HomeMy WebLinkAbout20093278.tiffCOUNTY OF WELD
2010
FINAL
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
December, 2009
2009-3278
Fiooso
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COLORADO
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 13
STRATEGIC PLAN 17
2010 BUDGET PLAN 46
2010 BUDGET CALENDAR 51
POINTS OF ISSUE AND POLICY MATTERS:
Explanation of Overview of Budget and Management System 53
Overview of Budget and Management System 55
Hierarchy of Budget Information 56
Budget Process 57
2010 Guidelines 58
2010 Special Budget Instructions 60
2010 Program Issues 62
Significant Changes in Policy from Prior Years 63
Budget Policies 64
Long Range Financial Policies 65
Revenue Policies and Assumptions 67
Specific Revenue Assumptions of Significant Revenue 68
Major Revenue Historical Trends and Analysis 70
Policy Directions 71
Explanation of Individual Funds 73
Significant Budget and Accounting Policies 76
Capital Improvement Policy 78
Investment Policy 80
Fund Balance and Reserve Policy 81
Organizational Responsibility for Budget Units 82
Policy Matters/Points of Issue with Fiscal Impact 86
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary and Benefit Recommendations 87
2010 Other Benefits 89
Position Authorization Changes Due to 2010 Budget 90
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 93
Graph - - All Funds Expenditures 94
Mill Levy 95
2010 Summary of Fund Balances 96
2010 Summary of Major Revenues and Expenditures 98
2009 Estimated Summary of Major Revenues and Expenditures 100
2008 Actual Summary of Major Revenues and Expenditures 102
PAGE
SUMMARY OF FUNDS (CONTINUED):
Governmental Funds - 2008 - 2010
Summary of Estimated Financial Sources and Uses 104
2009 Assessed Values to be Used for 2010 Budget 106
Net Program Cost 107
Summary of 2008 Allocated Costs Applicable for 2010 109
Seven Year Trend Data:
Beginning Fund Balance 110
County Expenditures 111
Weld County - Organizational Chart 112
Summary of County Funded Positions 113
GENERAL FUND:
Graph -- General Fund Revenues 117
Graph -- General Fund Expenditures 118
Seven Year Trend Data:
General Government 119
Public Safety 120
Health and Welfare 121
Narrative Fund Summary 122
Summary of Revenue 124
Summary of Expenditures 126
Office of the Board 128
County Attorney 130
Public Trustee 132
Clerk to the Board 134
Clerk and Recorder:
Recording/Administration 136
Elections 138
Motor Vehicle 140
Treasurer 142
Assessor 144
County Council 146
District Attorney:
Seven Year Trend Data 147
Budget Unit Summary 149
Juvenile Diversion 152
Victim/Witness Assistance 153
White Collar Crime Task Force 154
Finance and Administration 155
Accounting 157
Purchasing 159
Human Resources 161
Transportation 164
Planning and Zoning 166
Buildings and Grounds 172
Information Services 174
Geographical Information System 177
Capital Outlay 179
Printing and Supplies 180
PAGE
GENERAL FUND (CONTINUED):
Sheriffs Office:
Seven Year Trend Data 182
Budget Unit Summary - All Departments 183
Sheriff Administration 202
Sheriff Operations 204
Traffic Enforcement 206
Sheriff's Contract Services 208
Sheriff's Office Ordinance Enforcement 210
Regional Forensic Laboratory 212
Victim Advocate Services 214
Multi -Jurisdictional Drug Task Force 216
North Jail Complex 218
Centennial Jail 220
Contract Jail Space 222
Office of Emergency Management 223
Communications - County Wide 225
Communications System Development 228
Criminal Justice Information System 229
Coroner 230
Pre -Trial Services 232
Community Corrections 235
Building Inspection 237
Noxious Weeds 240
General Engineering 242
Missile Site Park 244
Parks and Trails 246
Airport 247
Senior Programs 248
Waste Water Management 249
Developmentally Disabled 250
Mental Health 252
Child Advocacy Center 253
Transfers:
Retirement 254
Human Services 255
Health Department 256
Economic Development 257
Building Rents 258
Non -Departmental 260
Retiree Health Insurance 262
Community Agency Grants 263
Extension Service 265
County Fair 267
Veteran's Office 268
Island Grove Building 270
Contingency (Salary) 271
iii
PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 273
Graph -- Public Works Expenditures 274
Graph -- Seven Year Trend Data 275
Narrative Fund Summary 276
Concerning Local Accountability for Money Used for
Highway Purposes 277
Construction Bidding for State -Funded Local Projects 278
Summary of Revenue 279
Summary of Expenditures 280
Administration 281
Trucking 283
Motor Grader 285
Bridge Construction 287
Maintenance Support 289
Other Public Works 291
Mining 293
Pavement Management 295
Grants -in -Aid to Cities and Towns 297
Non -Departmental Revenue 298
Contingency (Salary) 300
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 301
Graph -- Social Services Expenditures 302
Graph -- Seven Year Trend Data 303
Fund Narrative 304
Summary of Revenue 308
Summary of Expenditures 309
Summary — All Departments 310
County Administration 316
Non Program Revenue 318
Other Programs 319
Child Support Administration 321
