793
$ 580,082
$ 608,791
$ 608,791
Supplies
4,774
15,000
12,000
12,000
Purchased Services
44,150
22,135
22,135
22,135
Fixed Charges
911,253
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,477,970
$ 617,217
$ 642,926
$ 642,926
Revenue
1,220,260
306,941
345,107
345,107
Net County Cost
$ 257,710
$ 310,276
$ 297,819
$ 297,819
Budgeted Positions
10.375
11.375
11.75
11.75
SUMMARY OF CHANGES: Additional VALE grant dollars allow for a Victim/Witness Assistant
position at 30 hours per week at Grade 24, Step 1 to move to full time at Grade 24, Step 2.
Increased health insurance costs are also included. Small items of equipment were reduced by
$3,000. No other changes.
Revenue for the program comes from the following: VALE grant ($107,383); VOCA grant
($35,418); VAWA grant ($14,972); VALE administrative funds ($104,164); and COMP
administration funds ($83,170). Total revenue is $345,107, up $38,166. Net county costs are
down $12,457.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
movement of the Victim/Witness Assistant position to full-time.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of budget unit 1000-15100.
151
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 14,740
$ 18,500
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
19
1,500
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 14,759
$ 20,000
$ 0
$ 0
Revenue
0
20,000
0
0
Net County Cost
$ 14,759
$ 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 will be discontinued as of September, 2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with discontinuing program,
since donations not longer support it.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of budget unit 1000-15100.
152
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 308,885
$ 279,855
$ 461,818
$ 461,818
Supplies
2
250
250
250
Purchased Services
3,858
8,460
8,460
8,460
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 312,745
$ 288,565
$ 470,528
$ 470,528
Revenue
0
0
0
0
Net County Cost
$ 312,745
$ 288,565
$ 470,528
$ 470,528
Budgeted Positions
1.5
1.5
2.5
2.5
SUMMARY OF CHANGES: The budget reflects the transfer of the Director of Administrative
Services position to Finance and Administration. The Director of Administrative Services
position will become the Director of Finance and Administration in 2010. The current Director of
Finance and Administration will move to a part time position (Director, Budget and Management
Analysis) with reduced hours doing only the budget and special projects. All other line items
remain unchanged.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The personnel
changes discussed above are consistent with the succession plan to replace the current
Director of Finance and Administration in 2010.
BOARD ACTION:
153
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures .0 02% 3.0% 3.0%
Budgeted fund balance vs actual variance 6.1% 3.0% 3.0%
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
0.064
$1.34
0.062
$1.18
0.093
$1.76
Goal ES10: Ensure the financial viability of the County through sound financial management practices.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 10-1: Sound
asset management
and financial
investment
strategies
Number of audit exceptions
Return on investments
I
4.5%
0
3.0%
0
3.0%
ES10-2: Plan
necessary
resources to meet
current and future
operating and
capital needs
(priority outcome)
Percent of cash reserves
14.9%
17.0%
15.0%
Goal ESl I: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 11-1:
Alignment of
services provided
with community's
needs and desires
Percent of strategic plan outcomes with
appropriate performance indicators
Community satisfaction with value of
County services for tax dollars paid
N/A
N/A
90%
90%
100%
90%
154
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. 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, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 466,397
$ 475,299
$ 475,299
$ 475,299
Supplies
144,079
97,000
97,000
97,000
Purchased Services
35,807
36,200
36,200
36,200
Fixed Charges
0
0
0
0
Capital
29,884
0
0
0
Gross County Cost
$ 676,167
$ 608,499
$ 608,499
$ 608,499
Revenue
0
0
0
0
Net County Cost
$ 676,167
$ 608,499
$ 608,499
$ 608,499
Budgeted Positions
6.5
6.5
6.5
6.5
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
155
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants
issued 20,159 18,000 19,000
Average number of employees paid 1,515 1,500 1,500
Number of employees trained on General
Ledger 140 200
Total County federal funds $49.0 $47.0 $46.0
Efficiency Measures
FTE's per 10,000/capita .278 .267 .243
Per capita cost (county support) $2.90 $2.50 $2.27
Account Payable warrants per week per
NP FTE
Employees paid monthly per Payroll FTE 1,449 1,450
283
269
200
300
1,500
Goal ESI2: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ESI2-1:
Compliance with
financial laws and
generally accepted
accounting
principles, etc.
Government Financial Officers
Association awards
Complete submission of CAFR to
required agencies by July 15°
Achieved
Achieved
Achieved
Achieved
Planned
Planned
ES 12-2: Cohesive,
standardized
County -wide
financial systems
and processes
Annual external audit has no major
issues
Achieved
Achieved
Planned
156
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 a I types of bidding;
and seeks approval from the Board of County Commissioners on all bids.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 133,266
$ 137,041
$ 137,041
$ 137,041
Supplies
272
1,550
800
800
Purchased Services
7,569
5,894
6,644
6,644
Gross County Cost
$ 141,107
$ 144,485
$ 144,485
$ 144,485
Revenue
0
0
0
0
Net County Cost
$ 141,107
$ 144,485
$ 144,485
$ 144,485
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: No change in total budget. Line items have been reallocated to
match expenditure patterns.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
Recommend approval.
PERFORMANCE MEASURES
Work Outputs
Dollar value of Purchase Orders placed
Dollar value of purchase cards
Number of purchase cards issued
Number of formal bids
Number of Purchase Orders placed
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per Purchase Order
ACTUAL ESTIMATED PROJECTED
$40 million
$3 million
115
200
1,500
0.085
$0.605
$94.07
$40.5 million
$3.5 million
100
195
1,200
0.082
$0.593
$120.40
$40 million
3 million
100
200
1,200
0.075
$0.539
$115.00
157
PURCHASING
(CONTINUED)
1000-16300
Goal ES13: Ensure the timely acquisition of "best value" goods and services while maintaining integrity and
inclusion
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 13-1:
Streamlined and
responsive
procurement
process
95% of internal users satisfied with
overall service
90% of internal users satisfied with
quality
95% of
internal users
satisfied with
overall service
95% of
internal users
satisfied with
overall quality
95% of
internal users
satisfied with
overall service
95% of
internal users
satisfied with
overall quality
98% of internal
users satisfied
with overall
service
98% of internal
users satisfied
with overall
quality
ES13-2: Full and
open competition
Approximately $30 million value or
percent of cost savings from prior
contacts and/or results of market
research and/or change in the economy
Approximately
$30 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$32 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
E513-3: "Best-
value" goods and
services (price,
quality, terms and
conditions)
Approximately $30 million value or
percent of cost savings from prior
contacts, results of market research,
and/or change in economy.
Approximately
$30 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$32 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
Approximately
$35 million
value or
percent of cost
savings from
prior contacts
and/or results
of market
research
158
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 581,243
$ 581,042
$ 380,856
$ 380,856
Supplies
45,781
127,250
127,250
127,250
Purchased Services
133,611
55,150
55,150
55,150
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 760,635
$ 763,442
$ 563,256
$ 563,256
Revenue
0
0
0
0
Net County Cost
$ 760,635
$ 763,442
$ 563,256
$ 563,256
Budgeted Positions
6
6
5
5
SUMMARY OF CHANGES: The budget reflects the transfer of the Director of Administrative
Services position to Finance and Administration. All other line items remain unchanged.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Transfer of the
Director of Administrative Services to Finance and Administration is consistent with the
succession plan to replace the current Director of Finance and Administration in 2010.
BOARD ACTION:
159
HUMAN RESOURCES
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
Work Out. uts
ACTUAL ESTIMATED PROJECTED
positions (FTE'S) 1,440
1,420
terminated 180
14%
1,450 1,425
1,430 1,400
195 140
13.5% 10%
0.246 0.187
$3.13 $2.10
242 286
Authorized County
Occupied FTE'S
Number of employees
Turnover Rate
Efficiency Measures
FTE'S per 10,000/capita 0.257
Per capita cost (county support) $3.26
Personnel served per FTE 231
Goal ESI4: Attract, develop and retain an effective diverse and dedicated team of employees.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ESI4-l: Provide
departments with
best qualified
personnel
Using reporting system, days to fill
positions, and time between advertisement
and hiring of individuals
N/A
Less than
21 days.
Less than
21 days.
14-2: Retention of
excellent
employees
Using report system, show retention stats
Lower staff turnover
Employee Satisfaction Survey
Participation in Weld County
Wellness/Safety programs increased
Health insurance costs lowered due to
employees activities in Wellness/Safety
programs
Training programs developed leadership
development programs available
County -wide
Full time
support as
needed.
County -wide
Full time
support as
needed.
Turnover
estimated at
13.5%
Turnover —
under 10 %
160
HUMAN RESOURCES
(CONTINUED)
1000-16400
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 14-3:
Workforce skills to
support County
priorities
(leadership,
customer service,
fiscal problem -
solving, etc)
Track training employees receive
Use system to tract competencies achieved
Not
currently
Tracked
Can use Excel or Access based
database (to be developed) to
track all training.
Currently looking at PeopleSoft
for this feature.
ES 14-4:
Achievement of
performance
targets
Performance evaluations for all staff done
timely
Overall rating of employee performance
increased each year
Approx-
70% full
time
employees
completed
Not
currently
tracked
Anticipate 90% completion first
year w/new system to be tracked
through PeopleSoft.
Average 3.0 — 3.5 average, with
the average actual performance
improving year to year, causing
average performance to actually
be improved each year (meaning
an employee who is an average
employee currently and does not
train or improve they may be
below average the following year
because the bar is always raised.
ES 14-5: Human
Resources to
become "Value
Added" to each
department in the
County
Employee satisfaction increased
Become the "go to" department
Delivery of services increased and given on
a timely basis
Not
currently
tracked
Measured through increased
contact by employees and
departments
Needs of employees/managers,
etc being met consistently
Improved VALUE ADDED.
161
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND
BUDGET UNIT TITLE AND NUMBER: Transportation - - 1000 - 16500
DEPARTMENT DESCRIPTION: Provide minibus service to citizens throughout Weld County
through a contract with the City of Greeley.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 393,597
$ 393,597
Supplies
0
0
26,500
26,500
Purchased Services
0
657,197
201,939
201,939
Fixed Charges
0
0
90,631
90,631
Capital
0
0
0
0
Gross County Cost
$ 0
$ 657,197
$ 712,667
$ 712,667
Revenue
0
509,863
575,500
575,500
Net County Cost
$ 0
$ 147,334
$ 137,167
$ 137,167
Budgeted Positions
0
8.5
8.5
8.5
SUMMARY OF CHANGES: The 2009 budget was developed anticipating contracting out the
service with the City of Greeley, which did not happen. As a result, the 2010 budget reflects the
budget requirements to do the program in-house. Salaries and fringe benefits of $393,597 fund
8.5 FTE's. Computer costs are $26,500. Contract transportation services for Medicaid clients
total $12,000, vehicles costs are $101,139, depreciation is $84,000, miscellaneous items total
$4,800, and county indirect costs are $90,631. $27,139 is the chargeback from Building and
Grounds for supervision of the program. Revenues from CDOT are $153,000 and charges for
services total $422,500. Net county costs are $137,167.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
162
TRANSPORTATION
(CONTINUED)
1000-16500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles tracked
Hours of service
Efficiency Measures
Per capita gross cost
Per capita net cost
188,000 163,000
13,200 13,520
$2.696 $2.660
$0.604
$0.512
Goal TTI: Maximize the use and efficiency of the existing transit system on a County -wide basis.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Tl-l: Safe and
reliable transit
services and transit
vehicles
Improvement in rate of schedule
adherence
Increase in passenger satisfaction
N/A
N/A
95% on time
Satisfaction
Rating of 90%
95% on time
Satisfaction
Rating of 95%
163
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,047,129
$ 1,018,802
$ 850,033
$ 850,033
Supplies
30,096
30,200
25,400
25,400
Purchased Services
599,900
610,111
643,419
643,419
Capital
0
0
0
0
Contra Account
- 90,948
- 90,049
- 90,049
- 90,049
Gross County Cost
$ 1,587,076
$ 1,569,064
$ 1,428,803
$ 1,428,803
Revenue
367,389
355,000
355,000
355,000
Net County Cost
$ 1,219,687
$ 1,214,064
$ 1,073,803
$ 1,073,803
Budgeted Positions
17
13
11
11
SUMMARY OF CHANGES: The Board eliminated GIS/Planning Tech position in April, 2009
for a savings of $57,680 in personnel costs. In August, 2009 a vacant Planner III position was
eliminated through the sunset review process for a savings of $88,322. The Long Range
Planner will pick up the caseload of the Planner III position and was reclassified as a Planner III
position.
Due to drop in activity there were reductions made in supplies ($5,237), postage ($2,000),
printing (41,315), Southwest Administration Office phones ($3,000), vehicle costs ($4,000),
training ($1,000), and meeting expenses ($2,000). Added revenue from a pre -application fee in
the amount of $20,000 is not included in the budget since the Board has not approved the fee.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The reductions
in positions and expense line item are appropriate due to the drop in activity. The pre -
application fee is a policy issue for the Board.
BOARD ACTION:
164
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted
Number of administrative land use cases
Long Range Work Outputs
Special Projects
Number of Intergovernmental Agreements
Code Revisions
Comp Plan Amendments
Technical Support Work Outputs
Total Public Hearings
Average length of hearings
Compliance Planning Work Outputs
Number of site visits
Number of violations issued
Number of violations to County Attorney
Average number of District Court hearings
Number of Community Clean-ups
Liquor License Files
3.5 hours
950
350
115
30
2
50
350 277 250
275 230 200
12 12
5 4
3 2
4 2
12
4
2
2
120 100 108
2.5 hours 1.5 hours
800
300
120
30
1
50
960
376
110
30
2
50
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.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU1-1: Improved
community access
to land use trend
information and
services
A re -designed long range planning home
page on the website, with annual
revisions
Meet requests from the public to speak
about county land use trends or policies
n/a
90% of
speaking
engagements
are accepted
n/a
90% of
speaking
engagements
are accepted
100%
90% of
speaking
engagements
are accepted
165
PLANNING AND ZONING
(CONTINUED)
1000-17100
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LUl-2: Increased
participation in
annexations by
unincorporated
county citizens
Minimum of one formal agreement for an
enhanced notification process is
established with a municipality
n/a
1
1
LUl-3: Strong
relationships with
municipal planning
departments and
excellent
knowledge of
current regional
issues
Minimum of 8 group meetings with
municipal planning staff occur
throughout 2010
n/a
8
8
LU1-4: A well-
informed and
prepared Planning
Commission
Minimum of 3 Planning Commission
training sessions throughout 2010
3
3
3
LI I-5: Adequate
decision making
tools
At least one set of Code changes based
on Commissioner direction are completed
in 2010
100$ of special projects requested by the
Board are completed
2
100%
1
100%
1
100%
Lll-6: Recognition
by the public that
Weld County is an
active and
appropriate leader
in regional land use
The Weld County Annual Summit takes
place
Yes
Yes
Yes
166
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU2: Plan for the long-term development of the County to ensure efficiency of services, to promote
economical infrastructure investments and to promote positive connections to community among citizens.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU2-l: Increased
landowners' input
into federal land
management
policies and better
understanding of
land use influences
in the Pawnee
Buttes area of the
county
County Commissioners adoption of the
completed Pawnee Buttes Sub -Area Plan
n/a
50%
100%
LU2-2: Mitigation
of the negative
political,
economical, and
environmental
effects of water
migration
Completion of at least one meeting with
water providers during the year
1
I
1
LU2-3: Updated
Regional
Urbanization Area
Plans
Completion of any Comprehensive Plan
amendments related to RUA's
3
1
1
LU2-4: Continued
and expanded use of
existing railroad
infrastructure for
industrial uses
Completion of the North Greeley Rail
Corridor of Sub -Area Plan
Coordinate with GIS to complete a
resource map by December 2010
50%
n/a
100%
n/a
n/a
100%
LU2-5: Limited
impact on surface
landowners from
mineral resource
extraction and
exploration
Revision to state laws concerning drill
window management
Ongoing
Ongoing
Ongoing
167
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
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU3-l: Useful
population and
development
information
Population and Development Report
posted on the county website with data
not older than six months at any given
time
n/a
n/a
100%
LU3-2: An up -to-
date Urban
Development Map
Data relating to 100% of municipalities
has been updated or verified one time in
2010
n/a
n/a
1
LU3-3: Fair,
equitable and
adequate
development impact
fees
Department's review of a fee analysis
report completed by June 2010. Revised
fee schedule, in relevant
A report comparing impact fees among
regional jurisdictions, compiled by
December 2010
n/a
n/a
n/a
n/a
100%
100%
LU3-4: An updated
Recreational
Transportation
Facilities Map
Coordinate with Weld County Public
Works, Live Well Weld County, and the
Trail Advisory Group
Ongoing
Ongoing
Ongoing
LU3-5: Zoning and
subdivision
regulations that are
improved in
effectiveness and
clarity
At least one set of Code changes based
on staff review are completed in 2010
Attendance by at least two staff members
at a land use regulations web seminar or
conference
2
2
2
2
2
2
168
PLANNING AND ZONING
(CONTINUED)
1000-17100
Coal LU4: Provide consistent, quality, well planned rural and urban planning and development, and
transportation development services.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU4-1: Increased
infill development,
located where
public infrastructure
is available
Decrease
urbanization of
agricultural lands
Support new non -agrarian development
to occur within intergovernmental
agreement area and urban growth
boundaries
Greater than 65% ratio of development
within UGB, IGA, RUA vs. non -urban
areas
County Code to better specify this
performance objective
1
9/40 USR
22.5%
13/13 SPR
100%
0
2/290 USR
10%
3/3 SPR
100%
4
10%
100% SPR
LU4-2: Protect
economically
productive and
viable agricultural
lands (irrigated and
dry land), riparian
corridors (river and
stream), and
environmentally
sensitive lands
(Pawnee Buttes)
Retain agricultural lands and related
businesses in agrarian locations
Maintain setbacks from environmentally
sensitive areas and riparian corridors
3/40 USR
7.5%
9/40 USR
100%
0 PUD
2/20
10%
100%
0
25%
25%
3 PUD
169
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air
conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture
moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head
Start, Human Services Building, Social Services, South County Services Building, Public Works
Headquarters, Ambulance 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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,494,954
$ 1,534,608
$ 1,534,608
$ 1,534,608
Supplies
1,010,860
614,800
619,300
619,300
Purchased Services
2,191,413
2,989,253
2,759,953
2,759,953
Fixed Charges
13,533
17,000
17,000
17,000
Contra Account
- 80,724
- 75,000
- 107,139
- 107,139
Gross County Cost
$ 4,630,036
$ 5,080,661
$ 4,823,722
$ 4,823,722
Revenue
0
0
0
0
Net County Cost
$ 4,630,036
$ 5,080,661
$ 4,823,722
$ 4,823,722
Budgeted Positions
24
26
26
26
SUMMARY OF CHANGES: The budget is down $229,800. In Supplies uniforms and clothing
have been increased $4,500. Purchased Services are down $309,300 with a reduction of
$239,000 in utilities with the drop in energy prices; a $300 reduction in printing; and a $70,000
reduction in repair and maintenance. $80,000 was added for the utilities and maintenance
costs for the Community Corrections Building that will open in mid -2010. Rental revenue from
the Community Corrections program is in the Non -Departmental budget unit 1000-90100 in the
amount of $252,636. Charge backs to departments have been increased by $5,000 to
$80,000, plus $27,139 was added as a chargeback to Transportation (budget unit 1000-6500)
for the supervision done by the manager of Building and Grounds for a total of $107,139. In
2010 the department will maintain approximately 1,007,459 square feet of buildings at an
average cost of $4.79 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:
170
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 925,458 965,458 1,007,459
Number of preventative maintenance work
orders (PMs)
Number of tracked repair work orders
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per square foot
475 500
1,500
525
1,600 1,700
1.03 1.07
$19.83 $20.84
$5.00 $5.26
0.97
$18.00
$4.79
Coal ES15: Plan, construct, and maintain well -designed County facilities in time to meet the needs of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES15-1: Safe,
convenient and
accessible facilities
planned and built
ready to meet
needs
Percent of projects completed within
budget
100% of facilities meeting ADA
requirements
N/A
100%
100%
100%
100%
100%
ES15-2: Worker
friendly and
worker functional
facilities
90% of internal customers satisfied with
functionality of County facilities
90% of department users satisfied with
quality and timeliness of facility
management services
N/A
N/A
85%
85%
90%
90%
ES15-3: Well
maintained
facilities
90% of citizens satisfied with functionality
of County facilities
N/A
85%
90%
171
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Supplies
$ 789,197
$ 0
$ 0
$ 0
Purchased Services
3,165,039
3,126,000
3,316,488
3,316,488
Fixed Charges
358
0
0
0
Contra Account
- 835,231
- 1,225,000
- 1,400,000
- 1,400,000
Capital
617,997
1,000,000
1,250,000
1,250,000
Gross County Cost
$ 3,737,360
$ 2,901,000
$ 3,166,488
$ 3,166,488
Revenue
567,212
0
0
0
Net County Cost
$ 3,170,148
$ 2,901,000
$ 3,166,488
$ 3,166,488
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 $109,410 for 2010 for a total of $3,235,410.
In mid -2009 ACS assumed a GIS position in the contract for an additional cost of $81,078 in
2010. The total ACS contract will be $3,316,488. 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 2010 projects by the IT Governance Board as a recommendation to the
Commissioners. Chargeback to reimbursable departments total $1,400,000. The net county
cost will be $3,166,488 which is up $184,410 from the current year's budget when the costs of
the GIS position are taken into account.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
172
INFORMATION SERVICES
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
Work Outputs
Number of Personal Computer systems
supported
Number of Personal Computer systems
installed/replaced
Number of staff trained
Number of applications supported
Number of applications upgraded
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
1200
1,095 1,125
150
300 300
220 220 220
218 220 225
110 110 120
0.9426
0.9026 0.8580
$13.58 $11.90
$11.82
Goal ES16: Capitalize
access and exchange.
on technology to improve service, increase efficiency and provide greater information
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 16-1:
Expansion of e -
government
delivery
Increase in "hits" on the website
Less phone calls to offices
Less traffic in offices
8,700,000
8,900,000
9,100,000
ES16-2: County
processes
improved through
information
technology
Imaged and electronically stored
documents are more secure and safe
from loss through fire and other disasters
Savings from use of less paper and
printer supplies
Savings in staff time when data is readily
and easily available
Increased efficiency of staff
Approximately
5,000,000
documents
imaged
Automated
water sample
and food
inspection
reporting
Approximately
3,000,000
additional
documents
imaged
PeopleSoft
Employee Self
Serve and
automated
Time and
Labor
Approximately
3,500,000
additional
documents
CTB Web
module
provides
access to
documents on
the internet
173
INFORMATION SERVICES
(CONTINUED)
1000-17300
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES16-2:
(Continued)
(Continued)
Remote access
to state
immunization
records
Banner
imaging
(Continued)
e -Discovery
for DA
Provide
printers in
Courtrooms
e -Citations
New Law
Library
Bar coding
evidence from
substations
Online Burb
permits
Online health
forms for
clients
(Continued)
Accela Citizen
Access
Automated
Phone Services
Billing
Accela
Document
Imaging
Automated
citizen
complaint
filing in
Decade
Web access of
emergency
notification
system
ES16-3: Easy
meeting setup and
electronic
presentations
Facilitate display of presentations in all
County meeting rooms
Eliminate time spent adjusting
presentations and electronic equipment
Hours were
not tracked in
2008
Currently
tracking and
will report at
year end
Will track and
report
quarterly
ES16-5:
Responsive IT
service
deployment
90% of projects completed on time and
on budget
75% of IT critical problems resolved
within 4 hours
75% of routine problems resolved within
24 hours
This
information
was not
tracked in
2008
Currently
tracking and
will provide
compliance
reports at year
end
Will track and
report to
governance
quarterly
174
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 57,856
$ 59,568
$ 0
$ 0
Supplies
69,073
82,120
78,200
78,200
Purchased Services
112,040
58,800
12,451
12,451
Fixed Charges
0
15,391
13,550
13,550
Capital
0
43,299
42,500
42,500
Gross County Cost
$ 238,969
$ 259,178
$ 146,701
$ 146,701
Revenue
29,553
20,000
20,000
20,000
Net County Cost
$ 209,416
$ 239,178
$ 126,701
$ 126,701
Budgeted Positions
1
1
0
0
SUMMARY OF CHANGES: The position in this budget last year was contracted with ACS mid -
2009. The costs of the position are included in the Information Services budget unit 1000-
17300 for 2010. The budget includes $42,500 for hardware, $66,800 for software, $13,500 for
training, $11,400 for office supplies, $1,560 for phones, $600 for postage, and $291 for
mileage. $10,000 is budgeted to participate with DRCOG on imagery update of that portion of
Weld County in the DRCOG planning area. Due to the lack of development since the last
mapping of the rest of the county no funds are included for imagery updates other than the
DRCOG area.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. GIS staff and
GIS Governance are in concurrence that new imagery beyond the DRGOG area is not
warranted due the lack of development.
BOARD ACTION:
175
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 122,000 124,000 125,000
# Parcels Updated 2,800 2,500 1,600
# Available Coverage (Layers) in GIS 2,217 2,227 2,325
Efficiency Measures
FTE'S per 10,000/capita 0.171 0.164 0.000
Per capita costs (County support) $0.90 $0.98 $0.55
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
176
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY
BUDGET UNIT TITLE AND NUMBER: Capital Outlay - - 1000-17500
DEPARTMENT DESCRIPTION: Central account for capital outlay items.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
50,000
0
0
Gross County Cost
$ 0
$ 50,000
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 50,000
$ 0
$ 0
SUMMARY OF CHANGES: This central account for capital outlay items in the General Fund
is no longer needed, since all equipment capitalized must be $5,000 or more in value the funds
are being budgeted in the Capital Expenditure Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
177
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to
the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 131,005
$ 120,470
$ 153,655
$ 153,655
Supplies
130,048
104,900
134,500
134,500
Purchased Services
62,596
123,700
103,300
103,300
Fixed Charges
625
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 324,274
$ 349,070
$ 391,455
$ 391,455
Revenue
329,287
280,859
334,000
334,000
Net County Cost
$ - 5,013
$ 68,211
$ 57,455
$ 57,455
Budgeted Positions
2
2.5
2.75
2.75
SUMMARY OF CHANGES: The gross county cost is up $42,385, but the net county cost is
down $10,756 or 15.8%. Personnel costs are up $33,185 to move the courier position to 30
hours per week to accommodate the courier needs with the restructuring of the county transit
system, and the added costs of health insurance. The increase in services and supplies is
primarily attributable to a $32,000 increase in the cost of goods, printing and duplication
($15,000), and vehicle costs of $6,600. These increases are offset by a reduction in repair and
maintenance for copiers by $44,000 with the costs shifted to printing and duplication and the
savings from the new equipment. The added costs for cost of goods sold and printing are
recovered through revenues from user departments. Sales of supplies are up $4,000, and
charges for services are up $49,141 for an overall net decrease of $10,756 in net county costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are in
response to user demand for more services, and are offset by added revenues.
BOARD ACTION:
178
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders
Mail Pieces
Supply Orders
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
2,400 2,500 2,750
640,000 670,000 700,000
1,400 1,450 1,450
0.085 0.103
$ - 0.021 $0.280
0.102
$0.214
Goal ESI7: Deliver timely, high quality, and cost-effective printing and supp y services to County
departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 17-1: User
friendly printing
services to meet
expanding user
needs
98% of users satisfied with quality and
timeliness of services
N/A
98%
99%
179
SEVEN YEAR TREND
Sheriffs Office Local Costs
$35
$30
$25
$20
U,
z
O
J
J_
$15
$10
$5
$0
2004
2005
2006
2007
2008
2009
2010
180
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL
LAST FY
(2008)
BUDGETED
CURRENT FY
(2009)
REQUESTED
NEXT FY
(2010)
RECOMMEND
NEXT FY
Personnel Services
$ 22,985,548
$ 24,923,924
$24,612,869
$24,485,687
Supplies
1,393,501
880,458
788,967
788,967
Purchased Services
6,359,548
5,901,046
6,008,260
5,988,002
Fixed Charges
13,400
25,667
25,667
25,667
Capital
159,829
46,500
111,811
111,811
Gross County Cost
$ 30,911,826
$ 31,777,595
$31,547,574
$31,400,134
Revenue
3,629,617
3,113,957
3,452,211
3,452,211
Net County Cost
$ 27,282,209
$ 28,663,638
$28,095,363
$27,947,923
Budget Positions
349.75
357.35
359.85
357.85
SUMMARY OF CHANGES: See individual budget units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See individual budget units.
181
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
STRATEGIC AREA: PUBLIC SAFETY
PUBLIC SAFETY BUREAU
Goal PSPSB1:
oriented policing
Adopt progressive solutions to deter crime and reduce the fear of crime unitizing community
methods.
DESIRED
OUTCOME
S
PRELIMINARY PERFORMANCE
OBJECTIVE/REY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSPSB1-1:
Reduce the
number of
repeat
offenders
arrested for the
same or similar
offences
Minimum of twice a month crime pattern
reports from the crime analyst
Study past one year, six month, three
month and one month patterns
Assign team members to track sex
offenders on two month basis
The first
two
objectives
are
currently
being done.
The last
objective
will need to
be worked
up as a task
for each
district
To continue with
the projects and
to assign them
last task to
members of each
district
This is an
ongoing project
and is evaluated
monthly and
revised as
needed. The last
task will be
assigned and
reviewed
monthly and
should start by
the end of 2009
PSPSB 1-2:
Enhance
intelligent
gathering
Each Investigator will work with the crime
analyst to track known offenders, probation
and paroles in their area
Work with the Drug Task Force on
intelligent sharing
The first
objective is
Currently
being
worked on
with the
crime
analyst.
The last
objective is
a hit and
miss item
The last
objective will be
assigned to the
commanders to
get updates for
crime trac and to
report there as
part of their
crime prevention
measures.
To have it up and
running by the
end of 2009
PSPSB1-3:
Enhance the
relationships
between the
community and
the Deputies
on patrol in an
effort to build
the community
involvement
and trust
Minimum of one meeting per officer in
their perspective districts per year
All district officers are to be involved
CRO's to be active in the planning of town
and community functions and keeps
documentation as to that activity
To be done within the officers regularly
scheduled work time
Officers
aren't
currently
working on
this project
but the
CRO's
have been
working on
these
objectives
for the past
year.
Will need to
have training and
expectations
worked out for
the officers to get
them up to speed
on this objective
CRO's currently
work on these
objectives
monthly. The
patrol officers
will be trained
and
knowledgeable in
this area by mid
2009
182
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSPSB 1-4: Reduce
the number of false
alarms within the
county which will
reduce the amount of
time spent on
responding to false
alarms. Will allow
time to be spent on
enforcement issues.
Crime analyst will run a monthly
report indicating the addresses with
3 or more false alarms in a month.
Deputies will meet with those
responsible for educational
purposes.
Looking other methods that
agencies are using to handle false
alarm calls
Look at other agencies polices for
handling false alarms and
implement any ideas that will work
for our agency
Nothing has
been done in
this area.
Will need to
work on
procedures for
accomplishing
this area.
This project will
need several
areas addressed
and a
determination for
some type of
reprisal for
continued alarms.
Project set to be
running by mid
2010
PSPSB 1-5: Reduce
the number of
incidences of
bullying among the
12 to 18 year of age
population, and
increase the self
reliability of 12 to 18
year olds
Development of a train the trainer
program for CRO's and Victim
Advocates
10% reduction in incidences of
reported bullying by 12 to 18 year
olds
Currently
there is no
project set up
for these
objectives
This will be a
matter that the
CRO's will
need to train
and work with
the schools to
implement
To have this up
and running by
the end of the
2010 school year.
PSPSB 1-6: Reduce
the number of
criminal episodes
occurring on church
properties; increased
self reliance by the
faith based
community in case of
a man made or
natural disaster
Development of training materials
to assist the faith based community
with becoming safer and prepared
for an emergency
30% of all churches in the county
implementing a emergency plan
This project
is currently
being
implemented.
There is
currently a
commander that
has taken this
project and is in
the process of
addressing the
receptive
churches in the
county.
This is a
complicated
project and needs
to have the
cooperation of
the churches.
There is no real
date for
completion but is
more of an
ongoing project.