Temporary Assistance to Needy Families 323
Aid to Needy Disabled 325
Child Care 326
Old Age Pension 328
Child Welfare and Administration 330
Core Services 332
LEAP Program and Administration 334
General Assistance 335
iv
PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 337
Graph -- Health Fund Expenditures 338
Graph -- Seven Year Trend Data 339
Narrative Fund Summary 340
Summary of Revenue 342
Summary of Expenditures 343
Budget Unit Summary - All Departments 344
Non -Program Revenue 353
Administration 354
Health Communication 356
Community Health Services 358
Environmental Health Services 360
Public Health Preparedness 362
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 365
Narrative Fund Summary 366
Summary of Revenue 367
Summary of Expenditures 368
Summary — All Departments 369
Head Start Program (History only) 370
Migrant Head Start (History only) 371
Preschool Fund (History only) 374
Job Service (Wagner/Peyser) 376
Summer Job Hunt 377
Consumer Navigator 378
Employment First 379
WIRED Grant 380
Assistance to Needy Families 381
Workforce Investment Act - Administration 382
Workforce Investment Act - Adult Program 383
Workforce Investment Act - Youth Program 384
Multi -Disciplinary Youth Assessment 385
10% Incentive Grant (CIMS) 386
Workforce Investment Act - Statewide Activities Grant 387
Workforce Investment Act - Dislocated Worker Program 388
Educational Lab 389
AmeriCorps Program 390
Tight Corp Program 391
Pillars of Successful Independence 392
AAA Administration 393
AAA Support Services 394
AAA Congregate Meal 395
AAA Home Delivered Meals 396
AAA Health Services 397
AAA Elder Abuse Grant 398
AAA Special Ombudsman 399
AAA Single Entry Point 400
v
PAGE
HUMAN SERVICES FUND (CONTINUED):
AAA (NMCM) 401
AAA (VALE) 402
AAA (State Funds) 403
Part E Family Caregiver Support 404
Supplemental Foods 405
Community Services Block Grant 406
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 407
Conservation Trust Fund:
Summary of Revenue 408
Summary of Expenditures 409
Budget Unit Summary 410
Contingency Fund:
Summary of Revenue 413
Summary of Expenditures 414
Budget Unit Summary 415
Emergency Reserve Fund
Summary of Revenue 416
Summary of Expenditures 417
Budget Unit Summary 418
Solid Waste Fund
Summary of Revenue 419
Summary of Expenditures 420
Budget Unit Request Summary - Code Enforcement 421
Budget Unit Fund Summary 422
CAPITAL FUNDS:
Graph - - Seven Year Trend 425
Narrative Fund Summary 426
Summary of Revenue 427
Summary of Expenditures 428
Budget Unit Summary 429
Long Range Capital Projects Five -Year Plan 430
PROPRIETARY FUNDS:
Narrative Summary of Funds 469
Paramedic Services Enterprise Fund:
Summary of Revenue 470
Summary of Expenditures 471
Budget Unit Summary 472
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Motor Pool Fund
Summary of Revenue 475
Summary of Expenditures 476
Budget Unit Summary - Motor Pool Administration 477
Budget Unit Summary - Motor Pool Equipment 479
IGS - Health Insurance Fund:
Summary of Revenue 483
Summary of Expenditures 484
Budget Unit Summary 485
IGS - Insurance Fund:
Summary of Revenue 487
Summary of Expenditures 488
Budget Unit Summary 489
IGS - Phone Services Fund:
Summary of Revenue 491
Summary of Expenditures 492
Budget Unit Summary 493
Weld County Finance Authority:
Budget Unit Summary 495
GLOSSARY 497
SUPPLEMENTAL DATA:
Operating Indicators by Function/Program 511
Consumer Price Index 512
Upstate Colorado:
Demographic Profile 519
Largest Employers 523
Weld County Map 524
COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR:
Population Distribution 525
Taxable Assessed Value by Type 526
Revenue Sources 527
Primary Sources of Revenue 528
Primary Revenue Sources (Normalized to Population) 529
Parcel Counts 530
Property Tax per Parcel 531
Citizens Served per County Employee 532
Support Functions per 1,000 Employees 533
Finance Support Functions per 1,000 Employees 534
Planning & Zoning/Building Inspection FTE per 10,000 Unincorporated Pop 535
Treasurer FTE per 100,000 Population/100,000 Tax Notices 536
Assessor FTE per 100,000 Population/10,000 Parcels 537
Clerk & Recorder FTE per 100,000 Population 538
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations 539
District Attorney FTE per 100,000 Population 540
Sheriff Office FTE per 100,000 Population 541
Sheriff Patrol FTE per 100,000 Unincorporated Population 542
vii
VIII
G
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2009
/c -f a -dew
President Executive Director
1
COLORADO
�1*1
Wilk
COLORADO
December 14, 2009
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 $171,989,334, with a net of $168,417,173 when interfund transfers are excluded. The
Internal Service Funds total an additional $23,689,772. The budget has been prepared in
accordance with your directives developed during the budget process. The budget is funded
with revenue estimates of $103,571,933, anticipated fund balances of $42,015,927, and the
maximum allowed property tax under Amendment One (TABOR) and the Weld County Home
Rule Charter of $96,940,646.
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 $200,512,579 in 2010, an increase of
5.36 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%
2010
Amount
$ 96,940,646
8,030,000
1,860,400
47,121,030
5,131, 355
5,791,647
6,285,729
7,412,000
21,939,772
2010
Percent
of Total
48.4%
4.0%
0.9%
23.5%
2.6%
2.9%
3.1%
3.7%
10.9%
100.0% $ 200 512 579 100 0%
Increase
- Decrease
from 2009
$ 20,298,514
555,000
- 33,500
- 101,833,340
- 21,756
99,089
- 1,929,146
- 13,300
1,432,467
$ 10204.128
6
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $192,106,945 for 2010, which is a decrease of 6.12
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%
TOTAL $ 204,640 332 100 0%
2010
Amount
$ 27,353,420
24,491, 500
27,550,340
38,414,905
8,648,349
8,622,014
10,000,000
2,135, 967
13,400,000
675,958
938,147
394,926
5,791,647
23,689,772
2010
Percent
of Total
Increase
- Decrease
from 2009
14.2% $ 97,999
12.8% - 232,650
1.3% - 1,663,062
20.0% - 260,175
4.5% -6,033,522
4.5% 404,884
5.2% - 6,400,000
1.1% - 353,260
7.0% 1,000,000
0.4% - 526,409
0.5% - 9,879
0.2% - 88,969
3.0% 99,089
12.3% 1,432,567
$ 192 106 945 100.0% $ - 12,533,387
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 $5,768,903,016, which is up $1,207,957,286 or 26.5 percent over last year. All
classes of property increased in assessed value for the year, except vacant land, which is down
$11.1 million, or 9 percent and residential property, which is down $110.96 million or 9%. The
major increase is in oil and gas due to price and production being up. Oil and gas is up
$1,158.3 million, or 68 percent. Natural resources is up $0.96 million, or 6 percent; agricultural
property is up $2.9 million, or 3 percent; industrial is up $65.8 million, or 30 percent; commercial
property is up $48.4 million, or 7 percent; and State assessed property is up $50.7 million, or 10
percent. There is an actual value increase of new construction of $345.7 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
$42,015,927 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 $50,421,561. 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 $63,821,561.
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 $72,722,495, down $1,554,847. The budget for
general government functions is only up $97,999, 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 $207,015 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 $232,650. 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. One SO Deputy II
position was eliminated in the Traffic Enforcement unit. 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 nine 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 $137,589 by the elimination of two client manager
positions and an inmate work crew supervisor 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 19`" 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 $215,802, primarily due to the new funding formula and
E911 picking up overtime costs and tower maintenance.
Other significant changes include Engineering, which is down $353,368 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
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budget since no cost -of -living will be granted to retirees in 2010. Extension Services were
reduced $75,870 with the new MOU with CSU. Funding to outside agencies was cut $108,125.
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. $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 $819,422 based on the Capital
Improvement Plan. Strategic Road improvements are down $1,504,200. Contract Payments
increased $810,950 to $1,721,000, based on the capital improvement plan. There are no right -
of way purchases in 2010, so that line item is down $134,500. Mining has included $541,027
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 $96,940,646, 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 $189,110 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 $250,000 due to slowing motor vehicle sales and slow down in
recording fees from new construction and mortgage refinancing activities. Recovery of indirect
costs to grant programs is up $67,935. 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 to be $675,000 from an Energy Impact Grant for the
project on Weld County Road 7 from State Highway 56 to Weld County Road 48. Other
revenues include $680,000 from transportation impact fees. Permit revenues are down $45,000
at $325,000 due to less oil and gas drilling activity.