PSPSB1-7:
Increased the amount
of available space
need in an
emergency; allow
churches to work as
information kiosks
during emergency
situations to disperse
information to their
communities
Implement Memorandum of
understandings with churches to
utilize their buildings
Develop information sharing
strategies to the churches and out to
their communities and memberships
Same as
above
Same as above
Same as above
PSPSBI-8:
Materials will be
designed to notify
individuals
victimized by crime
by their rights and
the resource
available to them
100% of the individuals victimized
by crime will receive the brochure
This is
currently and
expectation
but is not
implemented
in all
situations
Will work on
getting all patrol
officers trained
annually on the
changes and
updates on this
objective
This is a current
expectation and
is currently being
address for 100%
compliance.
183
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSBI-9: Crime
will be reduced
because those
individuals involved
in the most criminal
activity will receive
additional scrutiny
The targeted individuals will be
placed in the computer dispatch
system
100% of officers will be aware of
the flags and its meaning
This has been
implemented
in several
districts but is
not agency
wide at this
time
This project is
being
implemented by
several districts
and the impacts
are being
studied. The
success of this
project will
indicate the
need to have it
implemented in
other districts.
Should have all
officers and
districts
compliant by mid
2010
PSPSBI-10: Crime
will be reduced
because those
individuals involved
in the most criminal
activity will receive
additional scrutiny
Constant scrutiny be law
enforcement officers will interrupt
the career criminals ability to
commit crime
Same as
above
Same as above
Same as above
PSPSBI-11: The
establishment of a
Regional Forensic
Laboratory for
Northern Colorado
Brings standardization to how
casework is done in Northeastern
Colorado improving the efficiency
Will provide necessary statistics as
to what casework is capable of
being done and where we need
personnel and equipment
This project
is currently in
the works
with agencies
in Northern
Colorado
currently
sharing space
and officers
to accomplish
most of the
lab work
There is
currently a task
force working
on the
budgetary issues
as well as the
cooperative
agencies that
will work out of
the lab.
The projected
date depends on
grants and other
funding from the
associated
agencies. The
projected date
would be the end
of 2010 or
beginning of
2011
PSPSB l-12: The
establishment of a
Regional Forensic
Laboratory for
Northern Colorado
Brings a full -service forensic
approach to cases in Northeastern
Colorado furthering our
effectiveness
Cases that are generated in
Northern Colorado can remain here
to be analyzed
Same as
above
Same as above
Same as above
PSPSB1-13: The
establishment of a
Regional Forensic
Laboratory for
Northern Colorado
With all disciplines being done
under one roof, the shared resources
will further help to increase
productivity and efficiency
Same as
above
Same as above
Same as above
184
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSB 1-14:
OEM will coordinate quarterly
Currently
The plans are
To have the
Maintenance of the
meetings for the LEPC
being worked
ongoing and
initial documents
County Local
on by the
ever changing.
and committees
Emergency Planning
OEM will keep current records on
OEM and
This will
in place by the
Committee
Tier II facilities. This information
associated
require updates
end of 2009
will be updated annually
agencies
yearly
Increase facility inspections from 8
to 16, this will be accomplished by
the assistance from fire district
personnel
Comply will all SARA Title 3 and
CERCLA Regulations from EPA
PSPSBI-15:
Provide reports to first Responders
This is
This project will
This project
Complete all NIMS
at Chiefs and EMS council
currently a
continue to
should be
implementation
meetings on NIMS implementation
project that
evolve given the
ongoing given
requirement for Weld
and training
the OEM
requirements
the issues
County Government;
coordinator
the Federal
mentioned. There
ensure all agencies
Schedule NIMS training classes
has been
Government
is a requirement
countywide are
based on All- Hazards training,
working on
sets down each
to have this
NIMS compliant;
Increase attendance of Human
for the past
year. It also
completed by
and
Services Department personnel
two years. It
requires any
certain levels of
institutionalization
changes each
new personnel
training with
through the use of
Attend training updates for NIMS
year with
or elected
certain level of
NIMS in exercises
instructor certifications
personnel as
personnel to
personnel. It has
and actual events
well as
complete each
changed in the
All exercises will meet the HSEEP
requirements
year with the
past two years
Standards
from the
ongoing
but the dates
federal
Government.
changeover with
personnel.
were end of 2010
Goal PSPSB2: Strengthen community programs and foster additional community partnerships.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB2-1: Better
utilization of our
volunteer's within
Investigations
Cold case unit
Partnering with advocacy groups
NIBRS
Runaways
Have more volunteers assist with the cold
case unit
Have investigators work more closely
with advocate groups to develop a closer
relationship
Have the volunteers assist with runaways
and NIBRS reporting
185
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSPSB2-2: Better
utilization of our
volunteer's posse, and
reserves officers within
the police services area
Scheduling of events such as town
functions, community functions and county
functions where the volunteers could
augment the regular force
Have reserve officers that are qualified to
ride as a second officer or even as a single
unit doing selective enforcement and
selective call responses
Call up list for volunteers so that
activations for emergencies are quick and
easy to get to activate
Look into having a part time volunteer
coordinator that can oversee these
functions on a daily basis so that there is
consistency in the application and
utilization of volunteers
Keep the volunteer coordinator involved
in tracking the activities and reporting
their involvement to the agency
Volunteer coordinator efforts in bridging
the gap between the full time officers and
the volunteers so that there is more
acceptance and buy in by each side
PSPSB2-3: The ability
to interact with more
citizens in the
communities through
public venues where
there are high
concentrations of our
public
Set up store front locations within the malls
and shopping areas of the county to
facilitate community contacts with the
public as well as the employees/staff on
educational issues with crime prevention
To contact and interact with a high
volume of citizens
Able to hand out and explain information
on crime prevention programs and have
one on one communication to answer
concems or questions
CRO's would document the hours and
contacts either by verbal communications
or hand outs
PSPSB2-4: Better
community involvement
in crime prevention
programs
Establish citizen mobile patrol programs
Conduct new neighborhood watch
programs
Conduct Citizen Academies
Patrol programs to focus on the Hill &
Park community
Gauge the success of this program with
the lower crime stats in the community
Establish 8 new watch programs a year
Hold 2 citizen academies a year
PSPSB2-5: The
Sheriff's Office will
become an intricate part
of these communities
assisting them with
emergency planning and
training
That the communities the
Sheriff's Office is
involved with become
more self reliant, greater
resources for the county
and information
distribution networks
Identify communities within the county
such as the individual business parks, faith
based, home owner associations, schools,
etc... and work with them to provide
training to members, emergency planning,
crime prevention, and contact lists
The Community Resource Unit will
establish 40 community network groups
throughout the county
186
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSB2-6: The
Sheriff's Office and other
government services will
be able to provide
specific information to
community groups about
issues affecting them
Build e-mail routing groups for
communities so that emergency, urgent and
general information could be distributed
quickly and economically
The Community Resource Unit will
establish 40 community network groups
throughout the county, each with the
capability to communicate electronically
PSPSB2-7: Provide
current information
regarding chemical
industries, and other sites
of particular interest to
Fire agencies and citizens
Keep up to date records on all EMS
facilities and current Risk Management
Plans
Work with the state CEPC on planning and
training for EHS facilities and RMP's
Provide training for first responders to
incorporate the RMP of EHS facilities in
their jurisdictions
Maintain current records and review
CAMEO reports on an annual basis
Attend CEPC meeting to stay current with
industry trends and changes to EPD
regulations
Attend CEPC Annual conference
Schedule Hazmat awareness training for
first responders to include updates on
WMD
PSPSB2-8: Cooperation
with the Northeast All
Hazards Homeland
Security Region in
identifying and assessing
risks of critical
infrastructure
Work with the Northeast All- Hazards
Region in the development of a CIPP for
the region and Weld County
Identify critical infrastructures in Weld
County
Develop a CIPP for Weld County
Government by 2012
Recommend a CIPP for industry and
work with industry to adopt the national
standards
PSPSB2-9: Encourage
communities to complete
vulnerability and risk
assessments that identify
their top three hazards
Provide work sessions for communities to
develop Risk and Vulnerability
assessments
Work with the Division of Emergency
Management for grant funding for
assessments
Attend Mayors meeting, and Chief s
meeting to discuss assessment needs
Schedule Opportunities for local
jurisdictions to participate in risk
assessments briefing
PSPSB2-10: Perform a
risk assessment on the
evacuation of special
needs populations,
including hospitals, care
centers, nursing homes,
and the home -bound
Provide training to
citizens for preparedness
based on risk
assessments
Provide information to
citizens about multiple
warning systems in their
community
Work with ESF 6 to develop evacuation
and shelter plan for special needs
populations
Work with ESF 6 to identify Shelter
locations and needed equipments for
shelters
Provide training opportunities for
Communities in Weld County on
Preparedness and Planning
Provide information on NOAA weather
radios/ All Hazards Radios to citizens
Provide Grant information to Communities
to obtain finding for radios
Coordinate with ESF 6 working group to
develop a Special needs evacuation and
shelter plan for Weld County by 2011
Work with Red Cross and the ESF 6
working group to identify and sign
MOU's for special needs shelters by 2011
Work with Citizen Corps Programs and
schedule training classes to communities
on preparedness and planning
Provide documentation on Grant
opportunities and assist with the
application process for communities and
agencies that want to acquire All -Hazards
Radios
187
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
Goal PSPSB3: Acquire sufficient personnel and equipment to support the growing needs of the County.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB3-l: Remain
current with manpower
needs as well as
relocation of
Investigators to keep
pace with the growth and
crime rate
Conduct manpower studies relevant to
population and criminal statistics that are
compared to national studies and allow for
allocations
Annual review would justify the need
additional personnel to investigation or
would relocate assignment deal with the
issue
PSPSB3-2: More
efficient distribution of
work load
White collar unit
Target enforcement unit
Deal with the increasing number of white
collar crime that takes large amount of
time. This would free up other
investigators.
This would help reduce crime and help
make the unit more effect
PSPSB3-3: Become
more efficient and effect
in surveillance, to help
reduce target crimes and
criminals
Different investigation vehicles
By obtaining different makes and models
of vehicle to would make the
investigation unit more effect and
efficient during hard surveillance
PSPSB3-4: Remain
current with manpower
needs as well as district
reallocations to keep
pace with the growth and
crime stats
Conduct current studies that address
compensation issues for all positions in
order to fairly compensate employees and
maintain a strong and experienced
workforce. Pay benefits to be competitive
with surrounding agencies.
Conduct manpower studies relevant to
population and criminal statistics that are
comparative to national studies and allow
allocations
Develop a succession plan and hiring
procedures to insure proper and timely
replacement of personnel to maintain
functional leadership
Develop a plan to educate and encourage
department personnel that promotes their
professional image within the agency and
the community
Annual studies would justify the addition
of personnel to the Public Safety Division
along with indicating whether realignment
of districts is needed rather than more
personnel
The annual studies are an ongoing project
used to justify the needs of a growing
community
188
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSPSB3-5: Develop a
Mead High School and
Middle School SRO
To place a full time SRO in both the New
Mead High School and the current Middle
School that will handle both schools as one
SRO
To have a percentage of the salary paid for
by the St. Vrain Valley School District,
Mead Town and Weld County Sheriff's
Office
The SRO would be a resource for the
schools as both security, educational and
backup officer for the Mead Contract
officer
The Mead High School opens fall of 2009
with a freshman and sophomore student
body
Have the SRO in place by 2010.
Coverage until 2010 could be split with
the District 2 CRO and the Mead Town
Contract car until 2010.
The SRO could be assigned town contract
duties during summer months when
school isn't in session
PSPSB3-6: Insure that
the appropriate personnel
are performing to the
highest level of
effectiveness
Combine the resources of multiple
agencies under one roof for each of the
disciplines currently done in Northeastern
Colorado (e.g. Chemistry, Latent Prints,
and Digital Evidence analysis)
Increase the desired capabilities of each
discipline by identifying equipment needs
and implementing an equipment
improvement schedule
Brings standardization to how casework is
done in Northeastern Colorado improving
the efficiency
Will provide necessary statistics as to
what casework is capable of being done
and where we need personnel and
equipment
With the appropriate tools in place, the
effectiveness of each discipline will be
maximized
PSPSB3-7: Insure that
the appropriate personnel
are performing to the
highest level of
effectiveness
Based on caseload, determine where any
additional personnel are needed. The
immediate as well as future personnel
needs should be budget for appropriately
Caseload dictates personnel. We want to
continue to be effective to our service
organizations by maintaining a turn -
around time of one-two months at a
maximum. This can only be done with
appropriate man -power.
PSPSB3-8: Remain
current with manpower
needs as well keep pace
with the growth and
crime rate
Conduct manpower studies relevant to
population and criminal statistics that are
compared to national studies and allow for
allocations
Annual review would justify the need for
additional personnel to the SWAT team
Using the other Agency involved with the
SWAT team to help supplement the
manpower needs
PSPSB3-9: Obtain
mission critical
equipment
Conduct a study to ensure at the SWAT
team /CNT team has all the Mission
critical equipment needs are met
Ensure that current equipment is sufficient
to support the mission requirements
Annual review of equipment to ensure it
meets the needs and requirement of the
SWAT/ CNT teams needs
Obtain equipment to ensure that critical
missions are met in a safely and effective
manner
189
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSPSB3-10: Remain
current in all training and
trends regards to SWAT
and Homeland security
Conduct training review
Ensure that NIMS requirements are meet
Conduct a training review ever two year
from an outside source
Conduct yearly training reviews from
team leaders
Review and ensure NIMS training is
update and completed
Send trainer to instructor level training to
bring back to the SWAT Team
PSPSB3-11: Obtain
working agreement with
agency from outside the
county to enhance
manpower needs
Develop GIA's and MOU's with
surrounding agency
By the End of 2010 have either GIA's or
MOU's signed by other SWAT teams
outside the county to ensure critical
mission capabilities are also met. This
will also meet the Presidential directive
(HSPD-19)
PSPSB3-12: Develop
mutual aid agreements and
intergovernmental
agreements with local,
state and neighboring
jurisdictions
Working with local and state agencies to
develop IGA's and MOU's for response to
disaster emergencies
Coordinate with State of Wyoming and
Nebraska for MOU and IGA's for response
to terrorism and disaster incidents
Complete MOU's and IGA's in
accordance with NIMS requirements and
standards 9-30-2010
Work with the Office of Homeland
Security in Wyoming and the Department
of Emergency Management in Nebraska
for the development of MOU's and IGA's
that are NIMS compliant 9-30-2010
PSPSB3-13: Work with
the Northeast Colorado
All -Hazards Region,
participation with the
Eastern Colorado Incident
Management Teams
among the 11 counties
with the ability to deploy
to local, regional,
statewide, or national
emergencies
In coordination with the NEAHR and the
NCEM respond to incidents within the
region based on the statewide IGA for
emergency response
Develop MOU's and IGA's as identified
from planning meetings
Respond to incidents when requested by
the State for assistance as EM or LSC
Develop MOU's based on long term
planning needs all MOU's for the County
will be filed with the OEM
PSPSB3-14: Work with
all EFS working groups to
complete MOU's and
AIG's for Alternate Care
Facilities, Shelters and
COOP planning
Work with EFS groups to develop needed
MOD's and IGA's that are NIMS
compliant
Meet on a regular basis with ESF groups
for the development of NIMS compliant
MOU's and IGA's
Review current MOU's IGA's for updates
by 9-30-2010
Goal PSPSB4: Increase personnel effectiveness and efficiency through improved use of communications and
technology.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB4-1: Obtain the
ability write search
warrant and arrest
warrant from outside the
Sheriff's Office
Obtain lap tops computers for all
investigators
Air cards for the lap tops
This will decrease the time spend on
writing warrants and will be more
effective than sending one Investigator to
the Sheriff's Office to write the warrant
while another controls the scene
190
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSPSB4-2: Obtain the
ability to read and view
email and photographs
while away from the
office
Black berry's
This would enable Investigator to view
email and other items while away from
their desk. This would give them more
time to contact suspects and victims.
PSPSB4-3: Continued
educations and training
Excel training
Internet tools
This training would improve the ability of
the investigator's to track large case and
search suspect out
PSPSB4-4: Keep Public
Safety employees trained
in the latest technology
and information
Continue to monitor the budget to make
sure that there are adequate funds to send
Officers to current and new training
Develop a system for tracking and
monitoring all officers training to make
sure required training is current and any
new or necessary training is aligned with
the correct personnel
Continue to test and evaluate new
technology in the continuing search for the
best product for the officer
Training coordinator will monitor new
training that comes out that is relevant,
realist and required for officers
A training tracking system will be
monitored and updated by the training
administrative assistant
Indicate and list out those that have
specialty areas of training so future
reference
PSPSB4-5: Continue to
equip the Public Safety
employees with the latest
technology in both
personal safety
equipment as well as IT
software and hardware
Move towards equipping all patrol units
with air cards so that emails with important
information such as photos can be sent to
the units in the field
Continue to look at technology that allows
reports to be sent car to car so that officers
can send reports to supervisors for
immediate review and corrections
Develop funds to assist in the purchase of
sharing records information between
agencies, i.e. COPLINK
Find effective methods for utilization of
the Meth Grant funds which will enhance
awareness of the Meth problem
Keep all projects and requests current on
the governance committees so that they
are reviewed for completion dates or
reminders for future projects
PSPSB4-6: Strengthen
external and internal
relationships to provide
the best forensic services
that we can to the law
enforcement community
Research and establish a formal standard
operating procedure for how each
discipline currently communicates with
their user agencies in Northeastern
Colorado (e.g. how Chemistry, Latent
Prints, and Digital Evidence analysis
contact law enforcement and DA's)
Utilizing the developed internal operating
procedures for each discipline, establish
and implement quality control procedures
that will serve as an overall quality
assurance program
Effective communication with our user
agencies will get them the product that
they need in the most efficient manner.
This will instill confidence in the analysts'
competency.
The use of standardized communications
and technologies throughout the
laboratory disciplines will increase our
ability to give our user agencies the
desired product and make it more uniform
between the disciplines
191
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSSPB4-7: Insure that
the appropriate personnel
are performing to the
highest level of
competency
Increase the desired capabilities of each
discipline by identifying training needs and
implementing an appropriate training
schedule
Based on caseload, determine where any
additional training is needed. The
immediate as well as future training needs
should be budgeted for appropriately.
Staying current in the latest trends and
technology will increase our analysts'
capabilities
Highly trained analysts will provide the
most competent and effective service
Disciplines and analysis that currently
have to be shipped out to another
laboratory decreases effectiveness by
increasing turn -around time. Striving for
a full -service laboratory is the ultimate
goal.
PSPSB4-8: Maintain an
Coordinate with State DEM for any
Attend NECM and the NEAHR meeting
All- Hazards emergency
updates and changes to the State EOP
to stay up to date on any changes or
management plan and
recommendations to emergency planning
annexes consistent with the
Hold annual update meeting with ESF
state planning standards
Working Groups for updates to the County
Coordinate ESF meeting with County
promulgated by CDEM
EOP
Departments/ Organizations to meet
update schedules
Coordinate with local communities to
develop an All -Hazards EOP that meets the
Attend quarterly Mayors meeting to
State and Federal requirements
provide information on emergency and
All -Hazards planning for small
communities
PSPSB4-9: Provide
Plan exercises with county departments
Coordinate with LEPC and local
exercises to fully test and
and local agencies
communities to plan exercises to meet
evaluate the County
annual required testing of plans
Emergency Operation
Exercises will test portions of the County
Plan, Emergency
and local emergency plans
Exercises will test at a minimum; NIMS
Operation Center Plan,
NIMS Standards and the
After action Reports will be developed
standards, EOC operations and County
Hazmat Plan. All exercises will be
Continuity of Operations
after the exercises to identify needed
HSEEP compliant.
Plan during a disaster
changes to County plans
response
AAR's will be developed post exercise.
The AAR will include an Improvement
Plan to identify who and how the changes
will be made. AAR's will be available 90
days after exercise.
192
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
Goal PSPSB5: Enhance traffic safety measures and reduce impaired driving related traffic accidents.
DESIRED
STRATEGIES
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB5-1: To reduce
Continue to be an active participant in the
Train 50% of all traffic and patrol
impaired driving related
Weld County DUI Task Force
deputies in impaired driving related skills
traffic accidents
and tactics (i.e.: SFST training;
Develop and present standardized annual
Intoxilyzer Operator training; Drugs that
training on topics related to impaired
driving prosecution in conjunction with the
Impair Driving; etc.)
Weld County DUI Task Force
Offer or host above training to smaller
outside agencies within Weld County
Conduct agency and multi -agency sobriety
checkpoints
Conduct/participate in a minimum of 6
agency or multi -agency sobriety
Conduct agency and multi -agency sobriety
saturation patrols
checkpoints per year
Increase public awareness on the dangers
Conduct/participate in a minimum of 9
of impaired driving
agency or multi -agency sobriety
saturation patrols per year
Overall reduction of DUI related
accidents by 10%
Work with PIO on press releases in
conjunction with sobriety checkpoints and
saturations patrols emphasizing the
dangers of impaired driving
Assist coalition partner, Weld County
Drive Smart, in conducting a minimum of
8 High School PARTY Programs
Assist Community Resource Officers
(CRO's) and Victim Services in
conducting "Every 15 Minutes" program
at a county high school annually
193
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSPSB5-2: Increase and
enhance effectiveness of
Traffic Deputies
Train traffic deputies up to Traffic
Accident Investigation (Level I)
Train traffic deputies up to Advanced
Traffic Accident Investigation (Level II)
Train traffic deputies up to Traffic
Accident Reconstruction (Level III)
Obtain specialized training for qualified
Level III traffic deputies
Ensure that all traffic deputies have
attended Traffic Accident Investigation
(Level I) training
Ensure that all Level I traffic deputies
attend Advanced Traffic Accident
Investigation (Level II) training
Ensure all Level II trained traffic deputies
attend Traffic Accident Reconstruction
(Level III) training
Determine and select Level III trained
traffic deputies for specialized training
(i.e.: Level IV training; Auto-Ped
Reconstruction; Motorcycle
Reconstruction; Auto -Bike
Reconstruction; Articulated Vehicle
Reconstruction, etc.)
PSPSB5-3: Enhance
Reduce the number of active 2007/2008
Reduce the number of Weld County
traffic safety by
outstanding DUI related warrants for Weld
resident active DUI warrants by 25%
removing repetitive
County residents
dangerous drivers from
Build and assign outstanding warrant
roadways
packets to be issued to traffic deputies
monthly
Monitor outstanding DUI warrants for
repeat offenders
Work with District Attorney's Office to
identify repetitive offenders, as well as
Habitual Traffic Offenders, and targeting
them
PSSPB5-4: Maintain
Meet requirements set by Division of Fire
Attend instructor meetings and training
NIMS Instructor
Safety and FEMA for NIMS instructor
held by Division of Fire Safety annually
Certification through
certifications
Colorado Division of
Instruct a minimum of three NIMS classes
Fire Safety
Meet NIMS training requirements as
updated by NIMS Integration Center
for county and local agencies
Stay NIMS compliant
Participate in the State Training and
with updated required
training from NIMS
integration Center
Exercise Planning Meetings
Complete required NIMS training classes
(NIMS 5 year plan)
194
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSB5-5: Maintain
Logistic Section Chief
Certification with State
of Colorado and Eastern
Colorado Incident
Management Team
Meet training requirements for Logistics
Section Chief
Provide training opportunities for ECIMT
Participate in Deployments with ECIMT
Attend scheduled team meetings and
training
Host requested training classes for the
ECIMT
Attend the Colorado Wild land Fire and
incident Management Academy in
January and train with the Logistics
Section
Respond to deployments request by the
State as needed
PSPSB5-6: Obtain
Meet training requirements for certification
Complete required training classes to
Certification as
meeting Certification requirements
Emergency Manager
Meet application requirements for
through Colorado
Certification
Publish articles in Emergency
Emergency Managers
Management Publications
Association
Teach Classes in Emergency
Preparedness and Planning on annual
basis
PSPSB5-7: Comply with
Meet required training for Homeland
Attend required training for Homeland
training requirements for
Security Planning
Security Grants with State and NEAHR
State and Federal Grants
Meet required training for Emergency
Attend required training at FEMA
Management Program Grant
Emergency Management Institute
Meeting required training for Energy
Complete required online classes through
Impact Grant
EMI Independent Study
Coal PSPSB6: Enhance professionalism and promote department excellence.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB6-l: Provide the
highest level of
comprehensive Forensic
Laboratory services
Research and establish a formal standard
operating procedure for each discipline
currently done in Northeastern Colorado
(e.g. Chemistry, Latent Prints, and Digital
Evidence analysis)
Standardizing how casework is analyzed
will improve the efficiency of the
discipline and will instill confidence in
the analysts' competency
PSPSB6-2: Provide the
highest level of
comprehensive Forensic
Laboratory services
Utilizing the developed internal operating
procedures for each discipline, establish
and implement quality control procedures
that will serve as an overall quality
assurance program
Standardization throughout the laboratory
disciplines will provide the ability to give
accurate statistics and results. This, in
turn, will provide increased confidence in
the laboratory's quality.
PSPSB6-3: Nationally
recognized excellence in
Forensic Laboratory
Services
Pursue individual certification for analysts
in the areas of Latent Print and Digital
Evidence Analysis
In the eyes of the court and to other
agencies, this will ultimately lend the
most credence
PSSPB6-4: Nationally
recognized excellence in
Forensic Laboratory
Services
The current ASCLD-LAB accreditation for
local Chemistry Lab will be pursued for the
full service Regional Lab
ASCLD-LAB accreditation is a standard
that must be met and should be an
immediate goal to begin striving for
195
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSPSB6-5: Nationally
recognized excellence in
Forensic Laboratory
Services
Support the goal of employees sitting on
national and regional boards
This provides national trends and access
to the latest techniques of analysis
PSPSB6-6: Nationally
recognized excellence in
Forensic Laboratory
Services
Support the goal of employees teaching at
the national and regional level
With a highly trained staff, we can
promote our abilities by having them train
others
PSPSB6-7: Receive
funding from the
Emergency Management
Program Grant to support
OEM Budget
Continue to work with the OEM for
guidance on funding of the EMPG
Comply with all requirements of the
EMPG
Review annual program paper with DEM
Regional Field Coordinator for compliance
Complete application and receive funding
of EMPG
Complete all reporting documents each
quarter
Increase or maintain funding level of
EMPG
PSPSB6-8: Receive
funding form Homeland
Security Grants for
Operational Equipment
for OEM and Sheriff's
Office
Continue to apply for Homeland Security
Grants
Continue to work with the NEAHR
Continue to work with NCEM
Attend all homeland security grant
meetings
Coordinate all Homeland Security Grant
application for Weld County
Comply with all requirement for reporting
and equipment use
Attend all NEAHR and NCEM meetings
for planning of Homeland Security Grants
PSPSB6-9: Receive
Grant Funding from
other available grants to
support EOC operations
Continue to work with the Division of
Emergency Management and DOLA to
seek funding for grants to upgrade and
enhance Weld County EOC
Research other Federal Grant opportunities
that meet the need for Weld County EOC
operations
Apply for grant funds from the State that
allow for EOC operation advancements
Apply for Funding from DOLA after
disaster incidents to support EOC efforts
Research and apply for Federal Grants
that will help support EOC operations and
advancements
Identify technology that will enhance
EOC operations
196
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
OFFENDER SUPERVISION B UREA U
Goal PS OSB 1: 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.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OSB 1-1:
Violence is managed
effectively
Reduce the rate of serious inmate rule
violations for fighting, intimidation, threat of
violence by 5% from the prior year
Analyze and tabulate worker compensation
reports to determine the frequency of staff
injuries directly resulting from inmate acts
during the next 12 months
.339/inmate
10
.339/inmate
14
.322/inmate
14
PS OSI3 1-2:
No incidents of
inmate -on -inmate,
inmate -on -staff, or
staff -on -inmate
sexual victimization
100% of sexual assault incidents are reported
and investigated
0 infraction reports for serious rule violations
related to sexual contact or sexual harassment
0 incidents of staff sexual misconduct
100%
33
2
100%
22
0
100%
20
0
PS OSB 1-3: No
inmate deaths from
suicide, self abuse or
criminal behavior of
another
0 inmate deaths from suicide, self abuse or
criminal behavior of another
0
0
0
PS OSB 1-4: Living
conditions afford
adequate shelter,
sanitation and basic
essentials of life
Establish program of regular unit health and
safety inspections by June 1 2009
Improve health sanitation and safety inmate
responses from prior year
Reduce the rate of inmate grievances related to
living conditions by 3%
None
3.18/5
.107/inmate
85%
3.3/5
.096/inmate
100%
3.4/5
.093/inmate
PS OSB 1-5:
Activities and
rehabilitative
programming are
available
Increase work days time deductions by 5%
over prior year
Increase offender participation in the GED
program by 5% over the prior year
Develop release plans for 100% of inmates
who are gravely disabled or have an identified
special need
4829 days
36
100%
5374 days
38
100%
5643 days
40
100%
197
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
OFFENDER SUPERVISION BUREAU
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OS13 1-6: Staff is
100% of officers attending basic training
well trained and
developing
professionally
receive Aims College credits
Staff receive a minimum of 16 hours in-service
training annually
100%
100%
100%
100%
100%
100%
100% of officers have current CPR and First
Aid cards
100% of officers meet PPCT proficiency
standards
100%
100%
100%
100%
100%
100%
PS OSB 1-7:
Staff are trained in jail vulnerability threat
Facility is prepared
for disaster and/or
mass casualty event
assessment by June 30 2009
Conduct two tabletop exercises annually
None
None
100%
100%
100%
100%
Conduct one full drill annually
None
50%
100%
PS OSB 1-8:
Collaborate with Buildings and Grounds to
Provide necessary
and appropriate
technology,
buildings and
develop written building and equipment
maintenance schedule by June 30 2009
Repair orders completed within 48 hours
None
50%
100%
equipment to deliver
quality essential
services
Develop and maintain future 60 month secure
bed need model and distribute to policy makers
50%
70%
90%
every six months
None
TBD
TBD
Coal 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
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OSB 2-1:
Complete snapshot analysis of jail bed
04/2009
01/2010
Secure county jail
utilization quarterly to identify any change
10/2008
07/2009
04/2010
beds are available
10/2009
07/2010
for offenders who
are a risk to
community safety,
likely to rccidivate
and/or flee the
jurisdiction
Enhance role of the Weld County Criminal
Justice Advisory Committee
Conduct education/training with prosecutors
and judges annually and individually for new
appointees during interim
Report jail occupancy percentage monthly
95.1%
IN PROGRESS
IN PROGRESS
94.6%
10/2010
96%
198
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
OFFENDER SUPERVISION BUREAU
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OSB 2-2:
Complete objective client assessment for 100% of
Participants
successfully comply
with community
clients
Audit client supervision files monthly to insure
26.6%
37.4%
50%
supervision without
regression to secure
jail custody
minimum of 90% contact and supervision
standard compliance
25%
50%
90%
Report successful completion rates for each
PTS-90%
PTS-96%
PTS- N/A
program and the basis for regressions quarterly
WR - 81%
WR -85%
WR - 85%
HD - 97%
HD - 97%
HD - 97%
Tabulate the use of intermediate sanctions with
the total rule violations quarterly
Unavail
In Progress
In Progress
PS OSB 2-3:
Enhance communication with criminal justice
Greater participation
and diversity of
programming
agencies. document and report contacts quarterly
Monitor and report client days by type of client
Unavail
In Progress
In Progress
available
and program quarterly
Unavail
In Progress
In Progress
Alternative programs utilization is proportional
with, or increasing, relative to total secure bed
utilization
49.2%
45.9%
50%
199
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.