Two pieces of state regulation, Senate Bill 08-218 and House Bill 08-1083, restructured the
formulas for direct distribution of Severance Tax and Federal Mineral Lease revenues to cities
and counties. As a result of the new formulas and weight factors, Weld County will receive
substantially more direct distribution funding than it did under the old formula. Since the major
impact of the energy industry to Weld County government is on the county roads in 2008 the
Board of Weld County Commissioners made the policy decision to dedicate all of the direct
distribution of Severance Tax and Federal Mineral Lease (FML) revenues to the Public Works
Fund, especially since the major factor in determining the revenue amount received in the
formula is miles of road maintained. In the 2010 Budget, $1,500,000 is budgeted for Severance
Tax revenue. In the Public Works Mon -Departmental Budget (Budget Unit 2000-90199) there is
a detailed discussion on the Severance Tax policy to be followed by Weld County.
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.
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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.
The Human Services Fund is funded at $8,487,338 for 2010, which is down $4,582,957 from
the previous year, primarily in the area of educational programs. The final budget has been
reduced by $4,935,010 because on October 19, 2009, the Board of Weld County
Commissioners formally notified the federal government that effective December 31, 2009, that
Weld County will be relinquishing the Head Start ($3,172,500), Migrant Head Start ($1,615,000)
and Preschool ($147,510) programs. The Board, after an examination of the future of Head
Start programs, determined that the Head Start programs are better suited to be operated by a
non-profit or school system, rather than by a county government that is not primarily in the
education business. Since the county will no longer be doing Head Start programs, the Board
notified RE -1 School District and the state that after December 31, 2009, Weld County will no
longer contract to do the Preschool program. As a result, the budgets for all Head Start and
Preschool programs for 2010 were eliminated in the final budget, which significantly reduced the
Human Services Fund's budget.
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.
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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
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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.
Weld County's sugar beet industry began with the building of sugar factories in
Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920
by one at Fort Lupton and another at Johnstown in 1926.
LIVEABILITY
Weld County's liveability is just one of the features that make it a
great place to live. Abundant Colorado sunshine, low humidity, cool
summer nights, and mild winters provide a climate where people
thrive.
Recreational opportunities are almost endless. Much of Weld County
is within an hour's distance of the majestic Rocky Mountains. Sports
fans don't have far to go to cheer for their favorite professional
teams in Denver.
Weld County's cultural assets include Centennial Village, an authentic recreation of
pioneer life on the Colorado plains. The Meeker Museum in Greeley is a national
historic site. Fort Vasquez In southern Weld County has an exciting history as an
early Colorado trading post. The Greeley Philharmonic Orchestra is one of the oldest
symphony orchestra west of the Mississippi. The University of Northern Colorado's
Little Theatre of the Rockies is one of America's premier college dramatic
organizations.
North Colorado Medical Center is a leading public medical facility
and the Northern Colorado Oncology Center is a major cancer
treatment facility in Colorado.
EDUCATION
Education has always been an important part of life in Weld
County where twelve school districts offer educational
opportunities which have earned a reputation for quality.
Greeley is the home of the University of Northern Colorado, a 4 -
year university offering bachelors, masters and doctorate
degrees to 11,000 students. Aims Community College is a 2 -
year liberal arts and vocational college in Greeley with a second
campus in Fort Lupton.
With 3,999 square miles within its borders and a population of over 250,000, Weld
County has plenty of room for growth. Its thirty-one incorporated towns offer a
variety of lifestyles from urban to rural.
To make certain Weld County maintains its quality of life, a comprehensive plan has
been developed and implemented. The plan, simply stated, puts the right things in
the right places. The result is that Weld County provides an ideal location for
corporations, industry and businesses. Most importantly it's a nice place for people.
RESOURCES
Fertile fields of green can be found in every part County, which ranks as the third
leading agricultural area in the United States. Weld County is Colorado's leading
producer of cattle, grain and sugar beets.
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An abundance of water has been important to not only the agricultural community,
but also to industrial development.
Weld County is the second leading area in Colorado in the production of oil and gas.
The county's many abundant resources provide a sound economic base and a secure
future for the area.
One of Weld County's most valuable resources is its labor force. The people
resources provide a healthy labor climate for any corporation or industry.
OPPORTUNITY
Weld County offers unbounded opportunity for both employers and employees. The
available services, recruitability, location, resources and livability make Weld County
a desirable place in which to work and live.
Weld County has one more important ingredient, a positive attitude toward growth.
We love Colorado and we'd love having you here, too.
INDUSTRY
Numerous industrial sites are located throughout Weld County. Fully
developed rail and non -rail parks; undeveloped parcels, many zoned
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.