RESOURCES
ACTUAL
LAST FY
(2008)
BUDGETED
CURRENT FY
(2009)
REQUESTED
NEXT FY
(2010)
RECOMMEND
NEXT FY
Personnel Services
$ 1,134,799
$ 1,175,298
$ 1,170,298
$ 1,170,298
Supplies
174,077
136,660
136,660
136,660
Purchased Services
90,083
103,623
103,623
103,623
Fixed Charges
202
6,000
6,000
6,000
Capital
0
0
0
0
Gross County Cost
$ 1,399,161
$ 1,421,581
$ 1,416,581
$ 1,416,581
Revenue
141,058
60,000
145,287
145,287
Net County Cost
$ 1,258,103
$ 1,361,581
$ 1,271,294
$ 1,271,294
Budget Positions
16
16
16
16
SUMMARY OF CHANGES: The only change in expenditures line items is a reduction of
$5,000 in overtime. There is a significant increase in projected income from Concealed
Weapons Permits from $60,000 to $145,287. This projection is in response to the increased
number of permits issued, and the fees collected for processing.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
200
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs (2008) (2009) (2010)
Civil Process Received 9,471 9,448 9,637
Invoice/Requisitions Processed 2,975 3,000 3,000
Applicants Processed 1,776 1,918 1,500
Efficiency Measures
FTE's per 10,000/capita .686 .656 .597
Per capita cost (county support) $5.30 $5.28 $ 4.74
Effectiveness Measures (desired results)
Civil Process Served 8,654 8,740 8,880
Percent Civil Process Served 91.37% 92.49% 94.43%
Applicants Hired 58 50 50
Percent of Applicants Hired 3.8% 2.5% 2.5%
Total Miles Driven Civil Process 114,588 116,316 113,000
Average Miles Driven per Civil Process 11.5 11 11
Complaints per 1,000 Civil Process Served 0 1 0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,000,318
$ 5,913,473
$ 5,801,792
$ 5,801,792
Supplies
297,849
243,604
211,019
211,019
Purchased Services
983,850
1,036,907
995,754
995,754
Fixed Charges
519
0
0
0
Capital
0
35,000
35,000
35,000
Gross County Cost
$ 7,282,536
$ 7,228,984
$ 7,043,565
$ 7,043,565
Revenue
438,337
350,696
393,300
393,300
Net County Cost
$ 6,844,199
$ 6,878,288
$ 6,650,265
$ 6,650,265
Budgeted Positions
77.75
72.75
71.75
71.75
SUMMARY OF CHANGES: Revenues have been increased $42,604 due to an increase in the
volume and the adjusted rate for civil process. Salaries were decreased to reflect the
elimination of the White Collar Crime Investigator ($84,567). Increased health insurance costs
are included the recommended budget ($44,627). Other line items being decreased to meet
the target number for the 2010 budget were overtime ($27,114), small items of equipment
($10,054), vehicle maintenance and repair ($30,590), out of town travel and meetings
($14,354), and officer training ($30,590).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with the
elimination of the White Collar Crime Investigator, since the District Attorney will be
discontinuing the unit as of September, 2009.
BOARD ACTION:
202
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
PartAOffenses 3,304 1,983 2,411
Part B Offenses 840 669 770
Adult Arrest 1,059 1,084 1,125
Juvenile Arrest 98 96 97
Dispatched Calls for Service 52,354 54,276 59,128
Temporary Restraining Orders Received 577 561 522
Efficiency Measures
FTE's per 10,000/capita 3.12 2.98 2.68
Per capita net cost $29.32 $28.22 $24.82
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriffs Office Summary page.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement - - 1000-21210
DEPARTMENT DESCRIPTION: Provide traffic enforcement on county roads, and public
education on traffic safety.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 902,723
$ 899,690
$ 817,943
$ 690,761
Supplies
64,446
83,455
63,455
63,455
Purchased Services
102,004
134,331
123,652
103,394
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,069,173
$ 1,117,476
$ 1,005,050
$ 857,610
Revenue
111,833
130,000
180,000
180,000
Net County Cost
$ 957,340
$ 987,476
$ 825,050
$ 677,610
Budget Positions
12
12
11
9
SUMMARY OF CHANGES: The requested budget reduced personnel by one Deputy Sheriff
($72,207). The recommended budget reduces staffing by two more Deputy Sheriffs
($144,414). Overtime was reduced by $9,540. Health insurance increases are included in the
budget. Equipment has been reduced by $20,000, but still leaves $38,113 to maintain
equipment in good state. Training and travel costs have been reduced due to increased
availability and opportunity to keep personnel within the state to attend specialized training
($550). Vehicle costs have been reduced $30,387 with the reduction of three officer three cars
can be taken out of service.
Amount included for fines was increased based on trends and in an attempt to keep a realistic
estimate of fines derived through Model Traffic Code (MTC) citations. Proposed MTC Fine
Schedule change will increase some of the revenue on some specific violations. We continue
to feel some reduction of revenues with deputies required to issue State citations for violations
involving: Driver's license; Vehicle registration; Insurance issues; or Speeding greater than
30MPH over posted speed. These violations require state citations to be issued and there is no
recouping any revenues from the Department of Revenue. Also, deputies cannot split citations
(issuing a MTC citation for one violation and a state citation of those violations).
204
TRAFFIC CONTROL
(CONTINUED)
1000-21210
FINANCE/ADMINISTRATION RECOMMENDATION: The Traffic Unit has done a tremendous
job in reducing traffic fatalities in Weld County since its creation a few years ago. However, in
the budget review process done by the Board earlier this year there were issues raised about
striking a balance between Colorado State Patrol's (CSP) responsibility to do traffic
enforcement and the county's. The CSP has added officers in this region at the same time the
county has increased traffic enforcement officers. The issue is service level. Having the Traffic
unit does create a deterrent for drivers not to break traffic laws. The consensus of the Board
was that three officers could be reduced without adversely impacting service and public safety.
As a result, three officers have been reduced. It should be noted that based upon manning
documents, the traffic Unit has had two vacancies in traffic officer positions much of 2009.
BOARD ACTION:
PERFORMANCE MEASURES
2008 2009 2010
ACTUAL ESTIMATED PROJECTED
Work Outputs
MTC Tickets Issued
State Tickets Issued
Accident Reports Investigated
Enforcement Hours
Alcohol Related Driving Arrests
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
2,555 2,575 3,174
2,099 2,150 1,839
573 504 464
15,743 27,768 25,454
277 304 304
.514 .492 .336
$4.10 $4.05 $2.49
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Services - - 1000-21220
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School and Aims Community College.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 310,600
$ 472,909
$ 538,632
$ 538,632
Supplies
184,354
0
4,182
4,182
Purchased Services
51,993
66,154
74,104
74,104
Fixed Charges
0
0
Capital
0
0
Gross County Cost
$ 546,947
$ 539,063
$ 616,918
$ 616,918
Revenue
514,561
561,733
648,173
648,173
Net County Cost
$ 32,386
$ (22,670)
$ (31,255)
$ (31,255)
Budgeted Positions
3.0
7.0
7.5
7.5
SUMMARY OF CHANGES: Personnel Services is being adjusted to reflect the addition of 0.5
FTE to serve as the school resource officer for the St. Vrain School District at a school being
built in the Town of Mead.
Supplies are being increased by a total of $4,182. This amount is composed of $4,022 to
purchase a hand held radio for the Mead school resource officer and $161 to replenish
expendable office supplies consumed by unit members. Purchased Services is being increased
by $7,950 due to vehicle expenses associated with the addition of the .5 FTE to serve as the
Mead school resource officer.
Operation of the Contract Services Unit is projected to provide a surplus of $31,255 to Weld
County. The surplus helps reimburse the county for all of the capital outlay spent to establish
the unit in 2007.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
additional 0.5 FTE to service the high school Mead.
BOARD ACTION:
206
CONTRACT SERVICES
(CONTINUED)
1000-21220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls
2,480 2,484
Number of Warnings issued 1,053 1,170
Number of Citations issued 58 52
Efficiency Measures
FTE's per 10,000/capita 0.34 0.27
Per capita cost (county support) $(0.09) $(0.12)
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriffs Office Summary page.
207
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 230,275
$ 230,055
$ 230,055
$ 230,055
Supplies
9,493
17,650
12,650
12,650
Purchased Services
208,639
212,324
197,361
197,361
Fixed Charges
0
0
Capital
0
0
Gross County Cost
$ 448,407
$ 460,029
$ 440,066
$ 440,066
Revenue
1,235
0
85,000
85,000
Net County Cost
$ 447,172
$ 460,029
$ 355,066
$ 355,066
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Supplies are being decreased by $5,000. This amount was a
one-time increase granted in the 2009 budget for the procurement of one mobile data terminal
for a vehicle and six protective helmets. Purchased services are being decreased by $14,963.
This decrease is achieved by decreasing expenditures in Humane Society expenses ($11,991)
and out of town expenses ($1,598).
Revenues are being increased by $85,000. This revenue is received from the Solid Waste
Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
208
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 4,613 3,960 4,158
Animals Transported to Shelter 954 852 895
Efficiency Measures
FTE's per 10,000/capita .2051 .2054 0.186
Per capita cost (county support) $1.89 $1.61 $1.33
Miles Driven per Call for Service 29.62 29.55 31.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
209
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 115,513
$ 206,220
$ 206,220
$ 206,220
Supplies
44,975
25,000
24,200
24,200
Purchased Services
32,003
65,555
58,700
58,700
Fixed Charges
131
0
0
0
Capital
92,786
11,500
14,000
14,000
Gross County Cost
$ 285,408
$ 308,275
$ 303,120
$ 303,120
Revenue
78,142
117,960
115,383
115,383
Net County Cost
$ 207,266
$ 190,315
$ 187,737
$ 187,737
Budget Positions
1
2
2
2
SUMMARY OF CHANGES: The capital purchase of an expansion of memory for the forensic
server from 6.5Tb to 20Tb of storage capacity totaling $14,000 is included in the budget.
Professional Services will increase from $4,855 to $10,000 to reflect a service contract for the
latent print section's AFIS terminal. Training will decrease from $41,000 to $29,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
210
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases/items completed — drugs & arson 124/329 140/290 140/290
Court Testimony 7 3-5 3-5
Hours of Lab Analysis — drugs & arson 442 360 360
Efficiency Measures
FTE's per 10,000/capita .043 .082 .075
Per capita cost (county support) $0.888 $0.781 $0.701
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.
211
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 87,681
$ 107,803
$ 107,803
$ 107,803
Supplies
16,922
6,400
6,400
6,400
Purchased Services
8,664
34,819
33,819
33,819
Fixed Charges
0
0
Capital
0
0
Gross County Cost
$ 113,267
$ 149,022
$ 148,022
$ 148,022
Revenue
80,152
82,468
82,468
82,468
Net County Cost
$ 33,115
$ 66,554
$ 65,554
$ 65,554
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: Two cars were purchased in 2009 for the Victim's Advocate Unit.
Adjustments were made to cover a more realistic cost for fuel and maintenance by reducing the
budget by $1,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
212
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,539 1,288
Number of VALE grants administered 1 1
Efficiency Measures
FTE's per 10,000/capita 0.078 0.082
Per capita cost (county support) $0.273 $0.27
1,293
1
0.075
$0.24
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
213
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 84,157
$ 95,012
$ 95,012
$ 95,012
Supplies
0
0
0
0
Purchased Services
70,248
70,248
70,248
70,248
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 154,405
$ 165,260
$ 165,260
$ 165,260
Revenue
13,046
0
0
0
Net County Cost
$ 141,359
$ 165,260
$ 165,260
$ 165,260
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: The above projected numbers reflect the period from January 1,
2010 through December 31, 2010. We have been approved and are operating on the grant
commencing October 1, 2008 through September 30, 2009. We will be requesting another
grant to operate the 12 month period commencing October 1, 2009. This grant has been
operating for the past several years with the assistance of less than 15% federal funding. The
Weld County Task Force Board has met and discussed impacts. The goal was to be working
towards self funding from all Weld County Agencies during the grant period in 2007 in
preparing for the closing 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. Although there is a strong chance we will
lose funding from our current grant, we are seeking additional funding from the HIDA grant.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
214
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 185 180 180
Drug Arrests 154 160 150
Search Warrants Executed 28 25 25
Cocaine Seizures (Kilos) 14.17 14.0 7.0
Methamphetamine Seizures (Pounds) 7.36 7.0 7.0
Marijuana Seizures (Pounds) 672 100 100
Meth Lab Seized 4 6 5
Efficiency Measures
FTE's per 10,000/capita $0.044 $0.041 $0.037
Per capita cost (county support) $0.69 $0.68 $0.67
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
215
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 11,870,074
$ 13,227,993
$ 13,418,046
$ 13,418,046
Supplies
506,166
295,625
281,183
281,183
Purchased Services
3,467,512
3,477,652
3,827,987
3,827,987
Fixed Charges
10,926
16,867
16,867
16,867
Capital
67,043
0
62,811
62,811
Gross County Cost
$ 15,921,721
$ 17,018,137
$ 17,606,894
$ 17,606,894
Revenue
1,450,381
849,000
859,200
859,200
Net County Cost
$ 14,471,340
$ 16,169,137
$16,747,694
$16,747,694
Budgeted Positions
199.0
200.6
204.6
204.6
SUMMARY OF CHANGES: Changes in Personnel Services are the net result of eliminating
two commander positions, reducing budgeted overtime, and adding 6 correctional officer
positions. This increases resources to expand jail capacity from 619 to 683 general population
beds. The reduction in Supplies relates to the radio system being replaced last year as a one-
time project that does not reoccur. Purchased Services increases reflect inmate medical
service cost and food increases from both expanded capacity and general industry cost
increases. Capital increases reflect the need to replace existing but obsolete fingerprinting and
kitchen equipment. The small increase in budgeted revenue reflects increased jail utilization by
local municipal courts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
216
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Secure Jail Population Daily 538 590 662
Avg. Work Release Clients Daily 182 151 198
Avg. Electronic Home Monitoring Daily 129 120 120
Avg. Pre -Trial Supervision Clients Daily 211 235 245
Total Offenders Under Supervision Daily 1,060 1,096 1,182
All Offenders Processed Into Facilities 16,108 15,950 15,975
Number of Offenders Transported to 19,967 20,813 18,000
Court Appearances
New Correctional Officers Entering 30
Basic Training 60 30
Efficiency Measures
Offender Supervision FTE's per
10,000 Capita 9.9 9.8 8.8
Per capita net cost $72.19 $75.75 $69.04
Avg. Medical Cost Per Inmate Daily $12.71 $12.20 $11.80
Avg. Food Cost Per Inmate Daily $3.17 $3.15 $3.03
Secure Facility Occupancy Rate 87% 95% 97%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals on page prior to North Jail Complex (1000-24410) Summary.
217
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.
C.R.S. 18-1.3-106 allows for the operation of jail alternative programs to be used by the court in
sentencing, and C.R.S. 16-4-105 provides for the operation of a pre-trial supervision program.
Jail alternative programs operate within this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,166,880
$ 2,501,274
$ 2,132,871
$ 2,132,871
Supplies
82,834
58,550
41,318
41,318
Purchased Services
876,559
648,171
466,350
466,350
Fixed Charges
1,622
2,800
2,800
2,800
Capital
0
0
0
0
Gross County Cost
$ 3,127,895
$ 3,210,795
$ 2,643,339
$ 2,643,339
Revenue
749,074
915,000
892,000
892,000
Net County Cost
$ 2,378,821
$ 2,295,795
$ 1,751,339
$ 1,751,339
Budgeted Positions
32
38
32.0
32.0
SUMMARY OF CHANGES: The budget reflects the transfer of two entire programs, Pre -Trial
Services (PTS) and In Custody Alternative Placement Program (ICAPP) to the Justice Services
Department, in the amount of $453,072 across all budget categories; including four FTE's
associated with those programs. Personnel Services was reduced an additional $106,946 by
the elimination of two client manager positions in the Work Release Program. The utilization of
Work Release has declined reflected further by reduced revenues from client participation fees.
Decline in use is due to the high rate of unemployment making it more difficult for clients to find
jobs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. See Justice
Services (Budget Unit 24100) for discussion on the transfer of the PTS and ICAPP programs.
Board approved the reorganization of PTS and OCAPP on June 29, 2009.
BOARD ACTION:
218
CENTENNIAL JAIL
(CONTINUED)
1000-24420
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.
219
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
430,286
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 430,286
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$ 430,286
$
0
$
0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Resources o expand on -site 'ail capacity have been requested in
the next fiscal year. Assuming there are no additional unforeseen impacts on jail utilization in
2010, current projections do not indicate a need for contracted jail space to supplement on -site
jail capacity.
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
220
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, coordinates emergency planning in case of
either natural or other disaster on county, state, and federal level. Coordinates emergency
response exercises for participants to evaluate effectiveness and improvement.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 82,528
$ 94,197
$ 94,197
$ 94,197
Supplies
12,385
13,514
7,900
7,900
Purchased Services
37,707
51,262
56,662
56,662
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 132,620
$ 158,973
$ 158,759
$ 158,759
Revenue
51,798
47,100
51,400
51,400
Net County Cost
$ 80,822
$ 111,873
$ 107,359
$ 107,359
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: Changes to the OEM budget for 2010 include an increase to the
EMPG revenue from $47,100 to $51,400. Reductions were taken in small items of equipment
and out of town travel. Due to the addition of the Mobile Command Bus and identified
maintenance for existing equipment, $3,500 was added to the vehicle expense line for
maintenance and fuel for the bus, trailers and ATV's and $3,900 more for depreciation of the
vehicles. The overall OEM budget has been reduced based on reduction in estimated costs
and increases to grant funding - - the EMPG covers 32% of the OEM budget. The EMPG
funding will cover up to 50% of the OEM budget, if the OEM budget is reduced this will affect
the ability to meet some of the training requirements of the grant. The EMPG grant has
increased each year since 2005. The added revenue and drop in expenses results in a $4,514
reduction to the net county costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
221
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 6 6 6
Number of people participating in drills 500 1,100 500
Number of inspections and/or reports 12 12 12
Efficiency Measures
FTE's per 10,000/capita .042 .041 .041
Per capita cost $0.47 $0.46 .45
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
222
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
3,895
0
0
0
Purchased Services
1,966,925
1,651,896
1,502,506
1,502,506
Fixed Charges
6,000
4,800
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,976,820
$ 1,656,696
$ 1,502,506
$ 1,502,506
Revenue
324,713
56,200
56,200
56,200
Net County Cost
$ 1,652,107
$ 1,600,496
$ 1,446,306
$ 1,446,306
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, criminal
records management, and Criminal Justice Information Center.
Starting in 2009, user agencies all pay according to their use of the center. The county pays for
the first $10,000 of each agency's usage. Once the user agency exceeds $10,000 in usage,
the agency must pay the difference by paying one-third of the overage in 2009, two-thirds in
2010 and the full amount over $10,000 in 2011 and thereafter. The county's share for the
formula in 2010 will be $1,451,006 for the Weld County Regional Communications Center
(WCRCC). The $1,451,006 was determined as shown on the following page.
223
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (CONTINUED):
WCRCC Total Expenditures
City of Greeley 2007 Base Maintenance of Effort
E911 Payment of Six Dispatchers
Other Users' Share Under New Formula
Total County's Share Under New Formula
911 Payments for Overtime
Greeley Salary Adjustment
Radio Maintenance Contract
Phone Line for T-1
$3,256,717
- 1,547,508
- 328,146
- 46,800
$1,334,263
- 92,500
- 8,980
181,277
36,946
Total County 2010 WCRCC Charge $1,451,006
Phone costs of $50,000 and motor pool costs of $1,500 are included in the budget outside the
contract. Effective in 2010 Weld County will no longer contribute $19,000 per year to CCNC for
the maintenance of the state 800 MHz controller system. The County receives cost
reimbursement from tower rental ($56,200). With the new formula, costs will begin to flatten
out over time; and in the long run, relieve the county of the historical burden of supporting the
WCRCC along with the City of Greeley.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The new
formula in the long-term will lessen the county's burden of supporting the WCRCC, especially
as the population and service demand growth occurs throughout the county. Agencies that
have population and service demand growth will pay for the growth versus the county
shouldering the whole load.
Due to the City of Greeley's budget issues the salaries for staff in the WCRRC may be less
than shown in this budget, so there will be a final adjustment in the Final Budget.
BOARD ACTION:
224
COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls 95,383 95,364 97,000
Non -911 Calls 368,894 248,000 250,000
CAD Incidents for Law and Fire/Ambulance 358,194 372,880 375,000
EMD Calls 14,854 16,286 16,500
Criminal Justice Records, Total Case #'s
Issued 30,000 32,000 33,000
ARS Documents Transcribed 57,500 58,650 55,000
Warrants Processing Activity 25,300 28,122 29,000
Citations Processed 34,000 39,100 40,000
Phone Calls into Records 71,000 72,450 75,000
Computer Service Requests 18,500 21,500 20,000
Efficiency Measures
FTE's per 10,000 per Capita 1.79 1.92
Per Capita Cost - Operating Budget $7.08 $6.86
EMD Call per FTE 314 363
CAD Incident per FTE 7,600 7,967
Total Telephone Calls to Center per FTE 9,200 9,765
ARS Document transcribed per FTE 2,300 2,346
1.75
$5.60
351
7,978
9,752
2,200
Goal PSI: To answer 100% of 911 calls within 15 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS1-01: Improved
customer service in
the most critical
component of
emergency
dispatch services
Percentage of calls answered within 15
seconds
93.80%
99.07%
Through May
99.00%
225
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
4,136
0
0
0
Purchased Services
27,402
0
0
0
Fixed Charges
0
0
0
0
Capital
0
20,000
20,000
20,000
Gross County Cost
$ 31,538
$ 20,000
$ 20,000
$ 20,000
Revenue
0
0
0
0
Net County Cost
$ 31,538
$ 20,000
$ 20,000
$ 20,000
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: No change. Budgeted level will accommodate the minimal capital
needs of the communications system in 2010. If the county is successful in getting an Energy
Impact Assistance Tier III grant for the nearly $8 million upgrade and enhanced simulcast radio
system, a supplemental appropriation will have to be made mid -year 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
226
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer -aided dispatch, criminal records
management, jail records management, and prosecution system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Supplies
$ 17,726
$ 100,000
$ 100,000
$ 100,000
Purchased Services
770,825
715,705
758,111
758,111
Gross County Cost
$ 788,551
$ 815,705
$ 858,111
$ 858,111
Revenue
0
0
0
0
Net County Cost
$ 788,551
$ 815,705
$ 858,111
$ 858,111
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: The budget includes $100,000 for enhancements to Tiburon and
$758,111 for computer maintenance costs, for a total of $858,111. The budget includes one
FTE dedicated to the Weld County Sherff's Office for Tiburon support. The change from last
year is Tiburon software maintenance costs are up $95,983 with the county's share of offsetting
reduction from eliminating a Records C erk ($22,340) and one IT Technician ($31,237). Net
increase is $42,406.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ARS documents transcribed 14,522 10,000 9,000
Efficiency Measures
Per capita cost (county support) $3.38 $3.37 $3.20
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
227
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 391,016
$ 375,940
$ 380,366
$ 380,366
Supplies
23,198
12,000
13,000
13,000
Purchased Services
225,255
246,000
240,574
240,574
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 639,469
$ 633,940
$ 633,940
$ 633,940
Revenue
774
700
700
700
Net County Cost
$ 638,695
$ 633,240
$ 633,240
$ 633,240
Budgeted Positions
5.5
5.5
5.5
5.5
SUMMARY OF CHANGES: Personnel costs are up $4,426 including the increased health
insurance costs for 2010. Supplies are up $1,000 due to usage. Travel has been reduced
$5,426. No change in net county costs for 2010. In the Motor Pool budget a new vehicle has
been recommended.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
228
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of cases
Number of inspections
Number of full autopsies
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per autopsy/inspection
1,009 1,050 1,050
424 450 450
158 160 160
0.214
$2.74
$878
0.246
$2.60
$904
0.206
$2.36
$904
Coal PS2: To provide the highest quality medico -legal investigation in an efficient and compassionate
manner.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS2-1: 100% of
investigative staff
members to be
certified in death
investigation
through the State of
Colorado and The
American Board of
Medico -legal Death
Investigators or
other national
certifying agency.
Percent of investigators with valid
Colorado and valid national certification
40%
60%
60%
PS2-2: Achieve
and maintain
departmental
accreditation
through the
National
Association of
Medical Examiners
(The NAME)
A completed self -assessment and action
plan
Percentage indices of necessary changes
Conference of accreditation from The
NAME
20%
Completion
Of Self
Assessment
100%
Completion
Of Self
Assessment
Achieve
NAME
Accreditation
Within Three
Years.
229
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 415,971
$ 415,971
Supplies
15,500
15,500
Purchased Services
47,350
47,350
Gross County Cost
$ 478,821
$ 478,821
Gross Revenue
0
0
Revenue
0
0
Net County Cost
$ 478,821
$ 478,821
Budgeted Positions
6
6
SUMMARY OF CHANGES: On June 29, 2009, the Board of County Commissioners created
the Justice Services Division. Further and in collaboration with the Sheriff, the Commissioners
authorized the transfer and oversight of Pretrial Services (and divest ICAPP services) to the
Justice Services Division effective on or about January 1, 2010.
The budget was created by transferring the four positions and budgeted resources from the
Sheriff's Office's ICAPP and Pre-trial programs in the amount of $453,072, and the Director's
position and budgeted resources from Community Corrections in the amount of $109,726. The
proposed budget for the new Justice Services Division is $478,821 for a savings of $83,977.
Even with this savings the resources budgeted allow for funding of the Director of the division,
three Pre -trail Client Managers, Pre-trial Services Supervisor, and a Criminal Justice Planner.
Beside funds for support services and supply accounts there is $30,000 funded for client
services to subsidy client needs for home monitoring, drug testing, etc. to facilitate pre -trail
services.
230
PRETRIAL SERVICES
(CONTINUED)
1000-24100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The creation of
this division should allow for improved pre -trail services that will positively impact public safety
and more cost effectively deal with clients in the criminal justice system to minimize the need to
incarcerate the clients in the county jail.
The addition of the Criminal Justice Planner position will allow for a position to do system -wide
analysis of the entire criminal justice system in Weld County and the 191h Judicial District to
maximize its efficiency for all parties, while still protecting the public's safety.
BOARD ACTION:
PERFORMANCE MEASURES
Work Out. uts
ACTUAL ESTIMATED PROJECTED
1100 (est.)
.187
Pretrial Services
Efficiency Measures
FTE's per 10,000/capita
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
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS3-1: Community
Corrections -
Provide safe,
community based
correctional
placement for
eligible adult male
and female offenders
who are ordered by
the Courts and/or
Department of
Corrections.
Ensure offenders are
given opportunities
& access to
community
resources; treatment
and employment
services, while living
in staff -secure
correctional setting
Cost savings by providing a less costly
alternative jail and prison incarceration
for adult convicted offenders;
Recidivism rates for offenders,
completing the Community Corrections
Program is substantially lower after
release than offenders either released
from prison or placed directly on parole.
All offenders participate in some form of
educational and/or vocational
programming.
Receive, manage, and process all
community corrections funds from the
State;
Cost avoidance/savings ratio of
Community Corrections Programs to
County.
132
residential;
147 non-
residential
2%
279
$2,021,263
$6,100,000
(est.)
132
residential;
147 non-
residential
2%
279
$2,021,263
$6,100,000
(est.)
152
residential;
147 -non
residential
2%
400
$2,021,263
$8,700,000
(est.)
231
PRETRIAL SERVICES
(CONTINUED)
1000-24100
PS3-2:
Cost avoidance/savings by helping
214
214 defendants
300 defendants
Pretrial Services-
manage overcrowding and high expense
defendants
(average daily
(average daily
Reduce cost of
pretrial
incarceration.
of operating the jail;
(average daily
population)
population)
population)
Pretrial release &
supervision
services assure
Potential cost avoidance
Low failure to appear rate for court
$4,686,000
8.5% Failure
$4,686,000
8.5% Failure
$6,500,000
8.5% Failure to
court appearances
and reduce new
crime commission
appearances and re -arrest of defendants
under pretrial supervision;
to Appear
4%
to Appear
Appear
by defendants
Commission
4%
4%
released on bond.
of new crime
Commission of
new crime
Commission of
new crime
Personnel/Program Costs.
$453,000
$453,000
$453,000
PS3-3: Increase
efficiency and
effectiveness of
local criminal
justice system.
Create Criminal Justice Planning
function --develop best practice programs,
analyze crime trends, and improve fiscal
well being, coordination and cooperation
among justice system and community
entities.
0
0
TBD
232
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 59,821
$ 104,962
$ 37,179
$ 37,179
Supplies
888
900
900
900
Purchased Services
1,678,737
1,989,723
2,061,101
2,061,101
Fixed Charges
28,910
18,225
26,961
26,961
Capital
0
0
0
0
Gross County Cost
$ 1,768,356
$ 2,113,810
$ 2,126,141
$ 2,126,141
Revenue
1,768,356
2,021,263
2,126,141
2,126,141
Net County Cost
$ 0
$ 92,547
$ 0
$ 0
Budgeted Positions
1
2
1
1
SUMMARY OF CHANGES: The Board of County Commissioners and the Community
Corrections Board selected Intervention Community Corrections Services, Inc. (ICCS), as the
new community corrections vendor. They assumed transfer of services on June 30, 2008.
Temporary housing of offenders was made available at the North Jail Complex through a Lease
Agreement. Construction of a new county community corrections facility and administrative
offices was also approved. The new county community corrections facility should be completed
by mid -year 2010.
233
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200
SUMMARY OF CHANGES (Continued): The Master Contract with the State and subsequent
sub -contract with ICCS was renewed for FY 2009/2010. Funding allocations from the State
remain stable at $1,143,333 for Residential Diversion placements, $125,209 for Non -
Residential Diversion supervision, $619,879 for Residential Transition placements, $55,100 for
Residential Condition of Parole placements and $77,740 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 in State funding to $104,878, with approximately
$2,097 retained for county administration of that program.
The Director position has been budgeted in the newly created Justice Services Division (Budget
Unit 1000-24100) reducing this budget by $109,726.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is fully
funded by State DOC contracts. See Justice Services Division (Budget Unit 1000-24100) for
discussion of the reorganization of this department.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
The Restitution Center (beds):
Parole 9 9 9
Residential Transition 44 44 83
Diversion Residential 85 65 49
Diversion Non/Residential 68 60 67
Independent Living (3/4 House) 0 0 0
Residential Treatment Center 32 32 32
Specialized Services 16 16 16
Efficiency Measures
FTE's per 10,000/capita .043 0.082 0.037
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Justice Services
goals at the end of budget unit 1000-24100.
234
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; makes on -
site inspections during each phase of construction to insure minimum requirements are met.
The department also assists Weld County Citizens in understanding and applying the
International Building Code for utmost construction safety.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 910,860
$ 637,306
$ 645,051
$ 645,051
Supplies
65,637
53,300
51,300
51,300
Purchased Services
95,557
113,802
94,127
94,127
Fixed Charges
100,603
90,049
90,049
90,049
Capital
0
0
0
0
Gross County Cost
$ 1,170,657
$ 894,457
$ 880,527
$ 880,527
Revenue
1,623,687
790,000
790,000
790,000
Net County Cost
$ - 453,030
$ 104,457
$ 90,527
$ 90,527
Budgeted Positions
16
9
9
9
SUMMARY OF CHANGES: Personnel Services costs include the heath insurance rate
increase. Supplies were reduced by $2,000 due to lower activity level. Vehicle expenses were
reduced $15,550 due to lower fuel costs and fewer vehicles with past staff reductions. Travel
for the ACCELA Conference was reduced $4,125. Revenues were left at the 2009 level. The
$5,000 added revenue for the optional fee for agricultural exempt buildings was not included,
since the Board has not acted on this fee.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The optional fee
for agricultural exempt buildings would raise an additional $5,000. Approval of the added fee is
a policy issue for the Board. However, when weighing the loss of the long held tradition of
exempting agricultural buildings from building inspection fees in Weld County against the added
revenue of $5,000, it may not be wise to approve the fee.
BOARD ACTION: At an August 17, 2009, work session, the Board decided to eliminate a
Plans Examiner position and hire a Building Official. The change will add $12,305 to the Final
Budget.
235
# of major plan reviews
# of minor plan reviews
Technical Support Work Outputs
# of building permits processed
Incoming calls
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of inspections performed
Number of stop work orders issued
Avg. # of inspections per building permit
17,000 17,280 17,280
75 86 86
15.5 15.5 15.5
Plans Examiner/Inspector-On-Call Work Outputs)
238 240 240
1,178 1,180
2,056
2,836
2,000
3,000
1,180
2,000
3,000
Goal LU5: Ensure safe construction throughout unincorporated Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU5-1: Maintain
quality customer
service with
existing staff levels
Attend 3 ICC classes
Number of complaints received regarding
quality of inspection
12
N/A
18
50
18
25
Goal LU-6: Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors,
and builders through education.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU6-I: To ensure
current and updated
information is available
to the public on handouts
and website
Ensure inspectors have
more handouts in the
field for a non -technical
audience
Keep handouts and
website current and up-
to-date
Revise handouts and update website
quarterly
Host/attend two Building Trades
Advisory meetings per year
Plans examiner present to the Building
Official any new/updated changes to
code quarterly
100%
2
2
100%
2
4
100%
2
4
236
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
record of permit
expirations and
inspections to
ensure permits are
current
Percentage of current inspections
1%
1%
1%
Ensure timeliness
of entering
inspections and
appropriate follow-
up
Maintain proficiency in Accela to ensure
information is updated and available
75%
80%
90%
237
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 281,941
$ 255,209
$ 273,970
$ 273,970
Supplies
49,899
58,250
57,350
57,350
Purchased Services
147,470
449,418
180,210
180,210
Fixed Charges
10,660
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 489,970
$ 762,877
$ 511,530
$ 511,530
Revenue
6,772
10,000
10,000
10,000
Net County Cost
$ 483,198
$ 752,877
$ 501,530
$ 501,530
Budgeted Positions
2 FTE
3PT
2FTE
3PT
2FTE
4PT
2FTE
4PT
SUMMARY OF CHANGES: Personnel Services was increased $18,261 for one full-time Lead
Worker position formerly funded from the Other Public Works budget and $500 for outerwear
reimbursement for two full-time employees which is now reported as taxable income. Budget
includes a full time Division Supervisor, a full time Lead Worker, two Weed Spray Tech II for 6.5
months, and two Landowner Specialists for 10 months per year.
Supplies decreased $900 because Uniforms and Clothing reimbursement is now funded from
the salary line item. Purchased Services decreased a total of $269,208 as three services will
now be funded from other budgets. These are prairie dog control in the amount of $32,000 now
being funded from the Mining Division budget; the elimination of the Phreatophyte Program
which reduced this line item $50,000; and tree trimming in the amount of $175,000 being
funded from the Bridge Division budget. Vehicle Expenses was decreased $12,208 largely due
to the anticipated lower cost of fuel for next year. No change in revenue.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Board decided
not to start the new Phreatophyte Program in March, 2009 due to budget constraints.
BOARD ACTION:
238
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
Per capita cost (county support)
.10
$2.07
.10
$3.09
.10
$1.88
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
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW9-1: Weed
operations will meet
established codes,
policies, and
procedures.
100% accuracy 100% of the time
100%
100%
100%
TPW9-2: Mowing
Operations
95% accuracy 100% of the time
95%
95%
95%
TPW9-3: Roads
spot treated for
noxious weeds
95% accuracy 100% of the time
90%
90%
90%
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs;
development referrals; field survey operations to establish line and grade control; administrative
and inspection work in utility and subdivision construction; performs laboratory tests to
determine soil properties, construction and materials quality; all phases of highway engineering,
bridge engineering, design and construction inspection.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,578,178
$ 1,648,263
$ 1,773,500
$ 1,773,500
Supplies
32,335
79,250
78,500
78,500
Purchased Services
233,163
1,289,940
970,316
970,316
Fixed Charges
11,936
0
0
0
Contra
- 544,724
- 528,226
-586,349
-586,349
Gross County Cost
$ 1,310,888
$ 2,489,227
$ 2,235,967
$ 2,235,967
Revenue
0
0
0
0
Net County Cost
$ 1,310,888
$ 2,489,227
$ 2,235,967
$ 2,235,967
Budgeted Positions
23
20
20
20
SUMMARY OF CHANGES: Personnel Services increased $125,237 to fund the unfunded
Transportation Planner position that was not funded in 2009 due to the difficulty in finding a
qualified person in the prior year, and the reclassification of Eng Tech I positions to Eng Tech II,
and to fund outerwear reimbursement for 20 full-time employees.
Supplies decreased a total of $750. Purchased Services decreased $319,624 based on the
following: Printing and Duplicating decreased $1,000 based on anticipated needs;
Memberships and Registration Fees decreased $200 based on anticipated costs; Advertising
and Legal Notices decreased $5,500 as all positions have been filled; Engineering and
Architectural decreased $200,000 as water rights services were moved to the Other
Professional Services line item; Data Processing Services increased $50,000 based on historic
costs; Vehicle Expense decreased $9,624 based on anticipated lower fuel costs; Travel and
Meetings decreased $1,000 based on anticipated needs; Training decreased $2,300 based on
anticipated training needs; Strategic Roads decreased $150,000 based on costs for the Weld
County Road 13 project. The Contra Account increased $58,123 based on Planning's share -
back costs.
240
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 6
Number of construction projects completed 5
Number of plats reviewed 449
6
4
434
5
4
450
Goal TPW8: Provide engineering services including design, development, inspections, and
all phases of highway engineering, bridge engineering and construction inspection and
testing.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
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
Plan
90% accuracy 100% of the time
100%
100%
100%
241
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and
future park projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
32,000
32,000
32,000
32,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 32,000
$ 32,000
$ 32,000
$ 32,000
Revenue
0
0
0
0
Net County Cost
$ 32,000
$ 32,000
$ 32,000
$ 32,000
Budgeted Positions
SUMMARY OF CHANGES: Budget includes $32,000 for the joint maintenance and
administration, with Windsor and Greeley, of the Poudre River Trail. This is the same as last
year. The Board agreed in April, 2004 to fund the County's share. A new IGA was developed
in 2006 that 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 their 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 $32,000 for maintenance of the Poudre River Trail. No other
projects have been requested for 2010.
BOARD ACTION:
242
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley -
Weld County Airport.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,903
$ 15,000
$ 1,974
$ 1,974
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
$ 4,903
$ 15,000
$ 1,974
$ 1,974
Revenue
0
0
0
0
Net County Cost
$ 4,903
$ 15,000
$ 1,974
$ 1,974
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Gree ey-Weld County Airport plans to undertake the first
phase of a multi -year rehabilitation of fail ng 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 as
matching funds toward the FAA grant for the project is $3,947, of which the county's share is
$1,974.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
243
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs Transfer - - 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the sixteen senior centers
throughout the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
12,500
12,500
12,500
10,625
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,500
$ 12,500
$ 12,500
$ 10,625
Revenue
0
0
0
0
Net County Cost
$ 12,500
$ 12,500
$ 12,500
$ 10,625
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The 2010 request is for $12,500, which is the same level as the
current year. The recommended budget includes a 15% reduction or $10,625.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend that the budget be reduced
by 15% in accordance with what is being asked of all county departments.
BOARD ACTION:
244
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management - - 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management, and Little Dry Creek Watershed Group.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 9,191
$ 11,367
$ 11,367
$ 11,367
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
$ 9,191
$ 11,367
$ 11,367
$ 11,367
Revenue
0
0
0
0
Net County Cost
$ 9,191
$ 11,367
$ 11,367
$ 11,367
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget is the same as 2009. This Budget Unit includes dues
for the North Front Range Water Quality Planning Organization ($9,867) 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
2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in
NFRWQPO and Little Dry Creek Watershed Group.
BOARD ACTION:
245
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the developmentally
disabled citizens of the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 46,125
$ 46,125
$ 172,225
$ 39,206
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
$ 46,125
$ 46,125
$ 172,225
$ 39,206
Revenue
0
0
0
0
Net County Cost
$ 46,125
$ 46,125
$ 172,225
$ 39,206
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Envision has requested the county fund $172,225 to meet its
budget challenges. Significant budget changes at the federal and state levels have resulted in
less income and 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 a year. As a result Envision is
asking the county to fund the agencies administrative functions excluded in the changes to the
federal and state funding mechanism. The current funding level is $46,125. The
recommended 2010 funding level is $39,206, which is a 15% 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.
246
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-56130
FINANCE/ADMINISTRATION RECOMMENDATION (Continued): In Envision's request it
states that Colorado Revised Statute (CRS) 27-10.5-104 that 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 $39,206 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:
247
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
101,062
104,599
111,000
111,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 101,062
$ 104,599
$ 111,000
$ 111,000
Revenue
0
0
0
0
Net County Cost
$ 101,062
$ 104,599
$ 111,000
$ 111,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget request includes $111,000 for North Front Range
Behavioral Health (NFRBH), which is a 15% decrease from the current combined funding level
for NFRBH and Island Grove Regional Treatment Center (IGRTC). On July 1, 2008, NFRBH
and IGRTC merged to form one entity and service delivery system to address the
comprehensive behavioral health needs (mental health, substance use disorder, and co-
occurring disorders) to the citizens of Weld County. IGRTC will no longer be funded in the
Community Agency Grant budget unit 1000-90150.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
248
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place - - 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to
young victims of child abuse and non -offending family members.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
11,500
16,500
9,775
9,775
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Contra Account
- 2,750
- 7,750
- 2,750
- 2,750
Gross County Cost
$ 8,750
$ 8,750
$ 7,025
$ 7,025
Revenue
0
0
0
0
Net County Cost
$ 8,750
$ 8,750
$ 7,025
$ 7,025
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The base contract amount of $11,500 has been reduced by 15%
to $9,775. Human Services will not fund A Kid's Place ($5,000) to provide Mandated Reporter
Training, instead it will be done by Human Services' staff.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval as requested.
BOARD ACTION:
249
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for
retiree health benefits.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
241,193
250,000
0
0
Capital
0
0
0
0
Gross County Cost
$ 241,193
$ 250,000
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$ 241,193
$ 250,000
$
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 May, 2009 meeting they suspended cost of living funding for retirees until the
retirement plan is 75% fully funded.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
250
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
297,441
12,351
12,351
12,351
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 297,441
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net County Cost
$ 297,441
$ 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.
251
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to health Department operations.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
2,409,267
3,590,471
3,051,901
3,051,901
Capital
0
0
0
0
Gross County Cost
$ 2,409,267
$ 3,590,471
$ 3,051,901
$ 3,051,901
Revenue
0
0
0
0
Net County Cost
$ 2,409,267
$ 3,590,471
$ 3,051,901
$ 3,051,901
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.
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's
economic development program through the Upstate Colorado Economic Development, a
public/private non-profit organization. Starting in 2009 the county began contributing to the
Small Business Development Center, in addition to Upstate Colorado Economic Development.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
100,000
105,000
105,000
89,250
Gross County Cost
$ 100,000
$ 105,000
$ 105,000
$ 89,250
Revenue
0
0
0
0
Net County Cost
$ 100,000
$ 105,000
$ 105,000
$ 89,250
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Upstate Co orado Economic Development is requesting the same
funding level of $100,000. The Small Business Development Center (SBDC) is also requesting
the same funding level of $5,000 for 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: The recommended budget includes only
85% of the prior year's funding level for both entities to be consistent with the funding level of all
outside agencies in 2010. The funding level of Upstate Colorado Economic Development may
need to be revisited prior to the final budget adoption depending upon what the City of Greeley
does with their contribution level. Historically, the county and City of Greeley had parity in their
contributions until the City of Greeley dropped to the level of $85,000 and the county
maintained the $100,000 funding level for the last three years. If the City of Greeley reduces
their contribution the county may need to reconsider its funding level.
BOARD ACTION: After the June 18, 2009, work session the Commissioners decided to leave
the total budget recommendation the same, but fund SBDC in the amount of $7,500, and
Upstate $81,750.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
253
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase
contracts from Correctional Facility and the Administrative Building for building rents.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
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:
254
LEASE -PURCHASE AGREEMENTS
The following supplemental data regarding lease -purchase agreements involving real property
is required under Section 29-1-104(2)(d), C. R. S., 1973:
A. The total amount to be expended during the_
ensuing fiscal year for payment obligations
under all lease -purchase agreements
involving real property
B. The total maximum payment liability of the_
local government under all lease -purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms
C. The total amount to be expended during the_
ensuing fiscal year for payment obligations
under all lease -purchase agreements other
than those involving real property
D. The total maximum payment liability of the_
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
$ -0-
$ -0-
255
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 145
$ 0
$ 0
$ 0
Supplies
273,565
95,500
85,500
85,500
Purchased Services
543,909
360,500
305,000
305,000
Fixed Charges
121,518
150,000
122,000
122,000
Gross County Cost
$ 939,137
$ 606,000
$ 512,500
$ 512,500
Revenue
61,809,410
58,909,599
58,839,720
58,839,720
Net County Cost
$ -60,870,273
$ -58,303,599
$ -58,327,220
$ -58,327,220
SUMMARY OF CHANGES: On the expense side of this budget a 15.4% reduction ($93,500)
can be achieved with a reduction in small equipment ($10,000), copier costs ($40,000), postage
($500), printing ($2,000), medical services ($5,000), travel ($12,000), training ($15,000),and
miscellaneous expenses ($13,000). Phone costs have been increased $4,000. The $25,000
for the picnic is in the recommended budget amount, pending a Board decision on other
options.
Revenues are down $369,015 over the current year. Property taxes are up $40,000 with a
$700,000 increase from the Capital Fund for opening of an additional jail pod, and $660,000
reduction transferred to the Social Services Fund for a total of $54,052,194. Interest earnings
are projected to be down $807,000 with rates projected to remain low in 2010. Rents from
Buildings are up $299,136 for a total of $369,136 from Social Services ($70,000), PS Trophy
($15,000), Ft. Lupton Buildings ($31,500), and the Community Corrections building ($252,636).
Oil and gas leases are projected to be up $175,000, recovery of indirect costs are up $200,735,
and other minor revenues are up $2,250.
FINANCE/ADMINISTRATION RECOMMENDATION: There are no consequences to the
proposed reduction, except the county picnic ($25,000). The county picnic has grown from
under $5,000 to $25,000 with the shift to having a Weld County Day at the Independence
Stampede where the county buys family tickets and a dinner. The Board has asked department
heads to survey staff for opinions and options to the county picnic and its costs. Revenues are
recommended as presented.
BOARD ACTION:
256
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120
DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health
benefits.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
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, no funding is
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: The Board has stopped the OPEB
retiree health insurance plan, as of January 1, 2009, except for employees born prior to January
1, 1957, or any employee born prior to December 31, 1958, who will have 30 years of service
prior to reaching the age of 62. Employees meeting the criteria will be grandfathered and will
remain eligible for continued benefits under the retiree health insurance program adopted
December 16, 2002.
The plan for employees employed prior to October 1, 2005 and born after January 1, 1957, or
any employee born prior to December 31, 1958, who will have 30 years of service prior to
reaching age 62 that would have been eligible for contributions to a Retirement Health Savings
(RHS) plan was abolished in 2009 by Board resolution. As a result of the Board's action no
funding for this program is required.
BOARD ACTION:
257
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
131,530
103,530
123,030
14,905
Gross County Cost
$ 131,530
$ 103,530
$ 123,030
$ 14,905
Revenue
0
0
0
0
Net County Cost
$ 131,530
$ 103,530
$ 123,030
$ 14,905
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY
IGRTC
Promises for Children
Convention & Visitors' Bureau
211 Information and Referral
Juvenile Assessment Center
Audio Information Network
Interagency Oversight Group
Total
PRIOR YEAR
$ 26,000
10,000
5,000
25,000
30,030
7,500
0
REQUEST
$ 0
10,000
4,250
21,250
30,030
7,500
50.000
RECOMMEND FINAL
$ 0
0
4,250
4,280
0
6,375
0
$103,530 $123,030 $14,905
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following are the
recommendation for each agency:
Island Grove Regional Treatment Center (IGRTC). On July 1, 2008, North Front
Range Behavioral Health (NFRBH) and IGRTC merged to form one entity and service
delivery system to address the comprehensive behavioral health needs (mental health,
substance use disorder, and co-occurring disorders) to the citizens of Weld County.
IGRTC will no longer be funded in the Community Agency Grant budget unit, but will be
funded as part of the NFRBH budget in budget 1000-56140.
258
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
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 $10,000 was made,
but only $8,500 is recommended or a 15% reduction. This request was funded by
Human Services with Low -Income Child Care Assistance contract in June, 2009 for
2010. Therefore, no funding is needed in this budget unit for 2010.
. Convention & Visitor Bureau has requested $4,250 this year for visitor guides. This is
a 15% reduction over 2009. Recommend approval.
211 Information and Referral has requested $21,250 for the 211 information and
referral system operated by United Way. This amount is 15% less than the current
year. $16,970 of this request was funded by Human Services with Low -Income Child
Care Assistance contract in June, 2009 for 2010. Therefore, only $4,280 is
recommended for 2010 funding in this budget.
Audio Information Network of Colorado (formerly Radio Reading Service of the
Rockies) has requested $7,500 again this year to provide radio reading services for the
visually impaired in Weld County. Only $6,375 is recommended due to a 15%
reduction. Recommend approval.
Juvenile Assessment Center has requested the same funding level as the current
year, $30,030, as Weld County's share of law enforcement support. Due to the
availability of a fund balance from 1451 incentive dollars in reserve at the JAC/IOG it
was recommended by the county that those excess funds be used in 2010 to fund the
JAC/IOG programs to provide financial relieve to all public agencies supporting the
programs, since all are experiencing budgetary constraints due to the economic
downturn. The JAC Board agreed at their June 4, 2009, meeting to the
recommendation.
Interagency Oversight Group (IOG) 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 2009, so no General Fund dollars are
required. The lOG merged with the JAC in July 2008 to better coordinate the efforts of
the two agencies. Like the JAC's request it was recommended by the county that the
1451 excess funds be used in 2010 to fund the JAC/IOG programs to provide financial
relieve to all public agencies supporting the programs since all are experiencing
budgetary constraints due to the economic downturn. The JAC Board agreed at their
June 4, 2009, meeting to the recommendation.
BOARD ACTION:
259
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 315,469
$ 317,903
$ 272,130
$ 272,130
Supplies
8,530
9,300
9,300
9,300
Purchased Services
48,756
73,297
43,200
43,200
Fixed Charges
110
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 372,865
$ 400,500
$ 324,630
$ 324,630
Revenue
1,600
0
0
0
Net County Cost
$ 371,265
$ 400,500
$ 324,630
$ 324,630
Budgeted Positions
10.75
10.75
10.08
10.08
SUMMARY OF CHANGES: The budget reflects the negotiated new MOU done in 2009. In
addition the budget includes a Horticulture Program Associate (Master Gardener) adding
$27,928. Support costs for the Master Gardener include $1,800 for supplies and $1,500 for
travel. The CSU employees anticipate a 2% increase of $1,390. Budgeted positions include
2.75 grant funded position (EFNEP 2.0 FTE and FANE 0.75 FTE).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The budget is
consistent with the new MOU, the addition of the Master Gardener, and the grant funded
positions previously agreed to by the Board.
BOARD ACTION:
260
EXTENSION
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1,003
1,047 1,151
.431 .413 .376
$1.39
$1.33 $1.21
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's
goals and objectives are part of a separate CSU Extension's published document available
through Colorado State University.
261
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 13,967
$ 13,950
$ 13,950
$ 13,950
Supplies
0
0
0
0
Purchased Services
304,997
304,995
294,995
294,995
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 318,964
$ 318,945
$ 308,945
$ 308,945
Revenue
250,000
250,000
250,000
250,000
Net County Cost
$ 68,964
$ 68,945
$ 58,945
$ 58,945
Budgeted Positions
0.3
0.3
0.3
0.3
SUMMARY OF CHANGES: Purchased services were reduced by 15% or $10,342. No other
changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 7,503 7,836 8,571
Exhibitors registered 2,4251 2,351 2,584
Efficiency Measures
Per capita cost (county support) $0.251 $0.240 $0.218
262
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Veteran's Office - - 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 59,803
$ 62,107
$ 62,107
$ 62,107
Supplies
37
300
300
300
Purchased Services
3,810
5,988
5,350
5,350
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 63,650
$ 68,395
$ 67,757
$ 67,757
Revenue
2,000
2,400
2,400
2,400
Net County Cost
$ 61,650
$ 65,995
$ 65,357
$ 65,357
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: Purchased services were reduced by $638 based upon historical
usage. All other revenues and expenses remained the same.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
263
VETERANS' OFFICE
(CONTINUED)
1000-96400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files
Office visits
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support
725 795 825
3,200
0.044
3,500 3,000
0.043 0.037
$0.2760 $0.2641
$0.2439
Goal HHS5: Assist in providing veterans access to eligible state and federal benefits to
meet their needs.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HHS5-1: Insure all
veterans seeking
assistance receive all
eligible benefits
Percentage of served veterans receiving all
eligible benefits
95%
95%
95%
264
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
97,764
100,000
91,500
91,500
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 97,764
$ 100,000
$ 91,500
$ 91,500
Revenue
0
0
0
0
Net County Cost
$ 97,764
$ 100,000
$ 91,500
$ 91,500
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The estimated cost for the building in 2010 is $330,983, with
offsetting revenue of $148,000. The net loss of the operation will be $182,983 or, split with the
City of Greeley, $91,500. Revenues are up due to more usage of the meeting rooms. The
result is an 8.5% reduction over 2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
265
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-9999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 153,371
$ 153,371
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
153,371
$ 153,371
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
153,371
$ 153,371
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects a 9% increase in health insurance costs that will
be entirely paid for by the county. No salary increases are recommended. There are no other
benefit changes. This amount only reflects a portion of the departments. Those departments
with other personnel cost changes include the health insurance increase in the recommended
amounts of the specific budget units.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
266
PUBLIC WORKS
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000 -
$4,000,000 -
$2,000,000 -
$0
‹ee+ey
Jy eeg
siA
Revenue. Changes
MIL
aye �a+ +ey `tee eay
a e
0a aye t
Qaaa rye°a`a O" Feee <S`yye
2010 Revenue
Total $37,259,238 (2009 $42,726,488)
Fund Balance,
$10,650,000, 28%
Licenses/Permits,
$325,000, 1%
Property Taxes,
$7,354,938, 20%
Severance Tax,
$600,000, 2%
Other Taxes,
$6,330,000, 17%
Federal/State,
$2,009,300, 5%
Miscellaneous,
$460,000, 1%
Highway Users Fee,
$9,530,000, 26%
267
PUBLIC WORKS
2010 EXPENDITURES
Total $26,604,640 (2009 $29,213,402)
$7,000,000
$6,000,000
Motorgrader
21% $5,668,871
Bridge Construction
15% $3,956,967
Municipalities
6% $1,631,677
Maintenance Suppfr ruck$3,303,404
5% $1,422,8 12%
Mining $1,164,719 4%
Adminstration $681,032
Pavement Mangemenl 3%
Public Works
12% $3,306,072
22% $5,469,045
EXPENDITURE CHANGES
n
N
65
$5,000,000 -
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
N
O
m
LU
O
69
h
0
ci
v
60
CO
us r—
ill
OD O
N Q5
O co
0 m
CO to
• co
Co n
✓ (0
O al
N ▪ (ID o
69
60
m
co
m
0
co
to
m
L17 -
co
(0
C9
CO
(0
0
w V
❑ 2009
❑ 2010
0
CO
M
69
0)
(O V
N N
O
m 69
69
cn
M
Lc) co
ON 0
m
P etc Works Pavement Municipalities Bridge
Mangeme 1 Construction
Molo,greder Maint nace m Tking Mining Atlmin tration
Support
268
SEVEN YEAR TREND
Public Works
$40
$35
$30
$25
$15
$10
$5
$0
2004
2005
2006
2007
2008
2009
2010
269
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 2010 total $37,259,238, of which $10,650,000 is fund balance, in addition to
the revenue shown in the budget. Property tax is set at $7,354,938, the same as 2009.
Specific ownership tax is estimated to be $6,330,000, down $445,000 due to car sales being
lower. Regular HUTF is down $360,000 at $8,040,000 due to people driving less and more fuel
efficient vehicles. However, with the passage of SB 09-109, Weld County will receive
$1,490,000 from the additional HUTF revenue resulting from this new legislation. Grant
revenue is anticipated at $1,759,300, with $1,275,000 from Energy Impact grants; North Front
Range MPO grants of $140,000 for design work on the intersection of Weld County Road 23 at
State Highway 392; and $344,300 for intersection improvements at Weld County Road 7 at
Weld County Road 54. Other revenues include $150,000 from transportation impact fees.
Permit revenues are down $45,000 at $325,000 due to less oil and gas drilling activity. Other
revenues are stable and unchanged.
The budgeted appropriations for Public Works in 2010 total $26,604,640. Municipal share back
is funded at $1,654,918. No salary increases are proposed, but $99,587 is budgeted to cover
the increase in health insurance costs. The major savings in all Public Works budgets is from
the reduction in anticipated fuel costs for 2010. The total fuel cost savings is $1,376,369
In the Motor Grader budget supplies are up $69,000 for additional dust palliative chemicals, and
motor grader lease costs are down $13,672. $175,000 for tree trimming has been budgeted in
the Bridge budget, steel costs for bridge construction and repair are down $100,592. The Other
Public Works budget is down $1,773,450 based on the Capital Improvement Plan. Strategic
Road improvements are down $1,073,200. Contract Payments decreased $615,750 to
$295,000 based on the capital improvement plan, and due to more of the work being done in-
house. Right -of way purchases are down $84,500 at $50,000. Mining has included $300,000
for gravel purchases. Pavement Management is funded at the current year level, however, with
the drop in the costs of petroleum products, more projects will be able to be done at the same
costs.
The 2010 Public Works Capital Improvements Plan is available on the county web site at
http://www.co.weld.co.us/departments/public works/index.html.
270
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 2010 allocation of highway users tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition
Administration
Maintenance Support
Trucking
$ 5,667,040
676,169
1,418,468
1,768,323
TOTAL $ 9,530,000
271
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 2010 budget would be allocated
as follows by the above categories:
Bridge Construction
Maintenance of Condition
Maintenance Support
Trucking
Mining
Administration
Pavement Management
Municipalities
Public Works:
R -O -W
Miscellaneous
Strategic Roads
Part-time
Contract
TOTAL
TOTAL
$ 3,956,967
5,668,871
1,422,852
3,303,404
1,164,719
681,033
5,469,045
1,631,677
50,000
79,000
2,172, 000
710,072
295,000
HUTF STATE
$ 0
5,668,871
1,422,852
2,438,277
0
0
0
0
LOCAUOTHER
$ 3,956,967
0
0
865,127
1,164,719
681,033
5,469,045
1,631,677
0 50,000
0 79,000
0 2,172,000
0 710,072
0 295,000
$26,e_04.640__$1.530O,O4,640
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 $3,059,950 in asphalt purchases and
contracts for overlays, and reconstruction, chip and seal of $1,353,000, for a total of $4,412,950
in bid projects for 2010. A major portion of the $1,817,000 earmarked for Strategic Roads may
also be contracted, which raises the potential bid project amount to $6,229,950.
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.
272
PUBLIC WORKS
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
2000 90100 4112
2000 90100 4130
2000 90100 4140
TAXES
CURRENT PROPERTY TAXES
SPECIFIC OWNERSHIP TAXES
SEVERANCE TAXES
TOTAL TAXES
LICENSES AND PERMITS
2000 90100 4221 PERMITS
2000 90100 4312
2000 90100 4316
2000 90100 4318
2000 90100 4334
2000 90100 4338
2000 90100 4340
INTERGOVERNMENTAL
MINERAL LEASING
GRAZING ACT
PAYMENT IN LIEU OF TAXES
HIGHWAY USER
MOTOR VEHICLE REG
GRANTS
TOTAL INTERGOVERNMENTAL
MISCELLANEOUS
2000 90100 4680 OTHER
TOTAL PUBLIC WORKS
2009
Budget
7,354,938
6,775,000
600,000
14,729,938
370,000
200,000
80,000
20,000
8,400,000
340,000
1,500,000
10,540,000
2010
Request
7,354,938
6,330,000
600,000
2010
Recommend
7,354,938
6,330,000
600,000
14, 284, 938 14, 284, 938
325,000
150,000
80,000
20,000
9,530,000
310,000
1,759,300
325,000
150,000
80,000
20,000
9,530,000
310,000
1,759,300
11,849,300 11,849,300
2010
Final
0
0
0
0
0
0
0
0
0
0
0
0
2,598,050 150,000 150,000 0
28,237,988 26,609,238 26,609,238 0
273
PUBLIC WORKD FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2000 30100 ADMINISTRATION
2000 32100 TRUCKING
2000 32200 MOTORGRADER
2000 32300 BRIDGE
2000 32400 MAINTENANCE SUPPORT
2000 32500 OTHER PUBLIC WORKS
2000 32600 MINING
2000 32700 PAVEMENT MANAGEMENT
2000 56200 CITIES AND TOWNS
TOTAL PUBLIC WORKS FUND
2009 2010 2010 2010
Budget Request Recommend Final
677,959 681,033 681,033 0
3,969,981 3,303,404 3,303,404 0
5,870,839 5,668,871 5,668,871 0
4,005,858 3,956,967 3,956,967 0
1,421,918 1,422,852 1,422,852 0
5,071,194 3,306,072 3,306,072 0
990,216 1,164,719 1,164,719 0
5,550,519 5,469,045 5,469,045 0
1,654,918 1,631,677 1,631,677 0
29.213.402 26.604.640 26,604.640 0
274
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works as necessary;
coordinates complaints; and maintains cost accounting records on projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 503,403
$ 520,593
$ 520,843
$ 520,843
Supplies
107,052
51,250
48,500
48,500
Purchased Services
307,205
106,116
101,270
101,270
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 917,660
$ 677,959
$ 670,613
$ 670,613
Revenue
0
0
0
0
Net County Cost
$ 917,660
$ 677,959
$ 670,613
$ 670,613
Budgeted Positions
7
7
7
7
SUMMARY OF CHANGES: Personnel Services increased by $250 to fund outerwear
reimbursement for one full-time employee which is now reported as taxable income.
Supplies decreased $2,750 as the $250 outerwear reimbursement was moved to the salary line
item and Other Operating Supplies decreased $2,500 based on anticipated costs. Purchased
Services decreased a total of $4,846 based on the following: Other Purchased Services
decreased $1,200 as pagers were eliminated and replaced with cell phones; Phones increased
$6,715 to fund additional cell phones; Vehicle Expense decreased $5,311 based on anticipated
lower fuel costs; Repair and Maintenance Other decreased $5,050 as the Konica copier is now
owned and we do not need to pay a monthly lease.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
275
ADMINISTRATION
(CONTINUED)
2000-30100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Accurately monitor and report activities of the
department according to current reporting
methods and performance standards
Perform administrative duties with less
than1% error
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
90% 90% 90%
.30
$3.93
.28
$2.78
.28
$2.51
Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the
Public Works Department.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW1-1:
Accurately
monitor and
report activities
of the
department
Perform duties with less than 1%
errors, 90% of the time
100%
100%
100%
276
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. Responsible for organizing and
supervising the County Community Service Work Program and operational supervision and
management of the trucking contract.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,994,109
$ 2,118,281
$ 1,998,459
$ 1,998,459
Supplies
14,135
16,100
7,100
7,100
Purchased Services
1,711,398
1,835,600
1,265,878
1,265,878
Fixed Charges
10,530
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,730,172
$ 3,969,981
$ 3,271,437
$ 3,271,437
Revenue
0
0
0
0
Net County Cost
$ 3,730,172
$ 3,969,981
$ 3,271,437
$ 3,271,437
Budgeted Positions
36
36
33
33
SUMMARY OF CHANGES: Personnel Services decreased $119,822 as the Salary line item
was decreased $128,072 for three Service Worker III positions transferred to the Grader
Division and it was increased $8,250 for outerwear reimbursement for full-time employees which
is now reported as taxable income.
Supplies were decreased $9,000 as Uniforms and Clothing reimbursement was moved to the
Salary line item. Purchased Services decreased $569,722 as three water tankers were
transferred to the Grader Division so Vehicle Expenses decreased by this amount.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
277
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.54
1.48
$15.98 $16.29
1.24
$12.21
Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and asphalt road
construction and overlay projects. Clear paved roads of snow and ice.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW5-I: Operate
within budget
limits
95% of the time operate within established
budget guidelines; emergencies, e.g.
weather, etc. excepted
Yes
Yes
Yes
TPW5-2:
Complete annual
gravel plan
100% of scheduled gravel plan
accomplished annually
100%
100%
100%
TPW5-3: Respond
to calls for service
within 24 hours
100% of service calls responded to within 24
hours
100%
100%
100%
278
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,543,244
$ 2,685,089
$ 2,824,661
$ 2,824,661
Supplies
140,986
565,450
623,700
623,700
Purchased Services
2,253,840
2,376,500
1,961,514
1,961,514
Fixed Charges
179,967
243,800
230,128
230,128
Capital
0
0
0
0
Gross County Cost
$ 5,118,037
$ 5,870,839
$ 5,640,003
$ 5,640,003
Revenue
0
0
0
0
Net County Cost
$ 5,118,037
$ 5,870,839
$ 5,640,003
$ 5,640,003
Budgeted Positions
43
43
46
46
SUMMARY OF CHANGES: Personnel Services increased a total of $139,572 which includes
three Service Worker III positions transferred to this division from the Trucking Division for
$128,072, and $11,500 to fund outerwear reimbursement for full-time employees which is now
reported as taxable income.
Supplies increased $58,250 for Uniforms and Clothing which was reduced $10,750 for
outerwear reimbursement for full-time employees now funded through salaries. Other
Operating Supplies increased $69,000 based on anticipated costs for dust palliative and anti -
icing chemicals.
Purchased Services decreased $414,986. Utilities increased $50,000 to fund propane
deliveries for the grader stations. Vehicle Expense decreased $468,486 due to anticipated fleet
costs and fuel; Repair and Maintenance Other increased $3,500 based on anticipated needs;
and Fixed Charges decreased $13,672 for Machinery and Equipment Rental based on actual
costs for ten leased motor graders.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including transfer
of positions.