CARE STREAM HEALTH CARE
HARSH INTERNATIONAL
HENSEL-PHELPS CONSTRUCTION
JBS SWIFT BEEF COMPANY
KODAK
METAL CONTAINER CORPORATION
NORTHERN COLORADO MEDICAL CENTER
OWENS-ILLINOIS
PLATTE VALLEY STEEL
ROCHE CONSTRUCTORS
RR DONNELLEY NORWEST
STARTEK
STATE FARM INSURANCE
VESTAS WIND SYSTEMS
15
a:‘,/4
lURe
COLORADO
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STRATEGIC PLAN
2010-2014
COLORADO
WELD COUNTY
WHY A STRATEGIC PL\N?
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.
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OUR PRIORITY STRATEGIC THEMES
These themes guide Weld County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation
system
• Continuously improve the performance and
capabilities of Weld County operations by
maximizing technology, fostering innovation, and
increasing access to and information regarding
services
• Promote a healthy economy through business
development and economic diversification
• Promote responsible and comprehensive policy
development through effective planning for land use,
transportation, and growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all
government services
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OUR VISION FOR THE FUTURE
This vision statement
reflects our citizens' expectations
for Weld County government into
the future.
f
GOVERNMENT
WORKING FOR YOU!
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
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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.
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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.
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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.
24
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.
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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
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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
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STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area plans, including the
mission statement for each strategic area, the goals and desired outcomes, strategies
to achieve the goals, and performance objective/key performance indicators. The
strategic area are:
*Public Safety
*Human Services
*Health Services
*Transportation
*Economic Development
*Land Use and Planning Services
*Enabling Strategies: Financial and Operational Support
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STRATEGIC AREA:
PUBLIC SAFETY
29
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA3: Reduction of recidivism of charged offenders.
o Goal PSDA4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
• Mission Statement: Provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Public Safety Bureau)
o Goal PSPSBI: Adopt progressive solutions to deter crime and reduce the fear of
crime unitizing community oriented policing methods.
o Goal PSPSB2: Strengthen community programs and foster additional community
partnerships.
o Goal PSPSB3: Acquire sufficient personnel and equipment to support the
growing needs of the County.
o Goal PSPSB4: Increase personnel effectiveness and efficiency through improved
use of communications and technology.
o Goal PSPSB5: Enhance traffic safety measures and reduce impaired driving
related traffic accidents.
o Goal PSPSB6: Enhance professionalism and promote department excellence.
• Mission Statement: To provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Offender Supervision Bureau)
o Goal PSOSBI : Lawfully hold prisoners in a safe and humane environment.
o Goal PSOSB2: Maintain a continuum of effective jail alternatives that offer a
range of sentencing and pre -adjudication options to secure custody.
30
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
o Goal PS 1: To answer 100% of 911 calls within 15 seconds.
o Goal PS2: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Community Corrections)
o Goal PS -3: Provide safe, constructive and less expensive alternatives to use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
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STRATEGIC AREA:
HUMAN SERVICES
32
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations.
o Goal HHS 1: Develop and deploy consistent performance management
approaches across the Human Services Department.
o Goal HHS2: Establish a systematic structure to effectively communicate inside
and outside of the Human Services Department.
o Goal HHS3: To prepare for the future by identifying appropriate actions to
external threats that may impact the Department of Human Services. Goal HHS4:
To develop a means to clearly and effectively communicate the value of Human
Service programs to any person inside and outside of the organization on a
continuous basis.
o Goal HHS5: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal HHS6: Assist in providing veterans access to eligible state and federal
benefits to meet their needs.
33
STRATEGIC AREA:
HEALTH SERVICES
34
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the
health and environment of the residents of Weld County. Department of Public Health
and Environment)
o Goal HS1: To improve the health of our diverse communities by assuring
individuals, families, and communities gain greater control of factors that
influence their health.
o Goal HS2: To assure dignified access to necessary, appropriate, affordable,
continuous, and timely health care, including wellness and prevention services
o Goal HS3: To lessen adverse public health impacts of chronic and communicable
diseases, land use developments, and disasters.
o Goal HS4: To enhance our organization's effectiveness by continually
monitoring our performance and evaluating our programs.
• Mission Statement: To provide the highest professional quality, cost-effective mobile
health care service to all of our customers. (Paramedic Services)
o Goal HS5: Maintain and improve billing/collection process to ensure operating
revenue as Enterprise Service.
o Goal HS6: Provide < 9 minute emergency response times 90% of the time or
greater within the City of Greeley; provide < 20 minute emergency response time
90% of the time or greater in rural Weld County.
o Goal HS7: Provide < 20 minute routine response times 90% of the time or greater
to all areas of Weld County.
o Goal HS8: Provide hospital door to intervention times of < 90 minutes to all
cardiac alert patients within Weld County.