BOARD ACTION:
279
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.84 1.76 1.84
$21.98 $24.09
$21.05
Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW4-l: Spread
gravel per annual
gravel plan
100% of gravel plan accomplished annually
Yes
Yes
Yes
TPW4-2: Perform
surface
maintenance on
gravel roads
80% of surface maintenance schedule
accomplished annually
Yes
Yes
Yes
TPW4-3: Respond
to keep
Department of
Defense roads
open during snow,
construction events
100% of Air Force road maintenance done
annually
Yes
Yes
Yes
TPW4-4: Respond
to service calls
within 5 days to
acknowledge
concern for the
caller
95% of the time. Contact or resource
commitment will be made.
Yes
Yes
Yes
280
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 26 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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,643,573
$ 1,737,868
$ 1,743,557
$ 1,743,557
Supplies
980,589
1,100,550
960,058
960,058
Purchased Services
1,075,421
1,077,540
1,100,367
1,100,367
Fixed Charges
80,814
89,900
100,900
100,900
Capital
0
0
0
0
Gross County Cost
$ 3,780,397
$ 4,005,858
$ 3,904,882
$ 3,904,882
Revenue
3,374
0
0
0
Net County Cost
$ 3,777,023
$ 4,005,858
$ 3,904,882
$ 3,904,882
Budgeted Positions
26
27
27
27
SUMMARY OF CHANGES: Personnel Services increased a total of $5,689 as Uniforms and
Clothing for full-time employees was added in the amount of $6,750, since it is now reported as
taxable income, and Overtime decreased $1,061 based on anticipated work hours.
Supplies decreased $140,492 based on the following: Road Construction Supplies decreased
$23,800 as less recycled asphalt and Class 6 material is anticipated for next year; Uniforms and
Clothing was reduced $5,600 for outerwear reimbursement for full-time employees; Other
Operating Supplies decreased $10,500 based on anticipated needs; and Cost of Goods Sold
decreased $100,592 due in part to a reduced cost for cattle guards and anticipated needs for
next year.
Purchased Services increased $22,827 based on: Contract Payments was decreased $5,000
as dust detour miles were reduced; Other Professional Services increased $151,500 because
tree trimming was moved from the Weed budget (1000-26100) to this budget line; and Vehicle
Expense was reduced $123,673 due to anticipated lower fuel costs. Fixed Charges increased
$11,000 due to additional crane rental costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
281
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
$16.18
$16.43
1.08
$14.58
GoalTPW3: To repair and replace bridges, construct capital improvement projects, assist with snow removal
on road system and county parking lots, install and replace culverts and cattle guards and perform tree
removal/trimming in county rights of way.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Complete all
construction
projects by the end
of the year or as
scheduled
100% of construction projects completed
by the end of the year with 75% of them
completed within established timelines
Yes
Yes
Yes
Respond to service
calls within 24
hours of receipt
100% of the time service calls will be
responded to within 24 hours
97%
98%
99%
Maintain bridge
system with less
than 10% restricted
bridges
100% less than 10% restricted bridges,
100% scheduled critical repair of bridges
within one year of discovery
Yes
Yes
Yes
Snow removal
from county
parking lots in
business park and
Human Services
100% of the time accomplish task. If
task cannot be accomplished due to the
amount of snow or other conditions,
provide information to decision makers.
98%
99%
100%
282
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 607,562
$ 596,918
$ 599,168
$ 599,168
Supplies
437,483
558,000
555,450
555,450
Purchased Services
199,398
267,000
257,142
257,142
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,244,443
$ 1,421,918
$ 1,411,760
$ 1,411,760
Revenue
0
0
0
0
Net County Cost
$ 1,244,443
$ 1,421,918
$ 1,411,760
$ 1,411,760
Budgeted Positions
19
9
9
9
SUMMARY OF CHANGES: Personnel Services increased by $2,250 for outerwear for full-time
employees which is being funded from the Salary line item since this is now reported as taxable
income.
Supplies decreased $2,550 for outerwear reimbursement for full-time employees moved to
Salaries. Purchased Services decreased a total of $9,858 as Vehicle Expense decreased
$21,858 based on lower anticipated fuel costs, and Machinery and Equipment was added in the
amount of $12,000 to fund the purchase of one mobile, truck -mounted variable message board
for traffic control with the painting operation.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
283
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.43
$5.33
.37
$5.83
.36
$5.27
Goal TPW6: Assure safe travel for the general public by maintaining clearly marked and signed roads and
bridges; assist in plowing of snow from county parking lots and roads; install and maintain snow fence in
selected areas of the county.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW6-1: Respond
to service calls
within 24 hours of
receipt
100% of service calls will be responded to
within 24 hours
100%
100%
100%
TPW6-2: Respond
and place
temporary stop
signs
100% of the time
100%
100%
1005
TPW6-3: Replace
warning advisory
and regulatory
signs
100% of the time
100%
100%
100%
TPW6-4:
Schedule road line
painting
Centerline
Shoulder line
100% of the time
100% of the 50%
100%
100%
100%
284
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All
contract payments for bridge grants and road construction projects are included in this budget
unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 762,851
$ 701,744
$ 701,744
$ 701,744
Supplies
0
0
0
0
Purchased Services
4,211,659
4,369,450
$ 2,596,000
$ 2,596,000
Fixed Charges
95,732
0
0
0
Capital
830,000
0
0
0
Gross County Cost
$ 5,900,242
$ 5,071,194
$ 3,297,744
$ 3,297,744
Revenue
0
0
0
0
Net County Cost
$ 5,900,242
$ 5,071,194
$ 3,297,744
$ 3,297,744
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Purchased Services decreased $1,773,450 based on the
following: Contract Payments decreased $615,750 based on the capital improvement plan;
Strategic Roads decreased $1,073,200 based on the capital improvement plan; and Right -of -
Way Purchases decreased $84,500, also based on the capital improvement plan.
See the 2010 Work Plan on the County website at www. co.weld.co.us.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
285
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Abutments
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
16 14 14
0 0
$25.28 $20.80
0
$12.31
286
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county -owned quarries.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 380,799
$ 331,632
$ 331,172
$ 331,172
Supplies
200,458
160,879
456,056
456,056
Purchased Services
894,602
495,905
396,567
396,567
Fixed Charges
38,100
1,800
1,900
1,900
Capital
0
0
0
0
Gross County Cost
$ 1,513,959
$ 990,216
$ 1,185,695
$ 1,185,695
Revenue
0
0
0
0
Net County Cost
$ 1,513,959
$ 990,216
$ 1,185,695
$ 1,185,695
Budgeted Positions
11
5
5
5
SUMMARY OF CHANGES: Personnel Services decreased $460 as Salaries was increased
$1,250 for outerwear reimbursement for full-time employees, now reported as taxable income,
and Overtime was decreased $1,710 based on anticipated needs.
Supplies increased $295,177 based on the following: Road Construction Supplies increased
$298,371 for gravel purchases; Uniforms and Clothing decreased by $1,250 for outerwear
reimbursement now funded from Salaries; and Other Operating Supplies decreased $1,944
based on anticipated needs.
Purchased Services decreased $99,338 based on the following: Other Purchased Services
increased $15,000 for prairie dog control which was moved from the Weed budget (1000-
26100) into this budget; Utilities increased $576 based on costs for port -o -lets; Other
Professional Services increased $535 based on anticipated costs; Vehicle Expense decreased
$116,249 based on decreased fuel costs; Repair and Maintenance Other increased $800 based
on anticipated needs. Fixed Charges increased $100 to reflect costs for Machinery and
Equipment Rental.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
287
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.47
$6.49
.21
$4.06
.20
$4.43
Goal TPW2: To perform mining, crushing, and screening of aggregate materials and recycled asphalt.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW2-I:
Complete
scheduled
crushing and
screening
requirements
100% of scheduled production
Yes
Yes
No
TPW2-2: Follow
Mining Safety and
Health (MSHA)
guidelines and
directives
100%, provide detailed explanation of any
write-ups or discrepancies
No
No
Yes
288
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 575,468
$ 614,309
$ 616,809
$ 616,809
Supplies
2,838,268
3,092,550
3,046,800
3,046,800
Purchased Services
1,547,562
1,843,660
1,804,392
1,804,392
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,961,298
$ 5,550,519
$ 5,468,001
$ 5,468,001
Revenue
0
0
0
0
Net County Cost
$ 4,961,298
$ 5,550,519
$ 5,468,001
$ 5,468,001
Budgeted Positions
9
10
10
10
SUMMARY OF CHANGES: Personnel Services increased $2,500 to fund outerwear
reimbursement for ten full-time employees, which is now reported as taxable income.
Supplies decreased $45,750 based on the following: Road Construction Supplies decreased
$50,250 based on the capital improvement plan; Uniforms and Clothing decreased by $2,500 as
outerwear reimbursement for full-time employees is funded through Salaries; and Other
Operating Supplies increased $7,000 for the purchase of an asphalt saw and wet pavement
tape.
Purchased Services decreased $39,268 based on: Vehicle Expense was reduced $49,268 due
to anticipated lower fuel costs; Machinery and Equipment Rental was reduced $2,000 based on
anticipated needs; and Machinery and Equipment was added in the amount of $12,000 for the
purchase of one new vehicle message sign board.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
289
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
0.39
0.41
$22.26 $22.77
.40
$20.41
Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing,
and sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other
contracted services as assigned.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW7-1: Respond
to calls for service
100% of the time to repair or schedule
100%
100%
100%
TPW7-2: Perform
scheduled paving
and milling
operations
100% of schedule met or explained
100%
100%
100%
TPW7-3: Prepare
assigned contract
bids and documents
100% of the time
100%
100%
100%
TPW7-4: Assure
paved roads are
maintained and
evaluated in
accordance with
established GASB
standards and
reporting
requirements
Maintain following standards for paved
roads:
70% rated good
25% rated fair
5% rated poor
73%G
26%F
1%P
70%G
25%F
5%P
70%G
25%F
5%P
290
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
1,681,179
1,654,918
1,631,677
1,631,677
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,681,179
$ 1,654,918
$ 1,631,677
$ 1,631,677
Revenue
0
0
0
0
Net County Cost
$ 1,681,179
$ 1,654,918
$ 1,631,677
$ 1,631,677
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 2010 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
291
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
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
28,223,520
28,237,988
26,609,238
26,609,238
Net County Cost
$ -28,223,520
$ -28,237,988
$ -28,609,238
$ -26,609,238
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The resources for 2010 total $37,259,238, including a fund
balance of $10,650,000, in addition to the $26,609,238 revenue shown in this budget unit.
Property tax is set at $7,354,938, the same as 2009. Specific ownership tax is estimated to be
$6,330,000 down $445,000 due to car sales being lower. Regular HUTF is down $360,000 at
$8,040,000 due to people driving less and more fuel efficient vehicles. However, with the
passage of SB 09-109 Weld County will receive $1,490,000 of additional HUTF revenue
resulting from this new legislation. Grant revenue is anticipated is $1,759,300 with $1,275,000
from Energy Impact grants, North Front Range MPO grants of $140,000 for design work on the
intersection of Weld County Road 23 at State Highway 392, and $344,300 for intersection
improvements at Weld County Road 7 at Weld County Road 54. Other revenues include
$150,000 from transportation impact fees. Permit revenues are down $45,000 at $325,000 due
to less oil and gas drilling activity. Other revenues are stable, and unchanged.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
292
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 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
99,587
99,587
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
99,587
99,587
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the added costs for health insurance premium
increases of 9%. No salary or other benefit increases are recommended for 2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
293
itict
Mac
COLORADO
294
SOCIAL SERVICES
Revenue Changes
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
■ 2009
❑ 2010
ii
g
Property taxes
Federal/State
Fund Balance
2010 Revenue
Total $25,891,500 (2009 $25,728,417)
Fund Balance,
$1,400,000, 5%
Federal/State,
$18,325,167, 71%
Property taxes,
$6,166,333, 24%
295
SOCIAL SERVICES
2010 Expenditures
Total $24,491,500 (2009 $24,724,150)
Core Services
1% $360,000
TANF $3,080,000
13%
Miscellaneous
7% $1,765,500
AND $104,000 0%
Day Care
Child Support 4% $1,090,000
Admin $2,645,000
11%
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000 s s
$2,000,000
$0
e5
e ra
p° G
Child Welfare
46% $11,200,000
Administration
17% $4,050,000
LEAP $197,00C
1%
Expenditure Changes
Pa�c o 0/
O
296
SEVEN YEAR TREND
Social Services
$30
$25
$20
$10
$5
$0
2004
2005
2006
I
2007
I
2008
2009
2010
297
SOCIAL SERVICES FUND SUMMARY
Weld County Department of Human Services continues to face challenges created by the
economic downturn and the infusion of dedicated funding received through the American
Recovery and Reinvestment Act (ARRA). The acceptance of this funding has been contingent
on the submission of mid -year funding requests, often with little time to fully develop a plan to
spend the dollars in a coordinated manner to best serve the needs of the Weld County
community. As we move through 2010, we will be refining the projects that have been initiated,
in order to ensure that they meet their intended objective.
The total Social Services Fund budget is $24,491,500. The programs are funded by property
tax of $6,166,333, and state and federal funds of $18,325,167. 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 continues to maintain a
County Reserve balance well within the statutory guidelines, and has acquired other counties'
reserves, in an effort to adequately fund our programs and assist the other counties in
complying with this legislation.
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 increasing the rate paid per child/per
day to providers who undergo trainings and assessments to enhance the quality of the care
provided. Other efforts have been, and continue to be, implemented to ensure that funds are
being used to provide services to best serve the citizens of Weld County.
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 Interagency
Oversight Group, the Department has moved toward a policy of utilizing local placement options
298
for children, whenever possible, to increase parental involvement and to decrease caseworker
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.
299
DEPARTMENT OF SOCIAL SERVICES
ESTIMATED REVENUE
2010
County Administration
Other Programs
Child Support Administration
TANF - Colorado Works
Aid to the Needy Disabled
Child Care
Old Age Pension
Child Welfare
Core Services
LEAP
General Assistance
Sub -Total
Federal/State Reimbursement
Claims Collection Incentives
TANF Adjustment
Child Support Incentives
Use of Deferred Revenues
Sub -Total Revenue
County Property Tax/Penalties
Total Revenue
FEDERAL
AND STATE
$ 3,750,000
1,200,000
1,815,000
1,594,917
0
525,000
153,250
7,400,000
200,000
197,000
105,000
COUNTY TOTAL
$ 300,000 $ 4,050,000
220,000 1,420,000
830,000 2,645,000
1,485,083 3,080,000
104,000 104,000
565,000 1,090,000
8,750 162,000
3,800,000 11,200,000
160,000 360,000
0 197,000
78,500 183,500
16,940,167 $ 7,551,333 $ 24,491,500
16,940,167
50,000
800,000
250,000
285,000
18,325,167
6,166,333
24,491,500
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
Aid to the Needy Disabled
Low Income Energy Assistance
Old Age Pension
General Assistance`
X
X
X
Optional
X
X
X
X
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
Youth Services - Casework Services
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
2010
Fund Org Acct Account Title
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
2100 42700 4320 FEDERAL GRANTS
2100 42110 4336 REIMBURSEMENTS
2100 42111 4336 REIMBURSEMENTS
2100 42115 4336 REIMBURSEMENTS
2100 42200 4336 REIMBURSEMENTS
2100 42365 4336 REIMBURSEMENTS
2100 42375 4336 REIMBURSEMENTS
2100 42380 4336 REIMBURSEMENTS
2100 42410 4336 REIMBURSEMENTS
2100 42415 4336 REIMBURSEMENTS
2100 42610 4336 REIMBURSEMENTS
TOTAL INTERGOVERNMENTAL
TOTAL SOCIAL SERVICES
2009 2010 2010 2010
Budget Request Recommend Final
5,775,000 6,166,333 6,166,333 0
105,000 105,000 105,000 0
3,560,000 3,750,000 3,750,000 0
1,435,000 1,385,000 1,385,000 0
1,790,000 1,200,000 1,200,000 0
1,873,100 1,815,000 1,815,000 0
1,709,917 1,594,917 1,594,917 0
575,150 525,000 525,000 0
153,250 153,250 153,250 0
6,900,000 7,400,000 7,400,000 0
0 200,000 200,000 0
152,000 197,000 197,000 0
18,253,417 18,325,167 18,325,167 0
24.028,417 24.491.500 24.491.500 0
302
SOCIAL SERVICES FUND
SUMMARY OF EXPENDITURES
2010
2009 2010 2010 2010
Fund Org Expenditure Function Budget Request Recommend Final
2100 42110 ADMINISTRATION -REGULAR 4,450,000 4,050,000 4,050,000 0
2100 42115 OTHER PROGRAMS 1,857,500 1,420,000 1,420,000 0
2100 42200 CHILD SUPPORT ADMINISTRATION 2,735,000 2,645,000 2,645,000 0
2100 42365 COLORADO WORKS 3,195,000 3,080,000 3,080,000 0
2100 42370 NEEDY AND DISABLED 104,000 104,000 104,000 0
2100 42375 DAY CARE &ADMINISTRATION 1,085,150 1,090,000 1,090,000 0
2100 42380 OLD AGE PENSION 162,000 162,000 162,000 0
2100 42410 CHILD WELFARE & ADMINISTRATION 10,550,000 11,200,000 11,200,000 0
2100 42415 PLACEMENT ALTERNATIVE CARE 250,000 360,000 360,000 0
2100 42610 LEAP ADMINISTRATION & OUTREACH 152,000 197,000 197,000 0
2100 42700 GENERAL ASSISTANCE 183,500 183,500 183,500 0
TOTAL SOCIAL SERVICES FUND 24.724.150 24,491.500 24.491.500 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 13,994,605
$ 15,180,500
$ 15,618,500
$ 15,618,500
Supplies
270,960
807,150
476,000
476,000
Purchased Services
2,663,289
2,910,500
2,653,000
2,653,000
Fixed Charges
6,645,043
6,086,500
6,004,500
6,004,500
Contra Expense
- 496,142
- 515,500
- 515,500
- 515,500
Capital
214,205
255,000
255,000
255,000
Gross County Cost
$ 23,291,960
$ 24,724,150
$ 24,491,500
$ 24,491,500
Revenue
18,345,008
18,974,150
18,325,167
18,325,167
Net County Cost
$ 4,949,952
$ 5,750,000
$ 6,166,333
$ 6,166,333
Budget Positions
246.5
263
263
263
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
304
STRATEGIC AREA: HUMAN SERVICES
Goal HHSI: "To continuously strengthen services and support innovation that leads to a culture that
empowers people to im ' rove their quality of life."
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
141(1-1:Increase quality
Implement continuous improvement
Develop methodology to gather statistics in
of work
system to accomplish the following:
order to establish baselines against which
Analyze current processes to determine
performance will be measured in future years.
if they are achieving expected
Continuous improvement system designed and
outcomes; develop remedies and
implemented within DHS
improvements; deploy follow up
Initial improvement teams launched addressing
tracking system measuring the
effectiveness of improvements; reduce
the duplication of services provided to
customers requiring wrap around
services
four key opportunities for improvement
Goal HHS2: Develop & deploy consistent performance management approaches across the Human Services
Department
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-I: Increase
retention of quality staff
Identify existing performance
management approaches within
Human Services to include individual
department approaches, County
approaches, and different performance
management philosophies & styles
within Human Services
Statistically valid retention baseline developed
- used to gauge realistic and appropriate
retention levels within DHS
HHS2-2: Increase
fulfillment of promotion
opportunities
Research Baldrige Category 5
(Workforce Focus) and implement
"best practice" concepts to include
factors affecting employee satisfaction
and engagement, staff development,
supervisory development, employee
safety and well-being, morale,
motivation and teamwork.
By the end of 2010 all employees will have
professional development plans incorporated
and addressed within their formal evaluation
system
305
STRATEGIC AREA: HUMAN SERVICES
(Continued)
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-3: Viable
Assess capacity and staffing levels to
Upper level DHS organizational structure
succession plans created
across the department
administer system
evaluated and assessed
Develop & deploy follow up tracking
system measuring the effectiveness of
the Human Services Department
Human Capital Management efforts
Define how employees are measured
Fully implement new county
performance management system
Implement and perfect performance
appraisal system
Train supervisors and staff on how to
use the new performance appraisal
system
HHS2-4: Team culture
Develop and deploy continuous
Increase employee core knowledge of all
developed across the
training and job sharing opportunities
departments across DHS (no wrong door)
board within the
that connect to organizational
Department of Human
knowledge, job performance and core
Services
values.
Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human
Services Department.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS3-l: Improved
Implement the best methods to
Improved information based website
customer and
communicate with clients, stakeholders
developed and launched
stakeholder access to
and other agencies to include using the
DHS program
intranet; newsletter; web page; email or
information and
services
newsletters.
Implement the best methods to review
policy with the county commissioners;
communicate with county departments; the
best methods to communicate with the rest
of the county
306
STRATEGIC AREA: HUMAN SERVICES
(Continued)
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS3-2: Ensure all DHS
Create team backups from each division to
Top five internal communication methods
staff are fully engaged in
the communications loop
maintain continuity
for DHS identified and validated
Form staff driven improvement teams
Train team members on project
management and process improvement
methodologies that will be used during the
process
Conduct research around the following:
The 5 most important methods to
communicate info in HS; Communication
methods that are currently working and
methods not working; The best way to
attain the voice of all staff
Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that
may impact the Department of Human Services.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS4-1: Increased
preparedness to handle
future contingencies
Develop & assess budget
Formulate program projections based on
increased demand
Identify mandatory program commitments
Identify discretionary programs
Forecast shell created through identified
reports and data that predict future trends
and needs
DHS revenue generating sources
compiled
Continuity of Operations Plan formulated
HHS4-2: Increased
flexibility and agility in
meeting future customer
demands
Explore ramifications of child welfare 90/10
to 80/20 switch
Conduct scenario planning addressing the
following: What can be cut first; the
consequences; the potential alternative
funding strategies and the business case in
supporting individual programs compared
to others
Identify "big ticket" items that must be
supported
HHS4-3: Enhanced
DHS emergency
preparedness
Form staff driven Continuity of Operations
project planning team
Develop and deploy Continuity of
Operations Plan
307
STRATEGIC AREA: HUMAN SERVICES
(Continued)
Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service
programs to any person inside and outside of the organization on a continuous basis.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-I: County
Commissioners and
other stakeholders
understand the tangible
value that Weld County
Human Services
provides to the local
community
Increase awareness of DHS programs and
services
Enhance image of DHS programs and
services
Individual DHS division education and
promotion plans developed
Organizational report card shell designed
DHS stakeholder and customer perception
baseline established
HHS5-2: High level
connections can be
demonstrated from the
services that each team
provides to any family
Analyze coordinated services within a
targeted group of customers and identify
what everyone is gathering
Expand coordinated service analysis after
targeted group analysis and construct ethics
guidelines regarding the information used in
conjunction with the coordinated service
analysis
HHS5-4: Effective
stewardship of the
taxpayer dollar
Build organizational report card:
Benchmark Adams County; Incorporated
"Return on Investment" language into report
card based on outcomes that can justify
current department activities
Validate the report card with stakeholders
Publish report card on a routine basis
308
STRATEGIC AREA: HUMAN SERVICES
(Continued)
Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all
employees and partners of the Weld County Department of Human Services
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS6-l: Increased
Ensure that customer goals are embedded
customer satisfaction
within employee performance standards
Individual DHS division customer
levels
satisfaction assessment tools developed
Test the feasibility in monitoring phone
calls to test for quality customer service
Develop multiple methods to assess the
quality of customer service (staff, partners,
boards, etc.); identify the meaning of
"respect" mean in the eyes of all customers?
Determine key requirements of all HS
customers - as well as their priorities (ease
of use, quality of contact, quality of service,
etc.)
Overall DHS customer satisfaction index
designed
Offer ongoing training to all staff to
improve basic customer service skills
Offer advanced customer service skills
training
Offer training for managers on the nuts and
bolts of reinforcing customer service
standards
Initial DHS customer satisfaction baseline
Ensure partner accountability to Human
established
Service customer service standards through
contract language that can be developed to
drive a closer alignment and assisting
partners by communicating standards,
training, and reinforcement
Develop strategies to quantify intangible
aspects of customer service (focus groups)
309
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,919,354
$ 3,200,000
$ 3,200,000
$ 3,200,000
Supplies
- 272,738
- 200,000
- 200,000
- 200,000
Purchased Services
862,481
1,300,000
900,000
900,000
Fixed Charges
73,842
0
0
0
Contra Expense
- 19,727
- 50,000
- 50,000
- 50,000
Capital
200,000
200,000
200,000
200,000
Gross County Cost
$ 2,763,212
$ 4,450,000
$ 4,050,000
$ 4,050,000
Revenue
3,782,748
3,560,000
3,750,000
3,750,000
Net County Cost
$ - 1,019,536
$ 890,000
$ 300,000
$ 300,000
Budget Positions
99
104.5
104.5
104.5
SUMMARY OF CHANGES: Many of the productivity issues surrounding the implementation of
CBMS have been dealt with. However, the inefficiencies that remain continue to impact the
time required to process cases and the number of cases in pending status. 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. Unfortunately, this also
creates a greater possibility of clients obtaining benefits greater than the amount they are legally
eligible to receive.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
310
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out . uts
Case Load (Average)
16,000
16,640
16,640
Efficiency Measures
FTE's per 10,000/capita
3.750
4.153
3.900
Per capita cost
$ - 4.38
$4.70
$1.12
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
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
1,001,020
1,460,000
1,385,000
1,385,000
Net County Cost
$ 4,949,952
$ 5,750,000
$ 6,166,333
$ 6,166,333
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Property tax is budgeted at $6,166,333 for 2010. 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, so they are reflected in Budget Unit 2100-42200. The Child Support TANF-
Retained Incentive has been increased from one-half to the full amount of the State Share,
estimated at $250,000. 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. Parental Fee Incentives earned are
estimated at $140,000, the TANF Adjustment is $800,000 and the TANF Work Participation
Bonus is estimated to be earned at $145,000. Incentives earned as the result of claim
collections for Food Assistance, Medicaid, TANF, and State -only Programs are estimated to be
$50,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
312
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, House Bill 04-1414 (IV -E), AFDC Retained Collections,
Collaborative Management, and Building Healthy Marriages.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 106,477
$ 683,000
$ 400,000
$ 400,000
Supplies
2,658
0
0
0
Purchased Services
15,828
7,500
20,000
20,000
Fixed Charges
1,844,950
1,167,000
1,000,000
1,000,000
Capital
0
0
0
0
Gross County Cost
$ 1,969,913
$ 1,857,500
$ 1,420,000
$ 1,420,000
Revenue
1,766,490
1,790,000
1,200,000
1,200,000
Net County Cost
$ 203,423
$ 67,500
$ 220,000
$ 220,000
Budget Positions
4.5
11.5
11.5
11.5
SUMMARY OF CHANGES: The Collaborative Management Incentive funds previously
managed, fiscally, by the Department of Human Services will be managed, instead, by the
Juvenile Assessment Center (JAC), per the direction of the Board of Weld County
Commissioners and the Collaborative Management Executive Committee.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
313
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
2,000
2,000 2,000
.188 .472 .429
$0.87 $0.44 $0.82
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 Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non-TANF clients based on court
orders.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,014,481
$ 2,145,000
$ 2,145,000
$ 2,145,000
Supplies
55,015
200,000
100,000
100,000
Purchased Services
326,007
300,000
350,000
350,000
Fixed Charges
34,340
90,000
50,000
50,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,429,843
$ 2,735,000
$ 2,645,000
$ 2,645,000
Revenue
1,816,013
1,873,100
1,815,000
1,815,000
Net County Cost
$ 613,830
$ 861,900
$ 830,000
$ 830,000
Budget Positions
29
29
29
29
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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:
315
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6,500
1.208
$3.63
6,500 6,500
1.190 1.082
$3.54 $3.10
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
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,466,930
$ 1,400,000
$ 1,400,000
$ 1,400,000
Supplies
34,204
45,000
45,000
45,000
Purchased Services
144,208
65,000
150,000
150,000
Fixed Charges
1,301,157
1,700,000
1,500,000
1,500,000
Contra Expense
- 6,757
- 20,000
- 20,000
- 20,000
Capital
0
5,000
5,000
5,000
Gross County Cost
$ 2,939,742
$ 3,195,000
$ 3,080,000
$ 3,080,000
Revenue
2,179,958
1,709, 917
1,594, 917
1,594,917
Net County Cost
$ 759,784
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget Positions
11
11
11
11
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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 are, however,
researching means of accessing the funds forfeited by other counties to the State-wide Reserve
funds, in order to improve services to clients.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION;
317
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Loads (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
500 520 520
.458 .451 .411
$3.26
$6.09 $5.54
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: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Fixed Charges
143,475
144,000
144,000
144,000
Contra Account
- 70,824
- 40,000
- 40,000
- 40,000
Gross County Cost
$ 72,651
$ 104,000
$ 104,000
$ 104,000
Revenue
0
0
0
0
Net County Cost
$ 72,651
$ 104,000
$ 104,000
$ 104,000
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
2,600 2,700 2,700
$0.31 $0.42 $0.39
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
319
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 574,549
$ 634,000
$ 600,000
$ 600,000
Supplies
12,687
51,150
20,000
20,000
Purchased Services
10,660
25,000
20,000
20,000
Contra Expense
- 2,351
- 50,000
- 50,000
- 50,000
Fixed Expense
450,713
425,000
500,000
500,000
Gross County Cost
$ 1,046,258
$ 1,085,150
$ 1,090,000
$ 1,090,000
Revenue
579,803
575,150
525,000
525,000
Net County Cost
$ 466,455
$ 510,000
$ 565,000
$ 565,000
Budget Positions
5.5
5.5
5.5
5.5
SUMMARY OF CHANGES: The Colorado Department of Human Services intends to
implement 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 have the impact of better identifying 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
320
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
650 675 675
.229 .226
$2.00 $2.10
.226
$2.05
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
BUDGET UNIT TITLE AND NUMBER: Old Aqe 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 101,419
$ 133,500
$ 133,500
$ 133,500
Supplies
6,066
9,000
9,000
9,000
Purchased Services
12,751
11,000
11,000
11,000
Fixed Charges
13,279
10,500
10,500
10,500
Contra Expense
- 4,772
- 2,000
- 2,000
- 2,000
Gross County Cost
$ 128,743
$ 162,000
$ 162,000
$ 162,000
Revenue
116,159
153,250
153,250
153,250
Net County Cost
$ 12,584
$ 8,750
$ 8,750
$ 8,750
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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:
322
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
2,200
2,300 2,300
$0.05 $0.05 $0.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
323
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in substitute 24 -hour care family foster
homes, group homes, residential treatment centers, and residential child care facilities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 7,575,381
$ 6,850,000
$ 7,500,000
$ 7,500,000
Supplies
430,845
700,000
500,000
500,000
Purchased Services
1,156,594
1,000,000
1,000,000
1,000,000
Contra Expenses
- 391,711
- 350,000
- 350,000
- 350,000
Fixed Charges
2,479,115
2,300,000
2,500,000
2,500,000
Capital
14,205
50,000
50,000
50,000
Gross County Cost
$ 11,264,429
$ 10,550,000
$ 11,200,000
$ 11,200,000
Revenue
8,364,314
6,900,000
7,400,000
7,400,000
Net County Cost
$ 2,900,115
$ 3,650,000
$ 3,800,000
$ 3,800,000
Budget Positions
89
93
93
93
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 their 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
324
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1,100
1,100 1,150
3.542 3.815 3.471
$12.43
$14.98 $14.18
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
325
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the
foster care program primarily through counseling and parental education.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 58,584
$ 0
$ 60,000
$ 60,000
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
303,155
250,000
300,000
300,000
Capital
0
0
0
0
Gross County Cost
$ 361,739
$ 250,000
$ 360,000
$ 360,000
Revenue
190,997
0
200,000
200,000
Net County Cost
$ 170,742
$ 250,000
$ 160,000
$ 160,000
Budget Positions
3
3
3
3
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
326
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
150 160 160
$0.73 $1.03 $0.60
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
327
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 177,430
$ 135,000
$ 180,000
$ 180,000
Supplies
2,223
2,000
2,000
2,000
Purchased Services
12,033
15,000
15,000
15,000
Fixed Charges
1,017
0
0
0
Gross County Cost
$ 192,703
$ 152,000
$ 197,000
$ 197,000
Revenue
174,556
152,000
197,000
197,000
Net County Cost
$ 18,147
$ 0
$ 0
$ 0
Budget Positions
5.5
5.5
5.5
5.5
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Case Load (End of Program)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
4,500 5,000 5,000
.229 .225 .205
$0.08 $0.00 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
328
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents. Totally
funded by county. Expenditures from this program are not covered by TANF, OAP, AND, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
122,727
187,000
187,000
187,000
Contra Expense
0
- 3,500
- 3,500
- 3,500
Capital
0
0
0
0
Gross County Cost
$ 122,727
$ 183,500
$ 183,500
$ 183,500
Revenue
0
105,000
105,000
105,000
Net County Cost
$ 122,727
$ 78,500
$ 78,500
$ 78,500
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Expenditures for dental, vision, prescriptions, and in -kind services
have remained fairly stable over the last few years. The State budget problems have created a
stronger need for General Administrative funds. 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
329
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load excluding shelter (Average)
Efficiency Measures
Per capita cost (county support)
80 80 80
$0.53
$0.32 $0.30
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
330
HEALTH FUND
Reveflue changes
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
a>
o
o 0
to
tr
fl
C
Fn
❑ 2009
❑ 2010
O
0 0
,n in
ro
S
0
o O
O O
o O
O
69
Solid Waste Chg for Federal/State Licenses & Miscellaneous Fund Balance General Fd Trfs
Trfs Services Permits
2010 Revenue
Total $9,251,014 (2009 $8,812,531)
Licenses &
Permits,
Federal/State, $390,400, 4%
$3,733,185, 41%
Chg for Services,
$724,119, 8%
Solid Waste Trfs,
$507,909, 5%
$3,051,901, 33%
Miscellaneous,
$43,500, 0%
Fund Balance,
$800,000, 9%
331
HEALTH FUND
2010 Expenditures
Total $8,451,014 (2009 $8,112,531)
Health
Communications,
$1,328,935, 16%
Administration,
$191,450, 2%
Envirnmental
Health Services,
$2,429,649,
29%
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Community
Health Services,
$4,119,729,
48%
Health
Preparedness,
$381,251, 5%
CD 0)
N N
I-- r
Oi
Expenditure Changes::
e��G . ��c'e • ea GI' eC za��
o�ee e �e •eea\
z
G
332
SEVEN YEAR TREND
Health Subsidy
4
3.5
3
2.5
1.5
0.5
0
2004
2005
2006
2007
2008
2009
2010
333
PUBLIC HEALTH FUND SUMMARY
The 2010 budget for the Weld County Department of Public Health and Environment represents
a significant decrease of $538,570 (15%) to net county cost from the 2009 approved budget.
These projected reductions decrease county per capita support of health programming from
$14.73 to $11.39 and FTEs per 10,000 population from 3.84 to 3.34 in 2010. The reductions
were made more difficult because the department faces increased costs for insurance and
retirement funding for employees. The decrease in funding necessitates a reduction in public
health infrastructure with FTE investment projected to decrease in 2010 for the second year in a
row to 89.41 from 95.09 actual in 2008. Achieving targeted reductions of 15% cannot be
achieved without reducing the department's workforce even further in 2010. In preparing the
2010 budget, the department has worked diligently to cut costs while maintaining the ability to
provide essential public health services to an ever growing number of residents of Weld County.
The conundrum for health -focused businesses is that difficult economic times for communities
lead more people and families to seek needed health services in the public sector just at a time
when infrastructure is reduced to control expenses. Projected increases of $877,053 in non -
county general fund revenues for 2010 (mostly from new grants and some increases in fees to
recover program operating costs) help mitigate reductions in workforce and programming. The
2010 budget, as presented, is vital to support achieving our strategic goals and priorities, allow
for the provision of the ten essential public health services, enable core public health functions
to be fulfilled on behalf of the residents of Weld County, and maintain a fundamental readiness
and ability to respond to health emergencies that might occur in 2010 (e.g., novel H1N1
pandemic influenza).
The 2010 budget for the Administration Services Division projects increased insurance costs
and a 0.9% increase in County -funded contributions to PERA, resulting in an actual increase of
$17,322 in personnel services. Despite significant growth in the county's population, added
complexity of grant reporting requirements, and a greater dependence on billing third -party
payers for services rendered, the FTE commitment in this division has remained unchanged
since 2007. The division proposes a decrease of $14,500 in purchased services for 2010.
Revenue from the sale of copies of birth and death certificates is expected to decrease by
$23,550 as compared to the budgeted amount for FY2009.
The Health Communication, Education and Planning Division of the department (formerly known
as Health Promotion Section) projects a net decrease in county support for its programs of
$44,527 when compared to 2009. To achieve targeted reduction goals for 2010, the division
proposes to eliminate 1.0 FTE of a county -funded Health Communication Supervisor position.
Overall, division Personnel Costs for FY2010 decrease by $60,484; this reduction adds to
reductions in Personnel Services of $103,609 in 2009. Over a two-year period FTE's will have
been reduced from 15.0 to 10.75 leaving the division no choice but to limit vital health education
programming directed at increasing healthy behaviors in residents of Weld County. To more
accurately track activities related to Emergency Preparedness, the Personnel expenses of 0.5
FTE BT Health Planner will be transferred in 2010 from this division to the Division of Public
Health Preparedness (supervision of this staff person will remain with HCEP). Supply costs are
projected to increase by $67,866, largely due to a new grant -funded program (LiveWell).
Purchased Services are projected to increase by $165,978 due to programming in three primary
grant -funded programs: LiveWell, Cancer, Cardiovascular and Chronic Pulmonary Disease
(CCPD), and Tobacco Education and Prevention Program. Revenue for the division is
projected to increase in 2010 by $265,347 due to grants.
334
The Public Health Services Division (formerly known as Community Health Services) 2010
budget request includes a projected decrease in net county cost of $269,559, or 14.1%. A
significant portion (39%) of this projected decrease is related to reductions in Personnel
Services ($104,688). FTE's are projected to decrease by 2.19 to 43.41 from 45.60 in FY2009.
Supply costs are projected to increase by $78,776 as a result of two grant programs (Colorado
Family Planning Initiative and Women's Wellness Connection). Purchased Services expense is
anticipated to increase by $139,164 largely related to the same two programs -- CFPI and
WWC. Revenues are projected to increase by $397,164 for 2010 as a result of the department
being awarded additional contract funding in Women's Wellness Connection and Colorado
Family Planning Initiative, a new Juvenile Assessment Center program, and increases in fees
and donations for clinical services.
The Environmental Health Services Division 2010 budget submission proposes a decrease in
net county cost of $215,155, or 16%, when compared to the 2009 budget. The division's
Personnel Services are projected to be reduced by $34,690, despite an increase in insurance
costs and PERA contributions, through the elimination of 1.0 FTE Environmental Health
Specialist. This position is being eliminated in response to the projected loss of a contract to
perform storm water inspections and a reduced request for services in the ISDS and Land Use
Programs. The division projects a 1% increase ($2,775) in Supplies for 2010. Purchased
Services are proposed to increase by $21,069 primarily as a result of budgeting for temporary
staff in 2010; the hiring of temporary staff may be necessary to complete work assignments as a
result of the proposed elimination of the EH Specialist position. Despite the anticipated loss of
revenue in the ISDS Program ($7,900) and other revenue decreases in the Storm Water
($9,000) and STD ($11,825) Programs, revenue generated by this division is projected to
increase in 2010 by $234,569. The increase is due primarily to the additional appropriation of
$182,909 from the Solid Waste Fund, an increase of $56,600 from retail food establishment
fees authorized by the State of Colorado, and an increase of $24,000 in the division's Air Quality
Monitoring agreement with CDPHE.
The Public Health Preparedness Division 2010 proposed budget projects a decrease in net
county cost of $8,185. Personnel costs are projected to increase by $49,843; this projected
increase is due mostly to the transfer of a position from another division (HCEP is transferring
the BT Health Planner position to this division in FY2010), but also to anticipated higher
insurance expenses and PERA contributions. Supplies and Purchased Services are projected
to increase minimally ($9,948) in 2010; these increases will be directed at activities anticipated
to be necessary to control the spread of H1N1 influenza. Accounting for the transfer of a
position (0.50 FTE) to this division, FTE dedicated to emergency preparedness and response
activities is projected to remain the same in 2010.
The Department of Public Health and Environment remains challenged by keeping pace with
the demand for services as Weld County continues as one of the fastest growing regions of
Colorado. In addition, the complexity of the work and the intermittent surges in activity in the
area of Public Health (e.g., bioterrorism readiness, disease control and investigation of West
Nile virus infection, Pertussis, rabies, Q -fever, influenza, and other communicable diseases
endemic to our region, H1N1 readiness, etc.) create unique staffing issues that add to routine
functions. The department's 2010 proposal includes a 15% reduction in county revenue, and
attempts to judicially and conscientiously reduce the public health infrastructure available to
preserve, promote and protect the health of residents of Weld County and their environment for
future generations. While reductions in services and surge capacity will be necessary, the
budget will provide the Department the minimum resources needed to carry out its essential
services and core functions in support of Weld County's goals and objectives.
335
PUBLIC HEALTH FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
2009 2010 2010 2010
Budget Request Recommend Final
LICENSES AND PERMITS
2560 41400 4210 LICENSES
2560 41400 4221 PERMITS
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
2530 41300 4321 MEDICAID
2560 41400 4321 MEDICAID
2530 99900 4321 MEDICAID
2530 41300 4322 MEDICARE
2530 99900 4322 MEDICARE
2530 99900 4336 REIMBURSEMENTS
2500 41100 4340 GRANTS
2530 41300 4340 GRANTS
2535 41300 4340 GRANTS
2560 41400 4340 GRANTS
2580 41500 4340 GRANTS
2520 99900 4340 GRANTS
2530 99900 4340 GRANTS
2560 99900 4340 GRANTS
2580 99900 4340 GRANTS
2500 41100 4356 COUNTIES
TOTAL INTERGOVERNMENTA.
CHARGE FOR SERVICES
2500 41100 4410 CHARGE FOR SERVICES
2530 41300 4410 CHARGE FOR SERVICES
2560 41400 4410 CHARGE FOR SERVICES
2530 99900 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2560 41400 4510 FINES
2560 41400 4680 OTHER
2530 99900 4690 DONATIONS
2560 41400 4730 OTHER FEES
TOTAL MISCELLANEOUS
TRANSFER
2560 41400 712700 TRANSFER
TOTAL PUBLIC HEALTH FUNC
110,800 167,400 167,400 0
230,900 223,000 223,000 0
341,700 390.400 390,400 0
48,300 48,300 48,300 0
17,800 16,000 16,000 0
203,188 214,056 214,056 0
4,000 8,000 8,000 0
1,000 1,000 1,000 0
42,000 42,000 42,000 0
412,171 413,315 413,315 0
0 21,731 21,731 0
94,659 0 0 0
12,225 3,360 3,360 0
6,000 0 0 0
509,535 774,882 774,882 0
1,399,825 1,844,460 1,844,460 0
80,800 104,800 104,800 0
232,902 241,281 241,281 0
3,590,471 3,051,901 3,051,901 0
6,654,876 6,785,086 6.765,086 0
215,000 191,450 191,450 0
181,780 182,369 182,369 0
274,875 261,500 261,500 0
88,800 88,800 88,800 0
760,455 724.119 724,119 0
2,500 2,500 2,500 0
2,000 2,000 2,000 0
18,000 28,000 28,000 0
8,000 11,000 11,000 0
30,500 43,500 43,500 0
325,000 507,909 507,909 0
8,112.531 8,451,014 8.451,014 0
336
PUBLIC HEALTH FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2500 41100 ADMINISTRATION
2520 41210 GENERAL HEALTH EDUCATION
2520 99900 UNALLOCATED GRANTS
2530 41300 NURSING
2530 99900 UNALLOCATED GRANTS
2535 41300 NURSING
2560 41400 ENVIROMENTAL
2560 99900 UNALLOCATED GRANTS
2580 41500 PUBLIC HEALTH PREPAREDNESS
2580 99900 UNALLOCATED GRANTS
TOTAL PUBLIC HEALTH FUND
2009 2010 2010 2010
Budget Request Recommend Final
215,000 191,450 191,450 0
629,567 566,303 566,303 0
478,548 762,632 762,632 0
940,956 797,598 797,598 0
2,915,324 3,322,131 3,322,131 0
135,844 0 0 0
2,307,434 2,327,508 2,327,508 0
102,801 102,141 102,141 0
125,976 141,160 141,160 0
261,081 240,091 240,091 0
8,112,531 8.451,014 8,451,014 0
337
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,698,359
$ 6,063,906
$ 5,931,209
$ 5,931,209
Supplies
601,696
418,398
573,065
573,065
Purchased Services
1,581,819
1,625,481
1,941,890
1,941,890
Fixed Charges
554,549
649,554
605,157
605,157
Contra Expense
- 550,078
- 644,808
-600,307
-600,307
Capital
14,156
0
0
0
Gross County Cost
$ 7,900,501
$ 8,112,531
$ 8,451,014
$ 8,451,014
Revenue
5,231,577
4,522,060
5,399,113
5,399,113
Net County Cost
$ 2,668,924
$ 3,590,471
$ 3,051,901
$ 3,051,901
Budgeted Positions
95.09
93.10
89.41
89.41
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
338
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
4.07
3.84
$12.59 $14.73
3.34
$11.39
Goal HSI: To improve the health of our diverse communities by assuring individuals, families, and
communities gain ' reater control of factors that influence their health.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
HSI-1: Key health
indicators move in
a positive direction
Further enhance partnerships with local
community media organizations
In Process
In Process
In Process
Health disparities
will be diminished
Utilize best practice social marketing
techniques in all WCDPHE public
information campaigns
WCDPHE is a
leader and partner
with communities
in addressing local
health concerns
and underlying
causes; and is
included in health -
related community
planning and
policy making
Develop Public Health Briefs on various
public health issues
Improve our individual and organizational
cultural competence
Make improvements to WCDPHE web site
WCDPHE works
in partnership with
key stakeholders
keeping our core
values in mind
An ongoing
community
assessment process
including a multi-
year Community
Action Plan that
addresses health
factors and reduces
disparities
339
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS1-2: Key health
indicators move in
a positive direction
Share information across divisions and with
community partners about the advocacy
roles currently used by health department
staff
In Process
In Process
In Process
Health disparities
will be diminished
Identify and define new advocacy roles for
staff and community partners
WCDPHE is a
leader and partner
with communities
in addressing local
health concerns
and their
underlying causes
Work with community health providers to
expand their capacity to accept Medicaid
and other government reimbursements
WCDPHE is
included in health -
related community
planning and
policy making
WCDPHE works
in partnership with
key stakeholders
keeping our core
values in mind
An ongoing
community
assessment process
including a multi-
year Community
Action Plan that
addresses health
factors and reduces
disparities
340
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
HSl-3: Key health
indicators move in
a positive direction
Create new partnerships and enhance
existing partnerships and collaborations that
engage community members in the work of
public health
In Process
In Process
In Process
Health disparities
will be diminished
WCDPHE is a
leader and partner
with communities
in addressing local
health concerns
and their
underlying causes
Increase communication and enhance
relationships with Federal, state, regional,
and peer health department partners to better
understand capacities, reduce competition,
and share resources
To the extent possible, use customized
public health promotion messages and
strategies in all of our diverse communities
WCDPHE is
included in health -
related community
planning and
policy making
WCDPHE works
in partnership with
key stakeholders
keeping our core
values in mind
An ongoing
community
assessment process
including a multi-
year Community
Action Plan that
addresses health
factors and reduces
disparities
341
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal H52: To assure dignified access to necessary, appropriate, affordable, continuous, and timely health
care, including wellness and prevention services.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
1152-1: Weld
County will have a
more integrated
(public) health care
system
Barrier to receiving
preventive services
will be diminished
or eliminated;
citizens will have
better access to
care
By 2009, gather information for decision
making on what the direct services role of
the Health Department will be in 2010
By 2010, expand, retain, or eliminate health
department services as guided by
community needs
By 2010, enhance Southwest County
service provision
Over the next three years, diversify funding
sources for health care and education
programs by seeking new and flexible
funding from Federal agencies and others
Done
In Process
In Process
HS2-2: Weld
County will have a
more integrated
(public) health care
system
Barrier to receiving
preventive services
will be diminished
or eliminated;
citizens will have
better access to
care
By 2009, increase WCDPHE's capacity to
use the North Colorado Health Alliance
Electronic Medical Record system for
program evaluation and planning purposes
By 2008, Northern Colorado Health
Alliance service providers will be
electronically linked to the Colorado CIIS
Immunization Registry through electronic
medical record system
N/A
Done
Done
N/A
N/A
N/A
Goal HS3: 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
can mobilize an
effective public
health response to a
public health
event/emergency no
matter how large or
small
Within three years, we will develop and
strengthen partnerships with schools,
worksites, healthcare providers, and
community agencies to extend the work of
public health; we will also expand our use
of best practices in our surveillance
activities and intervention capacities for
chronic and communicable diseases
In process
In process
In process
WCDPHE is
recognized for its
preparedness work
342
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal 1153: 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
can mobilize an
effective public
health response to a
public health
event/emergency no
matter how large or
small
Within three years, we will develop and
strengthen partnerships with schools,
worksites, healthcare providers, and
community agencies to extend the work of
public health; we will also expand our use
of best practices in our surveillance
activities and intervention capacities for
chronic and communicable diseases
In process
In process
In process
WCDPHE is
recognized for its
preparedness work
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS3-2: WCDPHE
can mobilize an
effective public
health response to a
public health
event/emergency
no matter how large
or small
WCDPHE is
recognized for its
preparedness work
Over the next three years bring in
national active community environment
experts to educate and assist at least four
Weld County municipalities/communities
in their planning for active community
environments
Work with those municipalities/
communities that desire assistance to
adopt code that promotes land use and
walkable/bikable communities by 2010
Over the next three years, continue to
minimize negative impacts to the
environment of proposed land use
developments
In process
In process
In process
HS3-3: WCDPHE
can mobilize an
effective public
health response to a
public health
event/emergency
no matter how large
or small
Continue to investigate complaints that
may impact the public's health
Whenever possible, work to resolve
identified issues and violations through
information and education and when
necessary enforce applicable laws
In process
In process
In process
WCDPHE is
recognized for its
preparedness work
343
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS3-4: WCDPHE
can mobilize an
effective public
health response to a
public health
event/emergency no
matter how large or
small
Continue to participate in the North East
All Hazards Regional collaborative
association (NEAHR
Pursue at least one additional
Public/Private Partnership each year and
continue to participate in the local Faith
Based Initiative
In process
In process
In process
WCDPHE is
recognized for its
preparedness work
Identify one new and non-traditional
funding possibility
Participate in emergency response, as
appropriate, with other external partner
organizations
Develop a key contact for all identified
Special Population Groups within Weld
County
Ensure all employees are trained to the
appropriate National Incident Management
System (NIMS) level
Perform semi-annual site threat assessment
of Health & Environmental office complex
(north complex only); address at least one
critical identified threat protection deficit,
by removal, mitigation or minimization
Complete production of the department's
Business Continuity Plan and train key
department staff to function in a Business
Continuity Plan
Conduct a Departmental Business
Continuity Exercise;
maintain the county's public health
laboratory capacity to respond to bio-terror
and other public health emergencies
344
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS4: To enhance our organization's effectiveness by continually monitoring our performance and
evaluating our pro. rams.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS4-l: WCDPHE
will contribute to
the evidence base
of public health in
Colorado
WCDPHE leaders,
managers, and staff
will use
information in a
systematic way to
improve and
account for public
health actions
Program evaluation
will be practiced
consistently across
program areas and
will be integrated
into the day-to-day
management of
most programs
Monitor our progress toward achieving
our strategic objectives annually in
February of each year and report on our
accomplishments to the County
Commissioners, Board of Health, and
the public
By 2008, investigate performance
models applicable to local public health
agencies that evaluate return on
investment/cost per client
In process
Done
In process
N/A
In process
N/A
HS4-2: WCDPHE
will contribute to
the evidence base
of public health in
Colorado
WCDPHE leaders,
managers, and staff
will use
information in a
systematic way to
improve and
account for public
health actions
Program evaluation
will be practiced
consistently across
program areas and
will be integrated
into the day-to-day
management of
most programs
Complete a space needs assessment of
the health section of the north (Greeley)
complex; year 1
Define, assess, document, and prioritize
current evaluation skills, knowledge,
and practice. In year 1, public health
services; year 2, environmental health;
and year 3, health communication,
education and planning.
Assess capacity of and prioritize need
for existing and developing health
education programs targeting
community needs; year 1
Done
In process
Done
N/A
In process
N/A
N/A
In process
N/A
345
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS4-3: WCDPHE
will contribute to the
evidence base of
public health in
Colorado
In conjunction with community partners,
do county -wide community assessment in
2008 based on a proven approach (e.g.,
NACCHO MAPP) to community health
needs assessment
In process
In process
In process
WCDPHE leaders,
managers, and staff
will use information
in a systematic way
to improve and
account for public
health actions
Program evaluation
will be practiced
consistently across
program areas and
will be integrated
into the day-to-day
management of most
programs
By 2009, develop and then institute a
community action plan that addresses the
issues identified in the comprehensive
assessment
By 2010, in conjunction with community
partners, ongoing community assessment
and action planning efforts will be
routinized
HS4-4: WCDPHE
will contribute to the
evidence base of
public health in
By 2008, create an internal task force
whose charge is to reduce the public health
nursing staff turnover rate to less than 15%
by 2010
Done
N/A
N/A
Colorado
Done
N/A
N/A
WCDPHE leaders,
managers, and staff
will use information
in a systematic way
to improve and
account for public
health actions
Program evaluation
will be practiced
consistently across
program areas and
will be integrated
into the day-to-day
management of most
programs
By 2008, cross train southwest county staff
to fulfill day-to-day duties competently
Over the next three years, offer the
following workforce development
opportunities: (a) cultural competence
training, (b) vital statistics training, (c)
evaluation 101 (i.e., logic modeling, CDC
evaluation framework), (d) social
marketing strategies for programs, and (e)
public health nursing competency training
Develop and implement a succession
planning process in order to retain our
workforce skills and knowledge
In process
In process
In process
346
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health
funds.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
Supplies
Purchased Services
Fixed Charges
Capital
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
375,315
412,171
413,315
413,315
Net County Cost
$ - 375,315
$ - 412,171
$ - 413,315
$ - 413,315
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The State appropriation for per capita funding increased $1,144.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
347
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 541,553
$ 581,576
$ 598,898
$ 598,898
Supplies
14,511
16,950
16,950
16,950
Purchased Services
138,902
179,018
164,518
164,518
Fixed Charges
0
0
0
0
Contra Expense
- 500,706
- 562,544
-588,916
-588,916
Capital
0
0
0
0
Gross County Cost
$ 194,260
$ 215,000
$ 191,450
$ 191,450
Revenue
194,260
215,000
$ 191,450
$ 191,450
Net County Cost
$ 0
$ 0
0
0
Budgeted Positions
8.0
8.0
8.0
8.0
SUMMARY OF CHANGES: Increased health insurance costs and a .9% increase in County
funded contributions to PERA resulted in the administration division's personal services
category increase of $17,322. The division's decrease of $14,500 in purchased services
represents decreases of $3,160 in postage, $50 in printing, $9,000 in phone services and
$2,290 in travel. Revenue from the sale of copies of birth and death certificates is expected to
decrease by $23,550 as compared to the budgeted amount for FY2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
348
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Birth / Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
17,308
.354
$3.56
16,000 16,000
.33 .30
$2.15 2.20
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
349
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 814,564
$ 795,892
$ 735,408
$ 735,408
Supplies
56,846
53,784
121,650
121,650
Purchased Services
376,282
239,525
405,503
405,503
Fixed Charges
91,347
77,218
77,765
77,765
Contra Expense
-25,013
-58,304
-11,391
-11,391
Gross County Cost
$ 1,314,026
$ 1,108,115
$ 1,328,935
$ 1,328,935
Revenue
781,403
509,535
774,882
774,882
Net County Cost
$ 532,623
$ 598,580
$ 554,053
$ 554,053
Budget Positions
15.0
11.75
10.75
10.75
SUMMARY OF CHANGES: Personnel costs will decrease by $60,484. Total FTE will decrease
from 11.75 to 10.75 with the elimination of 1.0 FTE HC Supervisor position. LiveWell added a
1.0 FTE coordinator and a .25 OT Ill shifted from county funding; Tobacco reduced FTE by .5,
and .5 FTE BT Planner moved to Public Health Preparedness.
350
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
SUMMARY OF CHANGES (CONTINUED):
Supplies will increase by $67,865 with the new LiveWell grant and an increase in funding for the
CCPD grant supplies. Purchases Services increased by $165,978 with LiveWell grant, CCPD
and Tobacco grant increases. Fixed Charges will increase by $547. In Contra Expense a
transfer of BT funding offsets the Public Information Officer (PIO) salary for PI ($11,391). There
will be a decrease of $47,913 with the transfer of BT Planner position to OPHP budget.
Revenue will increase by $265,347 with the LiveWell grant increase in CCPD grant.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Classes, programs, events, worksite wellness 40,300 42,000 45,000
Radio programs, blogging 600,000 650,000 700,000
Efficiency Measures
FTE's per 10,000/capita .46 .48 .40
Per capita cost (county support) $2.31 $2.45 $2.07
Effectiveness results
Reduction in motor vehicle fatalities. 48 45 45
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data 32/1000 31/1000 30/1000
Number of obese adults -- BRFSS data 26% 25% 24%
Adult Smoking rates - - BRFSS data 18% 17% 16%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
351
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,483,451
$ 2,777,745
$2,673,057
$2,673,057
Supplies
225,437
162,784
241,560
241,560
Purchased Services
546,363
747,272
886,436
886,436
Fixed Charges
236,600
304,323
318,676
318,676
Capital
7,980
0
0
0
Gross County Cost
$ 3,499,831
$ 3,992,124
$4,119,729
$4,119,729
Revenue
2,108,450
2,081,552
2,478,716
2,478,716
Net County Cost
$ 1,391,381
$ 1,910,572
1,641,013
1,641,013
Budgeted Positions
43.65
45.60
43.41
43.41
SUMMARY OF CHANGES: Personnel Services decreased by $104,688 due to a reduction of
2.19 FTE. There is an increase of $78,776 in supplies and an increase of $139,164 in
purchased services as a result of grants from CPI and WWC. Fixed charges increased $14,353
for overhead charges. Gross county costs increased $127,605.
Revenues increased $397,164 with new JAC program, CFPI, reimbursement increases with
WWC, fee and donation increases. Net county costs decreased by $269,559.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
352
COMMUNITY HEALTH SERVICES
(CONTINUED)
2500-41300
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Immunizations given
Family Services
ACTUAL ESTIMATED PROJECTED
15,000 15,000 13,280
1.87 1.87 1.62
$7.56 $5.96 $6.12
7,000 8,000 6,080
1,500 1,800 2,000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
353
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: 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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,650,840
$ 1,699,365
1,664,675
1,664,675
Supplies
293,318
164,530
167,305
167,305
Purchased Services
482,506
400,977
422,046
422,046
Fixed Charges
157,332
169,323
175,623
175,623
Contra Expense
- 24,359
- 23,960
0
0
Capital
6,176
0
0
0
Gross County Cost
$ 2,565,813
$ 2,410,235
2,429,649
2,429,649
Revenue
1,473,438
1,064,900
1,299,469
1,299,469
Net County Cost
$ 1,092,375
$ 1,345,335
1,130,180
1,130,180
Budgeted Positions
25.94
25.25
24.25
24.25
SUMMARY OF CHANGES: Overall, net county cost was reduced by 16%, or $215,155 when
compared to the division's approved budget for fiscal year 2009.
The Personnel Services request was reduced by $34,690, despite an increase to insurance
costs, due to the reduction of one Environmental Health Specialist position. This position is
being eliminated in response to the loss of a contract to perform storm water inspections and a
reduced request for services in the ISDS and Land Use programs. Note: In an effort to realize
savings in the current fiscal year, it is expected that this "reduction in force" will occur during the
3rd quarter of 2009.
The request for Supplies represents a 1% increase, or $2,775 from fiscal year 2009. The
request for Purchased Services represents an increase of $21,069 or 5%. The increase is
primarily the result of budgeting $20,000 for temporary staff, which may be necessary to
complete work assignments as the result of the reduction of an Environmental Health Specialist.
354
ENVIRONMENTAL
HEALTH SERVICES
(CONTINUED)
2560-41400
SUMMARY OF CHANGES (Continued):
Despite the expected loss of revenue ($7,900) in the ISDS program and other reduced revenue
in the Stormwater ($9,000) and STD programs ($11,825), revenue generated by the
Environmental Health Services Division is expected to increase by $234,569. The increase is
due primarily to the additional appropriation of $182,909 from the Solid Waste Fund, an
increase of $56,600 from retail food establishment fees, and an increase of $24,000 to the
contract with the CDPHE for air quality monitoring.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs*
Food inspections, activities, complaints 2,478 2,550 2,475
Laboratory analyses 17,801 18,000 18,000
Household Hazardous Waste Disposed 412,479 415,000 420,000
(#'s)
Environmental Planning Reviews 312 288 288
I.S.D.S. Inspection, activities, complaints 312 295 295
Waste Inspections, activities, complaints 181 185 185
Biosolids Inspections, activities, complaints 171 171 171
Efficiency Measures
FTE's per 10,000/capita 1.08 1.04 .91
Per capita cost (county support) $4.68 $5.51 $4.22
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
355
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to,
incidents and events, which threaten the quality and quantity of life within the purview of health
and environment; develops exercises and evaluates various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation duties and
functions, along with regional bioterrorism laboratory duties and functions; houses the county
wide Health Alert Network, communications and warning operations; and is engaged in local,
regional, state and national collaborative efforts associated with these disciplines.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 207,951
$ 209,328
$ 259,171
$ 259,171
Supplies
11,584
20,350
25,600
25,600
Purchased Services
37,766
58,689
63,387
63,387
Fixed Charges
69,270
98,690
33,093
33,093
Capital
0
0
0
0
Gross County Cost
$ 326,571
$ 387,057
$ 381,251
$ 381,251
Revenue
298,711
238,902
241,281
241,281
Net County Cost
27,860
$ 148,155
$ 139,970
$ 139,970
Budgeted Positions
2.5
2.5
3.0
3.0
SUMMARY OF CHANGES: The 0.5 FTE change is not an actual increase in the overall
department, only a reflection of codifying the FTE assigned to the program. Previously, the 0.5
FTE was carried in Health Communications. Supplies and Services, are increased $5,250, and
$4,698, respectively, from grant revenue, and have been directed towards certain anticipated
activities related to projected H1 N1 mitigation. Fixed expenses are projected $65,597 less than
the previous year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
356
PUBLIC HEALTH
PREPAREDNESS
(CONTINUED)
2580-41500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000 capita
Per capita cost (county support)
.11
$.12
.10 .11
$.61 $.52
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
357
358
SEVEN YEAR TREND
Human Services
$18
$16
$14
$12
$6
$4
$2
$0
2004
i
2005
2006
2007
2008
2009
H
2010
359
HUMAN SERVICES FUND SUMMARY
The Human Services Fund for 2010 is projected to increase by $352,053, or 2.7%, for a total of
$13,422,348. Increases are primarily in Head Start ($222,761) and Job programs ($99,102).
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 2010
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 $2,829,217 for 2010. In addition, the Job Service contract will be
$806,000, and Temporary Assistance to Needy Families (TANF) is funded at $738,220,
primarily for training of TANF clients.
The Human Services Fund is totally funded through state and federal programs with the
exception of the 25% 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 2010 funding levels:
Supplemental Foods
Area Agency on Aging
Senior Nutrition
CSBG
$ 1,428,630
$ 1,914,441
$ 491,560
$ 279,270
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2010.
The budget includes funding for Head Start programs totaling $3,172,500, with an additional
$1,615,000 for Migrant Head Start. The Pre -School Program is funded at $147,510, and all the
educational programs total $4,935,010.