35
STRATEGIC AREA:
TRANSPORTATION
36
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To provide an efficient rural transit system throughout Weld County
to citizens with public transit needs. (Transit)
o Goal TT1: Maximize the use and efficiency of the existing transit system on a
County -wide basis.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Administration)
o Goal TPW1: Provide effective and efficient administrative and managerial
support and supervision to the Public Works Department.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Mining)
o Goal TPW2: To perform mining, crushing, and screening of aggregate materials
and recycled asphalt.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Bridge)
o 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.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Grader)
o Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Trucking)
o Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt)
roads and asphalt road construction and overlay projects. Clear paved roads of
snow and ice.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Maintenance Support)
37
o Goal TPW6: Assure safe travel for the general public by maintaining clearly
marked and signed roads and bridges; assist in plowing of snow from county
parking lots and roads; install and maintain snow fence in selected areas of the
county.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Paving)
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.
38
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
39
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area
residents. Focus on facilitating and attracting investment, creating new job opportunities,
stimulating income growth and expanding the local community tax base.
o Goal ED1: Encourage the expansion of existing businesses and the location of
new industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development
efforts that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest
Weld County.
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STRATEGIC AREA:
LAND USE
41
STRATEGIC AREA: LAND USE
• Mission Statement: To work with the citizens of the County, the board of County
Commissioners, and the Planning Commission to plan for the future development of
Weld County in a manner that protects and enhances the quality of life for its citizens
o Goal LU1: Increase effectiveness by maintaining regular communication with the
public, outside agencies, County departments, the County Planning Commission,
and the County Commissioners - - providing information about land use issues
and responding to requests for research.
o Goal LU2: Plan for the long-term development of the County to ensure efficiency
of services, to promote economical infrastructure investments, and to promote
positive connections to community among citizens.
o Goal LU3: Develop and maintain fundamental land use tools, for use by the
Planning Services Department, the County at large, and Weld County citizens.
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our
greater community, so that quality of life and property values are maintained for County
residents, businesses and property owners through a coordinated and cooperative
planning process. (Current Planning Development Services)
o Goal LU4: Provide consistent, quality, well planned rural and urban planning and
development, and transportation development services.
• Mission Statement: To ensure Weld County citizens are provided professional, friendly
and quality customer service. To safeguard life, health, property and public welfare by
regulating the construction, use and occupancy of buildings by fairly and uniformly
administering and enforcing the Building Codes as adopted by Weld County. (Building
Inspection)
o Goal LU5: Ensure safe construction throughout unincorporated Weld County.
o Goal 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
42
STRATEGIC AREA:
ENABLING STRATEGIES
43
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES 1: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater
information access and exchange between the County Commissioners and the
citizens of Weld County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent
records which are accessible to the public. (Clerk & Recorder - Recording)
o Goal ES5: Ensure statutory requirements and regulations governing the
recording, indexing, imaging and electronic archiving. To be accountable and
responsible to the public's needs. Ensure that the citizens receive professional,
timely and quality service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Vote Center voting, Mail -In Ballots, Early voting or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Vote Center that is organized, safe and free of
influence. Maintain a staff of highly -trained professionals who have the
responsibility for the administration of the election office and all duties charged to
the office.
o Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Ensure that the citizens receive professional,
timely and quality service at all times. (Clerk & Recorder - Motor Vehicle)
o Goal ES8: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
44
o Goal ES10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES11: Deliver on promises and be accountable for performance. (Finance &
Administration)
o Goal ES12: Ensure the financial accounting of County funds is accurate
(Accounting)
o Goal ES13: Ensure the timely acquisition of "best value" goods and services
while maintaining integrity and inclusion (Purchasing)
o Goal ES 14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Building & Grounds)
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Information Services & GIS)
o Goal ES16: Capitalize on technology to improve service, increase efficiency and
provide greater information access and exchange.
o Goal ES17: Deliver timely, high quality, and cost-effective printing and supply
services to County departments (Printing & Supply)
• Mission Statement: To provide phone services expertise and resources to support and
facilitate excellent public service delivery. (Phone Services)
o Goal ES18: Capitalize on phone technology to improve service, increase
efficiency and provide greater phone access and exchange.
o Goal ES19: To provide quality, sufficient, and well -maintained county vehicles
to county departments. (Motor Pool)
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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.
46
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?
47
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
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."
48
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
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.
49
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
• 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 plan 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.
51
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52
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.
53
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.
54
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
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
Revise as Necessary
55
HIERARCHY OF BUDGET INFORMATION
BOARD OF COUNTY
COMMISSIONERS
Budget Policies
Budget Process
Revenue 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.
+ Head Start was relinquished back to the Federal Government.
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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.