360
HUMAN SERVICES FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
INTERGOVERNMENTAL
2611 60000 4314 USDA
2617 60000 4314 USDA
2653 60000 4314 USDA
2654 60000 4314 USDA
261496 60000 4314 USDA
267695 60000 4314 USDA
2611 60000 4320 FEDERAL GRANTS
2627 60000 4320 FEDERAL GRANTS
2628 60000 4320 FEDERAL GRANTS
2636 60000 4320 FEDERAL GRANTS
2637 60000 4320 FEDERAL GRANTS
2640 60000 4320 FEDERAL GRANTS
2643 60000 4320 FEDERAL GRANTS
2644 60000 4320 FEDERAL GRANTS
2651 60000 4320 FEDERAL GRANTS
2652 60000 4320 FEDERAL GRANTS
2653 60000 4320 FEDERAL GRANTS
2654 60000 4320 FEDERAL GRANTS
2655 60000 4320 FEDERAL GRANTS
2657 60000 4320 FEDERAL GRANTS
2658 60000 4320 FEDERAL GRANTS
2673 60000 4320 FEDERAL GRANTS
261496 60000 4320 FEDERAL GRANTS
262695 60000 4320 FEDERAL GRANTS
263907 60000 4320 FEDERAL GRANTS
265995 60000 4320 FEDERAL GRANTS
267695 60000 4320 FEDERAL GRANTS
267895 60000 4320 FEDERAL GRANTS
267695 60000 4324 VALUE OF INVENTORY
2628 60000 4340 GRANTS
2629 60000 4340 GRANTS
2632 60000 4340 GRANTS
2635 60000 4340 GRANTS
2646 60000 4340 GRANTS
2648 60000 4340 GRANTS
2665 60000 4340 GRANTS
2666 60000 4340 GRANTS
2667 60000 4340 GRANTS
2671 60000 4340 GRANTS
262995 60000 4340 GRANTS
2651 60000 711000 TRANSFER
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2617 60000 4410 CHARGE FOR SERVICES
2645 60000 4410 CHARGE FOR SERVICES
2646 60000 4410 CHARGE FOR SERVICES
TOTAL CHARGED FOR SERVICES
MISCELLANEOUS
2652 60000 4690 DONATIONS
2653 60000 4690 DONATIONS
TOTAL MISCELLANEOUS
TOTAL HUMAN SERVICES FUND
2009 2010 2010 2010
Budget Request Recommend Final
217,500 217,500 217,500 0
12,000 12,000 12,000 0
33,250 33,250 33,250 0
10,450 10,450 10,450 0
42,600 42,600 42,600 0
208,500 208,500 208,500 0
2,814,779 2,955,000 2,955,000 0
33,000 33,000 33,000 0
50,000 50,000 50,000 0
376,710 582,000 582,000 0
597,893 549,473 549,473 0
25,000 25,000 25,000 0
299,073 433,500 433,500 0
166,610 0 0 0
64,600 64,600 64,600 0
230,330 230,330 230,330 0
271,860 271,860 271,860 0
31,000 31,000 31,000 0
20,210 20,210 20,210 0
2,910 2,910 2,910 0
5,740 6,830 6,830 0
85,310 85,310 85,310 0
1,489,860 1,572,400 1,572,400 0
780,000 806,000 806,000 0
18,000 27,220 27,220 0
998,280 998,280 998,280 0
1,220,131 1,220,130 1,220,130 0
191,990 279,270 279,270 0
1,411,850 0 0 0
54,578 54,578 54,578 0
83,051 83,051 83,051 0
738,220 738,220 738,220 0
130,750 155,200 155,200 0
151,200 130,000 130,000 0
255,750 217,695 217,695 0
10,000 0 0 0
5,000 7,000 7,000 0
10,000 10,000 10,000 0
476,520 476,520 476,520 0
178,500 178,500 178,500 0
12,351 12,351 12,351 0
13,815.356 12,831,738 12.831.738 0
135,510 135,510 135,510 0
240,000 240,000 240,000 0
70,000 70,000 70,000 0
445.510 445,510 445,510 0
100 100 100 0
145,000 145,000 145,000 0
145,100 145,100 145,100 0
14,405.966 13,422,348 13,422,348 0
361
HUMAN SERVICES FUND
SUMMARY OF EXPENDITURES
2010
2009 2010 2010 2010
Fund Org Expenditure Function Budget Request Recommend Final
2611 60000 HUMAN SERVICES 3,032,279 3,172,500 3,172,500 0
261496 60000 HUMAN SERVICES 1,532,460 1,615,000 1,615,000 0
2617 60000 HUMAN SERVICES 147,510 147,510 147,510 0
262695 60000 HUMAN SERVICES 780,000 806,000 806,000 0
2627 60000 HUMAN SERVICES 33,000 33,000 33,000 0
2628 60000 HUMAN SERVICES 50,000 50,000 50,000 0
262995 60000 HUMAN SERVICES 178,500 178,500 178,500 0
2632 60000 HUMAN SERVICES 738,220 738,220 738,220 0
2635 60000 HUMAN SERVICES 130,750 155,200 155,200 0
2636 60000 HUMAN SERVICES 376,710 582,000 582,000 0
2637 60000 HUMAN SERVICES 597,893 549,473 549,473 0
2638 60000 HUMAN SERVICES 54,578 54,578 54,578 0
263907 60000 HUMAN SERVICES 18,000 27,220 27,220 0
2640 60000 HUMAN SERVICES 25,000 25,000 25,000 0
2642 60000 HUMAN SERVICES 299,073 433,500 433,500 0
2644 60000 HUMAN SERVICES 166,610 0 0 0
2645 60000 HUMAN SERVICES 240,000 240,000 240,000 0
2646 60000 HUMAN SERVICES 221,200 200,000 200,000 0
2648 60000 HUMAN SERVICES 255,750 217,695 217,695 0
2649 60000 HUMAN SERVICES 83,051 83,051 83,051 0
2651 60100 ADMIN COST POOL 57,321 57,321 57,321 0
2651 60105 EMPLOYMENT SERVICES COST POOL 5,990 5,990 5,990 0
2651 60110 AREA AGENCY ON AGING COST POOL 13,640 13,640 13,640 0
2652 60000 HUMAN SERVICES 115,840 115,840 115,840 0
2652 60100 ADMIN COST POOL 3,860 3,860 3,860 0
2652 60105 EMPLOYMENT SERVICES COST POOL 260 260 260 0
2652 60110 AREA AGENCY ON AGING COST POOL 110,470 110,470 110,470 0
2653 60000 HUMAN SERVICES 231,240 231,240 231,240 0
2653 60100 ADMIN COST POOL 2,020 2,020 2,020 0
2653 60110 AREA AGENCY ON AGING COST POOL 137,930 137,930 137,930 0
2653 60115 TRANSPORTATION COST POOL 78,920 78,920 78,920 0
2654 60000 HUMAN SERVICES 41,450 41,450 41,450 0
2655 60000 HUMAN SERVICES 2,180 2,180 2,180 0
2655 60105 EMPLOYMENT SERVICES COST POOL 30 30 30 0
2655 60110 AREA AGENCY ON AGING COST POOL 18,000 18,000 18,000 0
2657 60105 EMPLOYMENT SERVICES COST POOL 90 90 90 0
2657 60110 AREA AGENCY ON AGING COST POOL 2,820 2,820 2,820 0
2658 60000 HUMAN SERVICES 570 6,830 6,830 0
2658 60110 AREA AGENCY ON AGING COST POOL 5,170 0 0 0
265995 60000 HUMAN SERVICES 45,890 45,890 45,890 0
265995 60100 ADMIN COST POOL 17,060 17,060 17,060 0
265995 60110 AREA AGENCY ON AGING COST POOL 935,330 935,330 935,330 0
2665 60000 HUMAN SERVICES 10,000 0 0 0
2666 60000 HUMAN SERVICES 5,000 7,000 7,000 0
2667 60110 AREA AGENCY ON AGING COST POOL 10,000 10,000 10,000 0
2671 60000 HUMAN SERVICES 258,680 258,680 258,680 0
2671 60100 ADMIN COST POOL 7,660 7,660 7,660 0
2671 60110 AREA AGENCY ON AGING COST POOL 160,180 160,180 160,180 0
2671 60115 TRANSPORTATION COST POOL 50,000 50,000 50,000 0
2673 60000 HUMAN SERVICES 42,500 42,500 42,500 0
2673 60100 ADMIN COST POOL 3,850 3,850 3,850 0
2673 60105 EMPLOYMENT SERVICES COST POOL 30 30 30 0
2673 60110 AREA AGENCY ON AGING COST POOL 38,930 38,930 38,930 0
267695 60000 HUMAN SERVICES 2,834,481 1,422,630 1,422,630 0
267695 60100 ADMIN COST POOL 6,000 6,000 6,000 0
267895 60000 HUMAN SERVICES 122,000 209,280 209,280 0
267895 60100 ADMIN COST POOL 18,500 18,500 18,500 0
267895 60110 AREA AGENCY ON AGING COST POOL 51,490 51,490 51,490 0
TOTAL HUMAN SERVICE FUND 14.405.966 13,422,348 13.422,348 0
362
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary — All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,802,008
$ 7,073,472
$ 7,318,085
$ 7,318,085
Supplies
2,180,281
2,088,010
2,077,310
2,077,310
Purchased Services
3,692,099
3,905,813
4,023,953
4,023,953
Fixed Charges
5,934
3,000
3,000
3,000
Gross County Cost
$ 12,680,322
$ 13,070,295
$ 13,422,348
$ 13,422,348
Revenue
12,667,971
13,057,944
13,409,997
13,409,997
Net County Cost
$ 12,351
$ 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.
363
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Head Start Program - - 60000-2611
DEPARTMENT DESCRIPTION: Hea th, nutrition, education and day care programs for
economically disadvantaged pre-school aae children.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,031,831
$ 1,836,142
$ 1,976,000
$ 1,976,000
Supplies
416,799
473,500
473,500
473,500
Purchased Services
579,944
719,637
720,000
720,000
Fixed Charges
4,775
3,000
3,000
3,000
Gross County Cost
$ 3,033,349
$ 3,032,279
$ 3,172,500
$ 3,172,500
Revenue
3,033,349
3,032,279
3,172,500
3,172,500
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. The personnel cost increases are the result of ARRA-
Stimulus funding made available to the Head Start program. The permanent impact of these
increases will actually only result in a permanent increase of 3.06%. However, the program was
also allowed a provision of a one-time, temporary, increase to workers, which will continue
through Mid 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients Served
Efficiency Measures
Per capita cost
Per capita cost In -Kind
Effectiveness Measures (desired results)
Maintain full case load slots
562 562 562
$13.39
$3.35
$12.44 $11.84
$3.11 $2.83
562 562 562
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: Migrant Head Start - - 60000-2614
DEPARTMENT DESCRIPTION: Health, nutrition and day care programs for infant/toddler and
preschool -age migrant children in Northeast Colorado and the Western slope.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,433,076
$ 941,387
$ 1,015,000
$ 1,015,000
Supplies
241,351
146,600
150,000
150,000
Purchased Services
687,948
444,473
450,000
450,000
Fixed Charges
1,159
0
0
0
Gross County Cost
$ 2,363,534
$ 1,532,460
$ 1,615,000
$ 1,615,000
Revenue
2,363,534
1,532,460
1,615,000
1,615, 000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: At the end of CY 2008, Weld County decided to relinquish the
Western Slope portion of the Migrant Head Start Program. The personnel cost increases are
the result of ARRA-Stimulus funding made available to the Head Start program. The permanent
impact of these increases will actually only result in a permanent increase of 3.06%. However,
the program was also allowed a provision of a one-time, temporary, increase to workers, which
will continue through Mid 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Per capita cost (county support) In -kind
Effectiveness Measures (desired results)
Maintain performance standards
180 180 180
$6.29 $6.29 $6.03
$1.53 $1.53 $1.40
Yes
Yes Yes
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
BUDGET UNIT TITLE AND NUMBER: Preschool Fund - - 60000-2617
DEPARTMENT DESCRIPTION: Contracted Preschool slots with various school districts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 99,046
$ 88,900
$ 88,900
$ 88,900
Supplies
25,470
36,610
36,610
36,610
Purchased Services
13,739
22,000
22,000
22,000
Gross County Cost
$ 138,255
$ 147,510
$ 147,510
$ 147,510
Revenue
138,255
147,510
147,510
147,510
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
--
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Full slots maintained
ACTUAL ESTIMATED PROJECTED
41 41 41
$0.61 $0.61 $0.55
Yes
Yes Yes
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
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 60000-2626
DEPARTMENT DESCRIPTION: Administer all Job Service activities to the residents of Weld
County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 597,454
$ 686,400
$ 686,400
$ 686,400
Supplies
24,805
28,860
28,860
28,860
Purchased Services
50,347
64,740
90,740
90,740
Gross County Cost
$ 672,606
$ 780,000
$ 806,000
$ 806,000
Revenue
672,606
780,000
806,000
806,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. We will be expending additional ARRA (Stimulus) funds
on this program during the first six months of 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outauts
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Job placements
ACTUAL ESTIMATED PROJECTED
19,000 19,000 19,000
$2.97 $3.20 $3.01
64% 64% 64%
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: Summer Job Hunt - - 60000-2627
DEPARTMENT DESCRIPTION: Administer youth employment program for the summer
months.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 29,301
$ 29,300
$ 29,300
$ 29,300
Supplies
132
500
500
500
Purchased Services
3,567
3,200
3,200
3,200
Gross County Cost
$ 33,000
$ 33,000
$ 33,000
$ 33,000
Revenue
33,000
33,000
33,000
33,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
2,750 2,750 2,750
$0.14 $0.14 $0.13
515 515 515
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: Consumer Navigator - - 60000-2628
DEPARTMENT DESCRIPTION: Program to enhance workforce center services to the
disabled of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 44,737
$ 45,000
$ 45,000
$ 45,000
Supplies
2,058
2,000
2,000
2,000
Purchased Services
859
3,000
3,000
3,000
Gross County Cost
$ 47,654
$ 50,000
$ 50,000
$ 50,000
Revenue
47,654
50,000
50,000
50,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Output goals maintained
ACTUAL ESTIMATED PROJECTED
260 260 260
$0.21 $0.19 $0.18
Yes
Yes Yes
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: 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 78,540
$ 120,000
$ 120,000
$ 120,000
Supplies
2,058
2,500
2,500
2,500
Purchased Services
66,918
56,000
56,000
56,000
Gross County Cost
$ 147,516
$ 178,500
$ 178,500
$ 178,500
Revenue
147,516
178,500
178,500
178,500
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
1,750 1,750 1,750
$0.73 $0.73 $0.67
350 350 350
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: 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 48,100
$
0
$
0
Supplies
0
11,100
0
0
Purchased Services
0
107,410
0
0
Gross County Cost
$
0
$ 166,610
$
0
$
0
Revenue
0
166,610
0
0
Net County Cost
$
0
$ 0
$
0
$
0
SUMMARY OF CHANGES: This grant will be completed during 2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
371
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Assistance to Needy Families - - 60000-2632
DEPARTMENT DESCRIPTION: Employment/Training program for clients on welfare.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 421,432
$ 497,070
$ 497,070
$ 497,070
Supplies
0
0
0
0
Purchased Services
150,395
241,150
241,150
241,150
Gross County Cost
$ 571,827
$ 738,220
$ 738,220
$ 738,220
Revenue
571,827
738,220
738,220
738,220
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost (county support)
Effectiveness Measures (desired results)
Meet Federal participation rates
ACTUAL ESTIMATED PROJECTED
330 330 330
$3.03 $3.03 $2.76
Yes
Yes Yes
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: Workforce Investment Act (Admin.) 60000-2635
DEPARTMENT DESCRIPTION: This program tracks the administration for all of the
Workforce Investment Act grants.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 142,140
$ 115,000
$ 145,000
$ 145,000
Supplies
46
200
200
200
Purchased Services
9,756
15,550
10,000
10,000
Gross County Cost
$ 151,942
$ 130,750
$ 155,200
$ 155,200
Revenue
151,942
130,750
155,200
155,200
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
$0.54 $0.54 $0.58
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
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Adult) 60000-2636
DEPARTMENT DESCRIPTION: This program provides employment and training for eligible
adults.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 261,055
$ 181,000
$ 260,000
$ 260,000
Supplies
24,890
25,000
25,000
25,000
Purchased Services
275,153
170,710
297,000
297,000
Gross County Cost
$ 561,098
$ 376,710
$ 582,000
$ 582,000
Revenue
561,098
376,710
582,000
582,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. Additional ARRA (Stimulus) funds for this program are
expected during the first six months of 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
210 210 210
$1.55
$1.55 $2.17
86% 86% 86%
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
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Youth) 60000-2637
DEPARTMENT DESCRIPTION: This program provides employment and training programs for
in -school and out -of -school youth.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 178,794
$ 448,420
$ 400,000
$ 400,000
Supplies
540
10,000
10,000
10,000
Purchased Services
92,584
139,473
139,473
139,473
Gross County Cost
$ 371,918
$ 597,893
$ 549,473
$ 549,473
Revenue
371,918
597,893
549,473
549,473
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Youth served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered Employment rate (Older Youth)
Skill Attainment rate (Younger Youth)
ACTUAL ESTIMATED PROJECTED
294 294 294
$2.45 $2.45 $2.05
57%
57%
69% 60%
57%
60%
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: 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 42,764
$ 50,070
$ 50,070
$ 50,070
Supplies
84
500
500
500
Purchased Services
0
4,008
4,008
4,008
Gross County Cost
$ 42,848
$ 54,578
$ 54,578
$ 54,578
Revenue
42,848
54,578
54,578
54,578
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain requirements of contract
ACTUAL ESTIMATED PROJECTED
120 120 120
$0.22 $0.22 $0.20
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
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 13,724
$ 14,220
$ 14,220
$ 14,220
Supplies
0
0
0
0
Purchased Services
12,546
3,780
13,000
13,000
Gross County Cost
$ 26,740
$ 18,000
$ 27,220
$ 27,220
Revenue
26,740
18,000
27,220
27,220
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
$0.07
$0.07 $0.10
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
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640
DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of
the WIA programs and are used for staff training, administration, contracted services and other
programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,154
$ 4,000
$ 4,000
$ 4,000
Supplies
4,920
8,000
5,000
5,000
Purchased Services
19,859
13,000
16,000
16,000
Gross County Cost
$ 28,933
$ 25,000
$ 25,000
$ 25,000
Revenue
28,933
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 2010.
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
$0.13
$0.11 $0.09
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
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Dislocated Worker Program) 60000-2643
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 220,208
$ 165,000
$ 220,000
$ 220,000
Supplies
25,121
23,500
23,500
23,500
Purchased Services
304,803
110,573
190,000
190,000
Gross County Cost
$ 550,132
$ 299,073
$ 433,500
$ 433,500
Revenue
550,132
299,073
433,500
433,500
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. We will be expending additional ARRA (Stimulus) funds
on this program during the first six months of 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
ACTUAL ESTIMATED PROJECTED
120 120 120
$1.23 $1.23 $1.62
91% 91% 91%
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: Educational Lab - - 60000-2645
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer
Education Lab.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 130,594
$ 140,000
$ 140,000
$ 140,000
Supplies
70,128
60,000
60,000
60,000
Purchased Services
41,100
40,000
40,000
40,000
Gross County Cost
$ 241,822
$ 240,000
$ 240,000
$ 240,000
Revenue
241,822
240,000
240,000
240,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
GED's obtained
ACTUAL ESTIMATED PROJECTED
1,135 1,200 1,350
$.98 $.98 $.90
90 90 90
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: 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 122,110
$ 187,428
$ 150,000
$ 150,000
Supplies
16,964
15,000
15,000
15,000
Purchased Services
35,653
18,772
35,000
35,000
Gross County Cost
$ 174,727
$ 221,200
$ 200,000
$ 200,000
Revenue
174,727
221,200
200,000
200,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Participants in program
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients completing program
ACTUAL ESTIMATED PROJECTED
12 12 12
$0.91 $0.91 $0.75
6
6 6
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: 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 Social
Services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 89,531
$ 109,295
$ 109,295
$ 109,295
Supplies
4,475
8,400
8,400
8,400
Purchased Services
99,776
138,055
100,000
100,000
Gross County Cost
$ 193,782
$ 255,750
$ 217,695
$ 217,695
Revenue
193,782
255,750
217,695
217,695
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Participants completing program
24 24 24
$1.05 $1.05 $.82
19 19 19
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: 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 27,146
$ 57,860
$ 57,860
$ 57,860
Supplies
0
600
600
600
Purchased Services
4,131
24,591
24,591
24,591
Gross County Cost
$ 31,279
$ 83,051
$ 83,051
$ 83,051
Revenue
31,279
83,051
83,051
83,051
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
To enhance the ability of Foster children to
gain independence.
ACTUAL ESTIMATED PROJECTED
15 15 15
$0.34 $0.34 $0.31
15 15 15
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: Area Agency on Aging (Admin.) 60000-2651
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 51,430
$ 10,830
$ 10,830
$ 10,830
Supplies
380
0
0
0
Purchased Services
20,580
66,121
66,121
66,121
Gross County Cost
$ 72,390
$ 76,951
$ 76,951
$ 76,951
Revenue
60,039
64,600
64,600
64,600
Net County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Efficiency Measures
Per capita cost (county support)
Per capita cost (other)
11
$0.05
$0.26
11 11
$0.05 $0.05
$0.25 $0.24
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: 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 77,890
$ 91,460
$ 91,460
$ 91,460
Supplies
20
20
20
20
Purchased Services
111,250
138,950
138,950
138,950
Gross County Cost
$ 189,160
$ 230,430
$ 230,430
$ 230,430
Revenue
189,160
230,430
230,430
230,430
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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 1,000
Adult day care 7,900 7,000 2,100
Peer Counseling 2,300 2,000 2,000
Legal consultation/representation 1,100 900 900
Homemaker and personal care 1,200 1,100 1,000
Ombudsman Services 1,600 1,600 1,600
Efficiency Measures
Per capita cost $.95 $.95 $.86
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.
385
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Congregate Meal Program) 60000-2653
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 21
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 145,470
$ 98,080
$ 98,080
$ 98,080
Supplies
7,800
5,890
5,890
5,890
Purchased Services
211,680
346,140
346,140
346,140
Gross County Cost
$ 364,950
$ 450,110
$ 450,110
$ 450,110
Revenue
364,950
450,110
450,110
450,110
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Meals served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
52,000 52,000 52,000
$1.85 $1.85 $1.68
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
386
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Home Delivered Meals) 60000-2654
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
44,170
41,450
41,450
41,450
Gross County Cost
$ 44,170
$ 41,450
$ 41,450
$ 41,450
Revenue
44,170
41,450
41,450
41,450
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Meals Served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained.
ACTUAL ESTIMATED PROJECTED
13,400 13,400 13,400
$0.17 $0.17 $0.16
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
387
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 7,520
$ 16,490
$ 16,490
$ 16,490
Supplies
290
1,700
1,700
1,700
Purchased Services
2,070
2,020
2,020
2,020
Gross County Cost
$ 9,880
$ 20,210
$ 20,210
$ 20,210
Revenue
9,880
20,210
20,210
20,210
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
450 450 450
$0.08 $0.08 $0.08
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
388
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Elder Abuse Grant) 60000-2657
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 840
$ 1,010
$ 1,010
$ 1,010
Supplies
0
0
0
0
Purchased Services
10
1,900
1,900
1,900
Gross County Cost
$ 850
$ 2,910
$ 2,910
$ 2,910
Revenue
850
2,910
2,910
2,910
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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.
389
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,500
$ 3,910
$ 5,000
$ 5,000
Supplies
0
0
0
0
Purchased Services
610
1,830
1,830
1,830
Gross County Cost
$ 5,110
$ 5,740
$ 6,830
$ 6,830
Revenue
5,110
5,740
6,830
6,830
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Complaints investigated
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work outputs are maintained
ACTUAL ESTIMATED PROJECTED
150 150 150
$0.02 $0.02 $0.03
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
390
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Single Entry Point) 60000-265995
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,500
$ 866,030
$ 866,030
$ 866,030
Supplies
0
5,710
5,710
5,710
Purchased Services
610
126,540
126,540
126,540
Gross County Cost
$ 5,110
$ 998,280
$ 998,280
$ 998,280
Revenue
5,110
998,280
998,280
998,280
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from
Institutional care to cost effective home care
1,000
$4.10
1,000
1,000 1,000
$4.10 $3.73
1,000 1,000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
391
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (NCMC) - - 60000-2666
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
7,470
3,900
7,000
7,000
Gross County Cost
$ 7,470
$ 3,900
$ 7,000
$ 7,000
Revenue
7,470
3,900
7,000
7,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This is a year-to-year grant. The department will be applying for
this grant again this year. No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
10 10 10
$0.02 $0.02 $0.03
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
392
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
5,460
10,000
10,000
10,000
Gross County Cost
$ 5,460
$ 10,000
$ 10,000
$ 10,000
Revenue
5,460
10,000
10,000
10,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
600 600 600
$0.04 $0.04 $0.04
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
393
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 91,400
$ 119,260
$ 119,260
$ 119,260
Supplies
300
1,500
1,500
1,500
Purchased Services
159,600
355,760
355,760
355,760
Gross County Cost
$ 251,300
$ 476,520
$ 476,520
$ 476,520
Revenue
251,300
476,520
476,520
476,520
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Dental/Vision/Hearing Clients Served
Meals served
Loneliness contacts
Ombudsman clients served
Chore clients served
Efficiency Measures
Per capita cost
100 100 100
13,000 3,700 6,500
1,700 1,500 1,500
600 300 600
35 45 30
$1.95
$1.95 $1.78
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
394
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Part E Family Caregiver Support - - 60000-2673
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 27,800
$ 26,120
$ 26,120
$ 26,120
Supplies
1,030
190
190
190
Purchased Services
27,810
59,000
59,000
59,000
Gross County Cost
$ 56,640
$ 85,310
$ 85,310
$ 85,310
Revenue
56,640
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 2010.
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 $0.35 $0.35 $0.32
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.
395
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,730
$ 10,000
$ 10,000
$ 10,000
Supplies
1,110,270
1,220,130
1,220,130
1,220,130
Purchased Services
220,740
198,500
198,500
198,500
Gross County Cost
$ 1,332,740
$ 1,428,630
$ 1,428,630
$ 1,428,630
Revenue
1,332,740
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 2010.
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
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain or increase average monthly
participation rate
ACTUAL ESTIMATED PROJECTED
4,400 4,400 4,400
$5.86 $5.86 $5.33
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
396
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Community Services Block Grant - - 60000-267895
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 92,600
$ 65,690
$ 65,690
$ 65,690
Purchased Services
176,530
213,580
213,580
213,580
Gross County Cost
$ 269,130
$ 279,270
$ 279,270
$ 279,270
Revenue
269,130
279,270
279,270
279,270
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
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
Volunteer support
Employment opportunities low-income
unskilled adult labor force
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals maintained
5,250 6,000 6,100
1,500
2,330
$1.15
Yes
1,500 1,500
2,330 2,330
$1.15 $1.04
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
397
#01ce:
lURe
COLORADO
398
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 $7,400,000. Given the uncertainty of state and
federal funding and tax collections, it is recommended that this amount, coupled with the
approximate $3,000,000 carry-over fund balance in the General Fund be retained.
SOLID WASTE FUND:
The Solid Waste Fund is funded at the anticipated revenue level of fees at $660,000. There is
an anticipated beginning fund balance of $200,000. 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 $52,091 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 $435,000 based upon the anticipated operating
costs for 2010. 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 $5,000,000 has been established for 2010, which is greater than
the required three percent of fiscal spending.
399
CONSERVATION TRUST FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
LOTTERY
2200 73700 4332 LOTTERY
MS ICELLA N EOUS
2200 73700 4610 EARNINGS ON INVESTMENTS
TOTAL CONSERVATION TRUST FUNE
2009 2010 2010 2010
Budget Request Recommend Final
420,000 430,000 430,000 0
5,000
425,000
5,000 5,000
435,000 435,000
0
0
400
CONSERVATION TRUST FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2200 73700 CONSERVATION TRUST
2009 2010 2010 2010
Budget Request Recommend Final
425,000 435,000 435,000 0
TOTAL CONSERVATION TRUST FUND 425.000 435.000 435.000 0
401
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to
be used for the acquisition, development, and maintenance of new conservation sites within
Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
396,667
401,601
405,574
405,574
Fixed Charges
0
0
0
0
Capital
0
23,399
29,426
29,426
Gross County Cost
$ 396,667
$ 425,000
$ 435,000
$ 435,000
Revenue
438,671
425,000
435,000
435,000
Net County Cost
$ - 42,004
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: Revenues from the Colorado Lottery are being projected at
$430,000 and $5,000 from interest earnings. Island Grove Park will have a gross cost of
$497,574, less than $92,000 in revenue, for a net of $405,574, up $3,973 or less than 1% from
2009. Increase is due to increased usage raising utility costs for the building. A total of $29,426
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
1984 195,304
1985 151,033
1986 138,069
1987 162,736
1988 154,074
1989 130,764
1990 136,726
1991 200,103
1992 220,219
1993 264,371
1994 205,534
1995 327,162
1996 $312,024
1997 356,262
1998 373,962
1999 286,971
2001 358,802
2002 391,780
2003 385,070
2004 361,926
2005 333,837
2006 453,233
2007 431,372
2008 438,671
402
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
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Civic Auditorium
Community Center
Park System
Park Improvements
Park Improvements
Pearsin Park Sports Complex
Headquarters Facility
Amount
$ 141,464
$ 143,000
$ 90,000
$ 51,500
10,000
7,500
3,000
6,000
10,000
5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002 only Island
Grove Park has been funded.
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.
403
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
BOARD ACTION: Due to the City of Greeley not giving employees raises in 2010, the net
expenditures have been reduced to $384,962, which is a reduction of $20,612. The unallocated
amount will increase from $29,426 to $50,038 in the Final Budget.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Island Grove Park Visitors
Efficiency Measures
Per capita cost (county support)
Cost Per Visitor
412,000 415,000 420,000
$1.74
$0.98
$1.65
$0.97
$1.51
$0.97
404
CONTINGENCY FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
2300 90300 4112 CURRENT PROPERTY TAXES
TOTAL CONTINCENCY FUND
2009 2010 2010 2010
Budget Request Recommend Final
0 20,734,672 20,734,672 0
0 20,734,672 20,734,672 0
405
CONTINGENCY FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2300 90300 CONTINGENT
TOTAL CONTINGENCY FUND
2009 2010 2010 2010
Budget Request Recommend Final
7,400,000 7,400,000 7,400,000 0
7,400,000 7.400.000 7,400.000 0
406
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
7,400,000
7,400,000
7,400,000
Capital
0
0
0
0
Gross County Cost
$ 0
$ 7,400,000
$ 7,400,000
$ 7,400,000
Revenue/Fund Bal.
1,998,666
7,400,000
28,185,599
28,185,599
Net County Cost
$ - 1,998,666
$ 0
$ 20,785,599
$ 20,785,599
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $7,400,000 with a
carry-over fund balance of $7,450,927, and property tax of $20,734,672. An ending fund
balance of $20,785,599 is projected.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that all new 2010
property tax and any savings of property tax in the General Fund in 2010 be budgeted in the
Contingency Fund for 2010 to level spending and revenues in 2011 and 2012.
BOARD ACTION:
407
EMERGENCY RESERVE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
2400 53100 4112 CURRENT PROPERTY TAXES
TOTAL EMERGENCY RESERVE FUND
2009 2010 2010 2010
Budget Request Recommend Final
0 0 0
0 0
0
0 0
408
EMERGENCY RESERVE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2400 53100 EMERGENCY RESERVE
TOTAL EMERGENCY RESERVE FUND
2009 2010 2010 2010
Budget Request Recommend Final
5,000,000 5,000,000 5,000,000
5,000,000 5.000,000 5,000.000
0
0
409
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per
Amendment One (TABOR), passed November 3, 1992, which requires that an emergency
reserve be established to be used for declared emergencies only, and that each local
government shall reserve for 1993 1 percent or more, for 1994 2 percent or more, and for all
later years 3 percent or more of the fiscal year spending, excluding bonded debt service.
Caused reserves apply to the next year's reserve.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
5,000,000
5,000,000
5,000,000
Capital
0
0
0
0
Gross County Cost
$
0
$ 5,000,000
$ 5,000,000
$ 5,000,000
Revenue
0
0
0
0
Net County Cost
$
0
$ 5,000,000
$ 5,000,000
$ 5,000,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The emergency reserve is funded at $5,000,000, which meets the
three percent fiscal year spending requirement.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that $5,000,000 be
funded to comply with the TABOR Amendment requirement passed in 1992. Reserve is funded
from carry-over fund balance.