Head Start was relinquished back to the Federal Government.
• Severance tax direct distribution increased significantly.
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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.
Severance Tax: See policy on severance tax direct distribution in Public Works Non -
Departmental Revenue (Budget Unit 2000-90100).
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MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2006
2007
2008
2009
2010
Property Taxes
$64,636,463
$70,575,408
$75,033,756
$76,642,132
96,940,646
Other Taxes
6.410.000
6.710.000
7.030.000
7.475.000
8 030 000
Fees
7,827,000
7,330,000
6,902,500
7,425,300
7,412,000
Intergovernmental
43,117,355
50,899,664
56,366,866
57,304,370
47,121,030
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
5,131,355
Internal Services
16,345,526
17,416,155
16,788,922
20,507,205
21,939,772
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
6,285,729
TOTAL REVENUES
$15.6010.318
$172.992_751
$180 767$17
$190$08 451
'. 200 512 579
TREND ANALYSIS
Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations,
which are growth in actual property value, plus cost -of -living.
Other Taxes: Primarily, specific ownership taxes that track with car registrations and
severance tax. Increase is due to new formula for the direct distribution of severance tax to
cities and counties from the state.
Fees: Fees have been increased and new fees added, due to growth in area. However, in
2010 fees are projected to decline slightly due to slow down in construction activity.
Intergovernmental: State and federal revenues have been growing at about 7% per year.
However, in 2010 revenues dropped to 21.6% due to lower human services funding levels and
the relinquishment of Head Start programs. 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.
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
down in 2010.
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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.
77
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.
78
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.
79
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.
80
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.
81
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
82
BUDGET UNIT
RESPONSIBLE OFFICIAL
Personnel
Computer Services
Geographical Information System
Capital Outlay
Sheriff
Director, Administrative Services
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Sheriff
Crime Control and Investigation
Municipal Contracts
Regional Forensic Lab
Drug Task Force
Traffic Enforcement
Sheriff
Sheriff
Sheriff
Sheriff
Sheriff
Communications - County -wide
Criminal Justice Information System
Communications System Development
Coroner
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Coroner
Centennial Jail
Sheriff
North Jail
Sheriff
Justice Services
Community Corrections
Building Inspection
Office of Emergency Management
County -wide Animal Control
Pest and Weed Control
Director, Finance and Administration
Chairman, Community Corrections Board
Director, Planning Services
Sheriff
Sheriff
Director, Public Works
83
West Nile Virus Program
Economic Development
Waste Water Management
Engineering
Extension Service
Veteran's Office
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Director, Public Works
Extension Agent
Director, Public Works
Airport
Mental Health
Child Advocacy Center
Developmentally Disabled
Seniors Program
Missile Site
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Director, Public Works
Parks and Trails
Building Rents
Non -Departmental
Community Agency Grants
Island Grove Building
County Fair
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Director, Finance and Administration
Extension Agent
Public Works Fund
Director, Public Works
Social Services Fund
Director, Human Services
Health Fund
Human Services Fund
Director, Public Health and Environment
Director, Human Services
Conservation Trust Fund
Director, Finance and Administration
84
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
85
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
-5,000
133,019
18,250
31,228 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.
86
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.
87
• 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.
88
OTHER BENEFITS
VISION PROGRAM:
> COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR
BOTH SINGLE AND FAMILY PLANS
> MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR
> NO DEDUCTIBLE
> 50% OF COVERED EXPENSES INCURRED
> EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.165/$1,000/per month
DISABILITY: $.32/$100 compensation
EMPLOYEE ASSISTANCE PROGRAM: Program offered by 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.)
89
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
1000-17100
1000-17350
1000-17600
1000-21200
1000-21210
1000-21220
1000-24410
1000-24410
1000-24410
1000-24410
1000-24420
1000-24420
1000-24420
1000-24100
1000-24100
1000-24100
DEPARTMENT OLD
NAME POSITION
Clerk and Recorder
Assessor
Assessor
Assessor
District Attorney
District Attorney
Juvenile Diversion
Victim Witness
Finance
Human Resources
Planning
Planning
Planning
GIS
Printing & Supply
Sheriff Operations
Traffic Enforcement
Contract Services
North Jail
North Jail
North Jail
North Jail
Centennial Jail
Centennial Jail
Centennial Jail
Justice Services
Justice Services
Justice Services
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
Planner II
GIS Tech
.5 FTE Courier
Investigator
Sheriff Deputy (1)
None
Commanders (2)
None
None
0.8 Work Crew Supr.
Pre -Trial Staff (2)
ICCAPP Staff (2)
Client Managers (2)
None
None
None
90
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
Planner III
None
.75 FTE Courier
None
None
.5 Resource Officer
None
Correction Officer III (2)
Correction Officer II (4)
None
None
None
None
Division Director
Pre -Trial Client Mgr. (2)
Pre -Trial Client Supr.