BOARD ACTION:
410
SOLID WASTE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
CHARGE FOR SERVICES
90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE FUND
2009 2010 2010 2010
Budget Request Recommend Final
660,000 660,000 660,000 0
660,000 660,000 660,000 0
411
SOLID WASTE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2700 21240 TRANSFER
2700 90200 SOLID WASTE
2700 90200 TRANSFER
TOTAL SOLID WASTE FUND
2009 2010 2010 2010
Budget Request Recommend Final
0 85,000 85,000 0
330,000 67,091 67,091 0
330,000 507,909 507,909 0
660.000 660.000 660.000 0
412
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240
DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal
dumping, and roadside trash pick-up program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
85,000
85,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 85,000
$ 85,000
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the
Animal Control function in the Sheriff's Office. The cost of the code enforcement function is
$85,000. See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Number of Complaints
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
800 800 800
$0.351 $0.00 $0.317
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
413
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200
DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites to combat environmental problems, promote trash
clean-up, provide for the household hazardous materials program, and to further improve and
develop landfill sites within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
225,554
660,000
575,000
575,000
Fixed Charges
1,147,377
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,372,931
$ 660,000
$ 575,000
$ 575,000
Revenue
713,402
660,000
575,000
575,000
Net County Cost
$ 659,529
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Due to the annexation of the Erie Laidlaw landfil , the revenue from
that site ($740,000 annually), have not be received since 2007. Therefore, the revenue
estimate is $660,000. 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 $52,091 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 $200,000 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:
414
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Landfill Inspections
Household Hazardous Material (HHM)
Surcharge Collected
Efficiency Measures
Per capita cost (collected)
Per capita HHM cost
45 45 45
$707,377 $335,000 $373,127
$635,000 $660,000 $660,000
$3.06 $2.71 $2.46
$3.03 $1.37 $1.39
415
Inc
COLORADO
416
SEVEN YEAR TREND
Capital Expenditures
18
16.40
16
14
13.21
12
10
0
z
O
J
J_
8
6
4
2
0
6.63
2.26
6.38
7.54
2008
10.00
2010
2004
2005
2006
2007
2009
417
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 2010-2014 is presented in this section and relates to the specifics of the 2010 capital project
budget.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2010 program is funded at $10,000,000, with $7,300,000 from property tax,
$100,000 from capital expansion fees, $2,000,000 from Energy Impact Grants, $500,000 from a
federal criminal justice grant for the crime lab, and $100,000 from interest. Anticipated projects
include $5,000,000 for a Regional Crime Lab Building, $250,000 for remodels and upgrades of
Public Works facilities, and $100,000 for special projects. A carry-over beginning fund balance
of $2,500,000 is anticipated, and $7,150,000 ending reserve fund balance is anticipated at the
end of 2010.
Capital projects impacting the 2010 and future years' operational costs include the additional
Community Corrections facility that will be completed in mid -2010. The facility will add $80,000
in 2010 in utilities and operational costs and $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 2013 for operational costs, the same as the District Attorney's Building in 2015.
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 2014 will impact the
operational budget by $1,210,000 in 2014, $770,000 in 2015, and $1,100,000 in 2016.
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.
418
CAPITAL EXPENDITURE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
4000 17500 4340 GRANTS
MISCELLANEOUS
4000 17500 4610 EARNINGS ON INVESTMENTS
FEES
4000 17500 4730 OTHER FEES
TOTAL CAPITAL EXPENDITURE FUND
2009
Budget
2010
Request
2010
Recommend
8,000,000 7,300,000 7,300,000
8,000,000 2,500,000 2,500,000
100,000 100,000 100,000
300,000 100,000 100,000
2010
Final
0
0
0
0
16,400,000 10,000,000 10,000,000 0
419
CAPITAL EXPENDITURE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2009 2010 2010 2010
Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 16,400,000 10,000,000 10,000,000 0
TOTAL CAPITAL EXPENDITURE FUND 16,400.000 10.000,000 10.000.000 0
420
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 C.R.S. 29-1-301(1.2) April 5, 1984. Formerly Public Works - County Buildings
Fund (Fund 33).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Capital
11,871,635
16,400,000
10,000,000
10, 000,000
Gross County Cost
$ 11,871,635
$ 16,400,000
$ 10,000,000
$ 10,000,000
Revenue
3,582,532
8,400,000
2,700,000
2,700,000
Fund Balance
- 2,295,232
0
0
0
Net County Cost
$ 5,993,871
$ 8,000,000
$ 7,300,000
$ 7,300,000
SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2010 program is funded at $10,000,000, with
$7,300,000 from property tax, $100,000 from capital expansion fees, $2,000,000 from Energy
Impact Grants, $500,000 from a federal criminal justice grant for the crime lab, and $100,000
from interest. Anticipated projects include $5,000,000 for a Regional Crime Lab Building,
$250,000 for remodels and upgrades of Public Works facilities, and $100,000 for special
projects. A carry-over beginning fund balance of $2,500,000 is anticipated, and $7,150,000
ending reserve fund balance is anticipated at the end of 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2010 funding level of
the Proposed Long Range Capital Plan for 2010 - 2014. The actual plan is on the pages
immediately following.
BOARD ACTION:
421
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2010 - 2014
Presented By: Donald D. Warden, Director
Finance and Administration
May, 2009
422
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2010 - 2014
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 2010 - 2014.
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. 2010 - 2014 Five-year Plan
4. 2010 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
2009 - 2014 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 2010 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2010 county budget.
423
FINANCING ALTERNATIVES
424
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.
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.
425
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.
426
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.
427
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 3
percent of the assessed value in the county, which is slightly over $108 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.
428
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.
429
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.
430
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.
431
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.
432
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.
433
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.
434
COMPLETED CAPITAL PROJECTS
2004- 2008
Requirements
Total
Actual
2004
Actual
2005
Actual
2006
Actual
2007
Actual
2008
Centennial Complex
$ 5,982,573
$ 2,457,424
$ 1,009,526
$ 21,400
$ 628,871
$ 1,865,352
Courthouse
371,722
264,443
97,969
9,310
West Annex
190,633
179,783
10,850
Downtown Greeley
Future Expansion
933,046
748,333
41,879
142,834
Planning Building
495,727
495,727
Grader Sheds
560,502
151,926
180,012
228,564
Human Services
34,455
34,455
Health Department
17,576
17,576
Island Grove
1,013,824
34,717
44,627
753,445
181,035
Jail
20,069,861
265,562
269,087
8,182,712
10,991,973
360,527
North County
Complex
1,909,007
1,909,007
Public Works
117,381
53,010
64,371
Social Services
3,784,910
17,546
500,923
3,266,441
Southeast Building
5,036,889
206,432
1,371,376
2,492,806
966,275
South County, Other
165,347
165,347
North Admin Bldg
2,128,789
929,713
1,199,076
Alternative Use Bldg
4,313,418
1,887,721
2,425,697
Comm. Corrections
Building
81,145
81,145
Building & Grounds
Headquarters
755,685
755,685
Miscellaneous
1,187,715
148,844
500,073
309,525
229,273
$49,150,205
$ 6,582,520
$ 4,497,990
$13,040,370
$16,303,073
$ 8,726,252
NOTE: Expenditures listed in year incurred.
435
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2010 - 2014
Requirements
Total
2010
2011
2012
2013
2014
Capital Reserve
$1,650,000
$4,650,000
$2,850,000
$4,850,000
$6,550,000
$07,250,000)
Jail Expansion
20,000,000
0
0
0
0
20,000,000
Courts
1,500,000
0
0
1,500,000
0
0
Admin Bldg
5,000,000
0
5,000,000
0
0
0
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
Regional Crime
Lab
5,000,000
5,000,000
0
0
0
0
DA Building
5,000,000
0
0
0
0
5,000,000
$39,150,00C
$10,000,00(
$ 8,200,00(
$ 6,450,00(
$ 6,650,00(
$ 7,850,000
436
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
437
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2010 - 2014
2010
PROPERTY
TAX
$ 7,300,000
GRANTS
$ 2,500,000
INTEREST
$ 100,000
FEES
$ 100,000
TOTAL
$ 10,000,000
2011
6,850,000
1,000,000
250,000
100,000
8,200,000
2012
6,000,000
0
350,000
100,000
6,450,000
2013
6,000,000
0
500,000
150,000
6,650,000
2014
6,000,000
1,000,000
700,000
150,000
7,850,000
438
CASH FLOW ANALYSIS
BEGINNING
FUND
BALANCE
REVENUE
RESOURCES
EXPENDITURES
ENDING
FUND
BALANCE
2010
$ 2,500,000
$ 10,000,000
$ 12,500,000
$ 5,350,000
$ 7,150,000
2011
7,150,000
8,200,000
15,350,000
5,350,000
$ 10,000,000
2012
10,000,000
6,450,000
16,450,000
1,600,000
$ 14,850,000
2013
14,850,000
6,650,000
21,500,000
100,000
$ 21,400,000
2014
21,400,000
7,850,000
29,250,000
25,100,000
$ 4,150,000
439
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 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 2010 - 2014 capital plan budget
for 350 additional beds. Nothing will be in the Capital budget in 2010 for jail construction.
Impact on Operational Costs:
In 2015 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
2014
2015
2016
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
440
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 Human Services, Health Department, Household Hazardous Waste Building,
Training Center, Motor Pool, Public Works, Law Administration, Buildings and Grounds,
Alternative Programs Facility, and two 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), and Administrative Facility
($5,000,000).
Impact on Operational Costs:
See individual projects for cost impacts.
441
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 (2009). 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 storage garage for emergency vehicles. 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 2010 - 2011 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.
442
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
2007 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 occupied by the Weld County Commissioners and administrative
functions will be converted to court -related space after these functions move to a new
administrative building sometime after 2012.
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.
443
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
2012
Planning
Probation
$ 100,000
2012
Third Floor Centennial
2 Courtrooms
$ 1,200,000
2012
First Floor Centennial
1 Courtroom
$ 200,000
2013
Vacant
DA Building
$ 5,000,000
2014+
Third Floor Centennial (DA)
2 Courtrooms
$ 750,000
2014+
Second Floor Centennial
2 Courtrooms
$ 750,000
2014+
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:
2010
2011
2012
2013
2014
$ 0
160,000
0
176,000
0
444
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.
445
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 2009, the Records Unit will be 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 will be no impact of additional costs on the 2010 budget for utilities and maintenance
since the space has been maintained in the past. Staffing costs are unchanged, since
personnel were transferred from the old facility to the new building.
446
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 on the University of Northern Colorado Campus in order to offer classes and internships
for UNC students wanting crime lab experience and education through the criminal justice
program.
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 on the University of Northern Colorado
Campus 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. The construction will also incorporate some of
the elements of the design criteria for the University of Northern Colorado.
Financing:
The new regional crime lab will be constructed in 2010 on the UNC campus. Land has been
donated by UNC. 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.
447
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 is 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 Sheriff's Office.
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 will be constructed in 2009 to accommodate the program.
Financing:
The new Community Corrections Facility will be constructed in 2009 in the Weld County
Business Park. An Energy Impact Grant in the amount of $400,000 along with $4,600,000 in
county funds will fund the project.
Impact on Operational Costs:
There will be additional costs in the 2010 budget 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).
448
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.
449
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
will be necessary to construct a new administrative facility at the Weld County Business Park in
the next 10 years. To accommodate the space needs of the existing administrative functions
and plan for future growth it is anticipated that a building comparable to the new Health Building
will be required.
Financing:
It is recommended that in the Capital Improvement Plan that the county begin to accumulate
funds in a reserve for the future construction of a new administrative building. Estimated costs
for the facility will be $5,000,000. In the ten-year Capital Improvement Plan $5,000,000 is
reserved for 2011.
Impact on Operational Costs:
There will be additional costs in the 2012 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.
450
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 will be additional costs in the 2010 budget 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.
451
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 2017. Funds in the amount of $4,000,000 are budgeted in
the 2017 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.
452
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 2016 or beyond.
Financing:
The building was constructed in 2006.
Impact on Operational Costs:
No new operational costs are anticipated.
453
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.
454
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 2014. 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.
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 2014.
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.
455
MISCELLANEOUS FUNDS
456
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 2010, 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 $1,974 is required in the Airport's 2010 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.
457
SIX YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) WORKSHEET
8
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Apron Rehab Phase I
Total Yes 2010
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458
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 $420,000 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 $420,000 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 $32,000 in the General Fund from property taxes. Funds from
2010 forward are uncommitted.
Impact on Operational Costs:
No new operational costs are anticipated.
459
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.
460
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
2010 projected fees of $5,791,647 with no county subsidy. Total expenditures include
$4,393,072 for salaries, and the remainder for services and supplies. The budget for new
vehicles is $382,000.
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 $8,204,100 in 2010, with $1,859,500 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 $504,100.
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 2010, 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 $1,830,000 in 2010, 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
$1,507,000 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.
461
PARAMEDIC FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
INTERGOVERNMENTAL
5000 23100 4340 GRANTS
2009 2010 2010 2010
Budget Request Recommend Final
38,400 0 0 0
CHARGE FOR SERVICES
5000 23100 4410 CHARGE FOR SERVICES 15,436,771 18,141,195 18,141,195 0
5000 23100 44101 MEDICARE/MEDICAID ADJUSTMENT -6,876,972 -7,104,119 -7,104,119 0
5000 23100 44102 BAD DEBT ADJUSTMENT 0 -5,245,429 -5,245,429 0
TOTAL CHARGE FOR SERVICES 8,559,799 5,791,647 5,791,647 0
TOTAL PARAMEDIC FUND 8,598,199 5,791,647 5,791,647 0
462
PARAMEDIC FUND
SUMMARY OF EXPENDITURES
2010
Fund Orq Expenditure Function
5000 17500 CAPITAL IMPROVEMENT AND ACQUISITION
5000 23100 AMBULANCE
TOTAL PARAMEDIC FUND
2009 2010 2010 2010
Budget Request Recommend Final
0 382,000 382,000 0
8,598,199 5,791,647 5,791,647 0
8.598.199 6.173.647 6.173.647 0
463
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,232,634
$ 4,310,174
$ 4,393,072
$ 4,393,072
Supplies
326,880
313,000
282,600
282,600
Purchased Services
842,451
755,555
730,800
730,800
Fixed Charges
267,490
303,829
375,175
375,175
Capital
0
10,000
10,000
10,000
Gross County Cost
$ 5,669,455
$ 5,692,558
$ 5,791,647
$ 5,791,647
Revenue
5,542,557
5,692,558
5,791,647
5,791,647
Net County Cost
$ 126,898
$ 0
$ 0
$ 0
Budgeted Positions
51
51
51
51
SUMMARY OF CHANGES: Personnel costs reflect the increase in health insurance costs, and
the elimination of the salaries costs to backfill for an EMT to go to paramedic training. Supplies
are down $30,400 in medical supplies ($20,000), uniforms ($10,000), and food supplies ($400).
Services are down $24,755 mostly in vehicle costs. Revenues are projected with a 6% rate
increase and volume being flat for 2010.
In the vehicle replacement budget unit (5000-17500) $382,000 is budgeted for three new
vehicles.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 6% rate
increase is below the medical cost trend rate of 9%. The budget has been restructured to have
bad debt as a bad debt allowance under revenues versus as an expense to avoid
overstatement of the budget and to show true operational profits or loss in the budget
document.
BOARD ACTION:
464
PARAMEDIC SERVICES
(CONTINUED)
5000-23100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total Calls For Service 13,832
# Patients Evaluated / Treat / Air Transport 1,022
# Transported Patients 9,214
Total Transport Mileage 78,390
# Dry Runs: No Patient / Cancelled 2,824 / 772
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Receipts/Charges Ratio w/contractual
Receipts/Charges Ratio w/o contractual
2.26
$0.54
30%
62%
14,523
1,073
9,675
88,000
2,965 / 819
2.26
$0.00
30%
62%
14,425
1,572
9,374
75,898
2,540 / 939
2.09
$0.00
36%
69%
Goal 1155: Maintain and improve billing/collection process to ensure operating revenue as Enterprise
Service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS5-l: Maintain
bill charges to
collection
percentage
Percentage of charges to collection
Unadjusted
35.70%
Adjusted
68.60%
Unadjusted
36%
Adjusted
68%
Unadjusted 36%
Adjusted
68%
465
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 greater in rural Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS6-1: 90% or
better response
times of less than 9
minutes on
emergency calls
for service in
Greeley
Percentage of response times less than 9
minutes
92%
92%
90%
HS6-2: 90% or
better response
time of less than
20 minutes in rural
Weld County
Percentage of response times of less than 20
minutes
73%
73%
75%
Goal HS7: Provide < 20 minute routine response times 90% of the time or greater to all areas of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS7-1: 90% or
better response
times of less than
20 minutes on all
non -emergency
calls for service in
Weld County
Percentage of response times less than 20
minutes
88%
90%
90%
Goal HSS: Provide hospital door to intervention times of < 90 minutes to all cardiac alert patients within
Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS8-I: Emergency
Room door to
Cardiac
Catheterization Lab
time of less than 90
minutes
Percentage of cardiac alert patients less
than 90 minutes
100%
100%
100%
466
MOTOR POOL FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
CHARGE FOR SERVICES
6000 96300 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6000 96300 4680 OTHER
6000 96300 4810 GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL MOTOR POOL FUND
2009 2010 2010 2010
Budget Request Recommend Final
5,500,000
4,900,000 4,900,000
0
2,500,000 2,800,000 2,800,000 0
516,500 504,100 504,100 0
3,016,500 3,304,100 3,304,100 0
8,516,500 8,204,100 8,204,100 0
467
MOTOR POOL FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
6000 17550
6000 96300
VEHICLE REPLACEMENT
COUNTY SHOP
TOTAL MOTOR POOL FUND
2009 2010 2010 2010
Budget Request Recommend Final
2,331,700 1,947,500 1,859,500 0
8,516,500 8,204,100 8,204,100 0
10.848.200 10.151,600 10,063,600 0
468
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
3,118,607
3,032,000
2,432,000
2,432,000
Purchased Services
2,845,483
2,853,500
2,838,500
2,838,500
Fixed Charges
2,977,714
2,616,000
2,918,600
2,918,600
Capital
17,634
15,000
15,000
15,000
Gross County Cost
$ 8,959,438
$ 8,516,500
$ 8,204,100
$ 8,204,100
Revenue
8,608,602
8,516,500
8,204,100
8,204,100
Net County Cost
$ 350,836
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Cost of Goods Sold, which accounts for the sale of fuel, is down
$600,000. With the drop in fuel costs the account has been return to its historical level of
$2,400,000. Depreciation is up $300,000. Data processing services are funded at $15,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
469
MOTOR POOL ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued 7,100 7,200
Number of service/maintenance orders
per technician
Efficiency Measures
FTE's per 10,000/capita
Work orders issued per FTE
895 900
.48
623
.45
600
Goal ES19: To provide quality, sufficient, and well -maintained county vehicles to county departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES19-1: Safe and
reliable vehicles
ready to meet needs
90% of department users satisfied with
the quality and timeliness of fleet
management services
N/A
90%
90%
ES19-2: Worker-
friendly and
functional vehicles
90% of internal customers satisfied
with county vehicle
N/A
90%
90%
ES19-3: Cost
effective vehicles
Cost (acquisition, operating, resale
value) within prescribed industry
standards
N/A
95%
95%
ES19-4: Fuel-
efficient/
environmentally -
friendly vehicles
90% of internal customers satisfied
with county vehicle
N/A
90%
90%
470
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county
use.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
3,415,393
2,331,700
1,947,500
1,859,500
Gross County Cost
$ 3,415,393
$ 2,331,700
$ 1,947,500
$ 1,859,500
Revenue
0
0
0
0
Net County Cost
$ 3,415,393
$ 2,331,700
$ 1,947,500
$ 1,859,500
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:
471
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
Patrol Vehicles
Mid size Sedan
SUV
District Attorney
Full size sedan
Buildings & Grounds
1/2 ton pickup
1/2 ton pickup 4X4
SUV
Coroner
1/2 Ton pickup ext 4X4
2 46,000 0
3 63,000 21,000
1 30,000 30,000
1 23,000 23,000
1 18,000 18,000
1 20,000 20,000
1 30,000 30,000
1 25,500 25,500
Noxious Weed
15 ft mower deck 2 33,000 33,000
15 ft mower deck & wet blade 1 32,000 32,000
Public Works
See Basic List 1,627,000 1,627,000
Total
$1,947,500 $1,859,500 $0
472
2010 EQUIPMENT REPLACEMENT - PUBLIC WORKS
Trucking
Graders
Bridge
Maint-Supt
Mining
Pvmt Mgmt
Admin
1 Motor Grader w/Front Assist
1 Motor Grader w/Front Assist & Rippers
1
3/4 -ton 4X4, Extend Cab Pickup
1 3/4 -ton 4X4 Reg Cab Pickup
1 Single -Drum Steel
Wheel Roller
$145,000
1 Tandem Truck w/Plow and Sander
$40,000
2 1/2 -ton 4X4 Extend Cab Pickups
1
1
1
1
1 -Ton Crew Cab w/Service Body
IfIRMS_
Attachment for Existing JD Rubber -Tired Backhoe
Attachment for Existing JD Track Excavator
Pintle Hitch 3 Axle Tilt Bed Trailer
NO NEW EQUIPMENT NEEDED
2 10" Diesel Pumps
1 3/4 -Ton 4X4 Pickup, Club Cab w/Service Body
1 Power Broom
4444400,00404
1 Tandem Truck w/Plow and Sander
1 Small Front -Wheel Drive Car
$18,000
Sub -Total
$210,000
$220,000
$24,000
$24,000
$140,000
$7,000
$8,000
$30,000
$130,000
$43,000
$1,627,000
$230,000
473
2010 EQUIPMENT REPLACEMENT - PUBLIC WORKS - GENERAL FUND TOTALS
Weeds 1 15
1
Ft Mower Deck Alone (OPTION A) $16,500
ux,
15 Ft Mower Deck & Wet Blade Assembly (OPTION B) $32,000
tat
15 Ft Mower Deck Alone (OPTION A)
$16,500
Engineering
NO NEW EQUIPMENT NEEDED
474
HEALTH INSURANCE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
2009 2010 2010 2010
Budget Request Recommend Final
MISCELLANEOUS
6200 93400 46902 EMPLOYEE CONTRIBUTIONS 10,530,000 10,962,564 10,962,564 0
TOTAL HEALTH INSURANCE FUND 10,530,000 10,962,564 10,962,564 0
475
HEALTH INSURANCE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
6200 93400 DENTALNISION
2009 2010 2010
Budget Request Recommend
10,530,000 10,962,564 10,962,564 0
2010
Final
TOTAL HEALTH INSURANCE FUND 10,530,000 10.962.564 10,962,564 0
476
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
66,209
181,000
181,000
181,000
Fixed Charges
9,592,090
10,349,000
10,781,564
10,781,564
Gross County Cost
$ 9,658,299
$ 10,530,000
$ 10,962,564
$ 10,962,564
Revenue
9,727,542
10,530,000
10,962,564
10,962,564
Net County Cost
$ - 69,243
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision
reimbursement plan ($220,000), and wellness program ($181,000). 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 9% county contribution increase, which is the same as the cost increase of
medical care. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as
the health insurance provider in 2010. It is recommended that the county absorb the entire
2010 rate increase, so employees' take home pay remains the same in 2010, 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.
477
IS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
The county will benchmark the county's contribution to a mid -range PPO plan. In future years,
the county contribution will increase with the cost -of -living increase for health care, and not be
based upon a combination of cost -of -living of healthcare and utilization, since utilization will be
controlled by each individual and their family. The 2010 program is calculated with current
participation as follows:
Single Coverage: 981
Dependent Coverage: 464
AXED COSTS:
Health Insurance
Administration/Wellness/EAPCosts =
Fixed Costs:
$ 1,296,564
181,000
$ 1,477,564
LOSS FUND:
Medical $ 9,265,000
Dental = 150,000
Vision = 70.000
Loss Fund Costs $ 9,485,000
GRAND TOTAL - COSTS $10,962 564
REVENUE:
Health Premiums
DentalNision
BOARD ACTION:
TOTAL REVENUE
PERFORMANCE MEASURES
$10,742,564
220, 000
$10,962 564
ACTUAL ESTIMATED PROJECTED
Work Outputs
Single coverage 645 580 517
Family coverage 340 454 464
478
INSURANCE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE FUND
2009 2010 2010 2010
Budget Request Recommend Final
1,500,000
1,500,000 1,500,000
0
250,000 250,000 250,000 0
40,000 40,000 40,000 0
40,000 40,000 40,000 0
80,000
80,000 80,000 0
1,830,000 1,830,000 1,830,000 0
479
INSURANCE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
6300 93200 WORKERS COMPENSATION
6300 93300 LIABILITY
TOTAL INSURANCE FUND
2009 2010 2010 2010
Budget Request Recommend Final
1,197, 300 1,199, 300 1,199, 300 0
632,700 630,700 630,700 0
1,830,000 1,830,000 1,830.000 0
480
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage.
This fund is administered by Finance and Administration unit in the General Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
2,826
500
3,500
3,500
Purchased Services
39,190
31,700
41,700
41,700
Fixed Charges
2,453,528
1,797,800
1,784,800
1,784,800
Gross County Cost
$ 2,495,544
$ 1,830,000
$ 1,830,000
$ 1,830,000
Revenue
997,008
330,000
330,000
330,000
Net County Cost
$ 1,498,536
$ 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 $40,000, and a loss fund of $809,300. 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
($40,000), 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.
481
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 123 110 110
Dollar amount of prop/casualty claims paid $426,069 $325,000 $350,000
Efficiency Measures
FTE'S per 10,000/capita 0.044 0.041 0.037
Per capita cost (county support) $6.42 $6.15 $5.60
Cost per claim processed $243.90 $227.27 $228.75
482
PHONE SERVICES FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES
TOTAL PHONE SERVICES FUND
2009
Budget
2010 2010
Request Recommend
2010
Final
1,130,705 1,257,000 1,257,000 0
1,130,705 1,257,000 1,257,000 0
483
PHONE SERVICES FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
6400 17400 PHONE SERVICES
TOTAL PHONE SERVICES FUND
2009 2010 2010 2010
Budget Request Recommend Final
1,380,705 1,507,500 1,507,500 0
1.380.705 1.507.500 1.507,500 0
484
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 166,703
$ 158,837
$ 158,837
$ 158,837
Supplies
19,564
14,500
14,500
14,500
Purchased Services
786,594
762,178
824,264
824,264
Fixed Charges
189,693
195,190
194,859
194,859
Capital
563,611
250,000
314,540
314,540
Gross County Cost
$ 1,726,165
$ 1,380,705
$ 1,507,000
$ 1,507,000
Revenue
1,207,373
1,130, 705
1,257, 000
1,257,000
Net County Cost
$ 518,792
$ 250,000
$ 250,000
$ 250,000
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: Phone line charges are up $69,120 because of the internet
bandwidth increase from 6 meg to 30 meg, the Verizon frame relay circuit for Paramedic
Services, and the increase in cellular phones, including aircards and blackberries. Maintenance
is up $11,215 due to the additional equipment installed. Two capital projects included in the
2010 budget are upgrade the old Rolm phones at current Human Services building when the
new tenants move in, as well as Clerk and Recorder, Assessor, Treasurer, Training Center and
Motor Pool ($60,000) and replacement of floor jacks at the Training Center ($4,540). In
addition, $250,000 in capital will be budgeted for upgrade of the county's voice and data
network as outlined in the Information Services 2010-2014 Capital Equipment Plan. Contract
services are down $16,749 for charge backs from Clerk to the Board for switchboard coverage.
Overhead is the same. Revenues are up $126,295.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
485
PHONE SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Incoming calls
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Annual cost per call
6,100,000
0.086
$6.77
$0.18
6,300,000 6,400,000
0.082
$7.39
$0.19
.075
$5.62
$0.24
Goal ES18: Capitalize on phone technology to improve service, increase efficiency and provide greater phone
access and exchange.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES18-I: User
friendly phone
services
Percent of users (residents, visitors,
employees, etc.) satisfied with phone
access to services and information
N/A
99%
99%
486
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county
buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Fixed Charges
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: Budget ref ects 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:
487
488
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.
489
ANNUAL BUDGET A budget applicable to a single fiscal year
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
ARRA
APPROPRIATION
EXPENDITURE
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.
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.
American Recovery and Reinvestment Act. This is the
economic stimulus legislation passed in 2009 to stimulate
economic growth.
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.
490
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.
491
BUDGETARY EXPENDITURES
BUDGETED FUNDS
CALLABLE BONDS
CAPITAL BUDGET
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount
to exclude amounts represented by noncurrent liabilities.
Due to their spending measurement focus, governmental
fund types are concerned with the measurement of budgetary
expenditures.
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
Bonds which are redeemable by the issuer prior to the
maturity date at a specified price at or above par.
A plan of proposed capital outlays and the means of
financing them.
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. 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.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land
and buildings, which cannot ordinarily be used to meet
current expenditures.
Form of financial instrument similar to a bond to facilitate
lease/ purchase agreements. Not a debt of the County.
State of Colorado lottery funds remitted to the County for
parks and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
492
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.
DA
DEFAULT
DEFICIT
DEPRECIATION
DIRECT COSTS
DURATION
Colorado Revised Statutes
District Attorney
Failure to pay principal or interest when due. Defaults can
also occur for failure to meet nonpayment obligations, such
as reporting requirements, or when a material problem
occurs for the issuer, such as a bankruptcy.
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
(1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2)The portion of the cost of a fixed asset other than a
wasting asset which is charged as an 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.
Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
The weighted maturity of a fixed -income investment's cash
flows, used in the estimation of the price sensitivity of
fixed -income securities for a given change in interest rates.
EDAP Economic Development Action Partnership.
493
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
FISCAL PERIOD
FISCAL YEAR
FIXED ASSETS
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSIFICATION
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.
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
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.
Numeric equivalent of one person occupying one
employment position for one year (equivalent of 2,080 hours
or 52 forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public
safety, public health, public welfare, etc.
494
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GRANT
HIGHWAY USER TAX (HUTF)
INDETERMINATE
APPROPRIATION
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 is the excess of assets over liabilities and is
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer's full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. The "base map" contains the least amount of
common data which is supplemented by attribute overlays.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed the grantee.
Revenue that is derived from the state gasoline tax, and
restricted for Road and Bridge activities.
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.
495
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
MODIFIED ACCRUAL BASIS
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from
municipalities, the State of Colorado, and the Federal
Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Printing and Supply
Fund and the Computer Services Fund.
A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny, or $1.00 of tax for each
$1,000 of assessed valuation.
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;
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(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
NON -DEPARTMENTAL
OBJECT
OPERATING BUDGET
OPERATING EXPENSES
OPERATING GRANTS
OPERATING INCOME
OPERATING TRANSFER
ORGANIZATIONAL UNIT
ORGANIZATION UNIT
CLASSIFICATION
The net budget eliminates double -counting in the budget,
such as fund transfers, and thus represents the true level of
programmed spending in the budget.
A category established to account for expenses not
associated with any specific department, but all departments
or many, within a fund.
As used in expenditure classification, this term applies to the
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
Proprietary fund expenses which are directly related to the
fund's primary service activities.
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
The excess of proprietary fund operating revenues over
operating expenses.
Routine and/or recurring transfers of assets between funds.
A responsibility center within a government.
Expenditure classification according to responsibility centers
within a government's organization structure. Classification
of expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
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OVERHEAD
PROGRAM
PROGRAM BUDGET
PROPRIETARY FUND
RATINGS
RECIDIVISM
REGISTERED BOND
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.
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.
A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
A fund used to account for business -type activities in
government. The activities are usually financed with user
fees that are directly related to the services received. There
are two types of proprietary funds - enterprise and internal
service funds.
Designations used by credit rating agencies to give relative
indications of credit quality.
A relapse into criminal habits after punishment.
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
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REIMBURSEMENTS
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
(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.
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non -routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and
residual equity transfers. Under NCGA Statement 1,
operating transfers -in are classified separately from
revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries"
and "replacing defective street lamps" would be subactivities
under the activity of "street light maintenance".
A grouping of related activities within a particular
governmental function. For example, "police" is a
subfunction of the function "public safety".
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SURPLUS
TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and
local government revenue and expenditures, makes provision
for annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
TANF Temporary Assistance to Needy Families
TAXES
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against
particular persons or property for current or permanent
benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying
such charges as, for example, sewer service charges.
TAX LEVY The total amount to be raised by general property taxes.
TAX RATE
TAX RATE LIMIT
TAX ROLL
TRADITIONAL BUDGET
The amount of tax stated in terms of a unit of the tax base;
for example, 25 mills per dollar of assessed valuation of
taxable property.
The maximum rate at which a government may levy a tax.
The limit may apply to taxes raised for a particular purpose,
or to taxes imposed for all purposes, and may apply to a
single government, to a class of governments, or to all
governments operating in a particular area. Overall tax rate
limits usually restrict levies for all purposes and of all
governments, state and local, having jurisdiction in a given
area.
The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the
two can be distinguished.
A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on
objects of expenditure.
UNC University of Northern Colorado
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UNINCORPORATED COUNTY
WELL PROGRAM
WORKLOAD MEASURES
WORK PROGRAM
WORK UNIT
YIELD
Those portions of the county that are not part of a legal entity
such as a city or some towns.
Wellness health program provided as a fringe benefit to
employees.
Specific quantitative and qualitative measures of work
performed as an objective of the department.
A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
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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