FUND AND DEPARTMENT OLD NEW
DEPARTMENT NAME POSITION POSITION
1000-24100 Justice Services None Criminal Justice Planner
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 25.25 FTE
2580-41500 PH Preparedness 2.5 FTE 3.0 FTE
91
Oftir
Wilk
COLORADO
92
ALL FUNDS REVENUE
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
■■
N-21
m
■s
m
co
t
a
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2
^L
I -
X
co
L
cn
a)
LL
E
C
ET
L
C)
C
Licenses/Permits
Miscellaneous
El 2009
■2010
Ell m
C Uco
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co
co
LL �
2010 Revenue
Total $242,528,506 (2009 $229,609,951)
Internal Services,
$21,939,772, 9%
Fund Balance,
$42,015,927, 17°/
Miscellaneous,
$6,285,729, 3%
Chg for Service,
$5,131,355, 2% Intergovernmental
Licenses/Permits, � $47,121,030
$1,860,400, 1% 20%
Paramedic Fees,
$5,791,647, 2%
Paramedic Fees
Property Tax,
$96,940,646, 40%
,Other Taxes,
$8,030,000, 3%
Fees, $7,412,000,
3%
93
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
1
r
I
02010 02009
oy �y o� �a �Lr o�� \°c o�� A0 e5 J5 O .`oo
c'\G S�°� ooa a aQ\ boa 5a\oar �� ��<a �'�° moo° rA.'�° oc'
QoG� � a c o Goya ado a\
QJ \ co� \c,O n°a �a �o
GJ� aoc ,z•\)�c Q#
Coo
2010 EXPENDITURES
Total $192,106,945 (2009 $204,640,332)
Contingency
$13,400,000 7%
Public Works
$2,135,967 1%
Social Services
$24,491,500 13%
Paramedic Service
$5,791,647 3%
Internal Services
$23,689,772 12% Culture/Recreation
$938,147 1%
Auxiliary $394,926 0%
Capital $10,000,000 5%
Health $8,622,014 5%
Public Safety $38,414,905
20%
Miscellaneous $675,958
0%
Human Services
$8,648,349 5%
Road & Bridge
$27,550,340 14%
General Government
$27,353,420 14%
94
MILL LEVY
2009 TOTAL 16.804
Capital, 1.754,
Social Services, , 10%
1.266, 8%
Insurance,
0.329, 2%
Public Works,
1.613, 10% Contingency, 0,
0%
2010 TOTAL 16.804
General, 9.37,
56%
Social Services,
1.069,6%
Capital, 1.265,
7%
Insurance, 0.26,
2%
Public Works,
1.275, 8%
General, 11.842,
70%
Contingency,
3.565, 21%
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:
1.261
0.00'
0.00
0.00
0.00
0.00
0.00
2010
BEGINNING
BALANCE
$ 3,000,000
13,350,000
1,400,000
240,000
6,450,927
6,000,000
800,000
900,000
200,000
0 1.754II 2,500,000
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
16.475
0.000
16.475
0.00'
0.00'
0.32
0.00
0.00
0.32
16.80
0
$ 34,840,927
0
$ 34,840,927
1,000,000
4,000,000
1,250,000
925,000
0
$ 7,175,000
$ 42,015,927
2010
MILL
LEVY
2010
PROPERTY
TAXES
9.370 $ 54,052,194
1.275
1.069
0.000
3.565
0.000
0.000
0.000
0.000
7,354,938
6,166,333
0
20, 567,181
0
0
0
0
1.265 7,300,000
0.000
16.544
0.000
16.544
0.000
0.000
0.260
0.000
0.000
0.260
16.804
0
$ 95,440,646
0
$ 95,440,646
0
0
1,500,000
0
0
$ 1,500,000
$ 96,940,646
96
ASSESSED VALUATION: $ 5,768,903,016
2010
INTERGOV'T
REVENUE
$ 3,347,791
2010
OTHER
REVENUE
$ 17,306,365 $
2010
INTERFUND
TRANSFER
0
2010
AVAILABLE
FINANCING
$ 77,706,350
10,765,000 8,935,000 0 40,404,938
18,325,167 0 0 25,891,500
430,000 5,000 0 675,000
0 0 0 27,018,108
0 0 0 6,000,000
3,733,185 1,158,019 3,559,810 9,251,014
8,019,887 455,100 12,351 9,387,338
0 660,000 0 860,000
2,500,000 200,000 0 12,500,000
0
$ 47,121,030
0
$ 47,121,030
0
0
0
0
0
$ 0
$ 47,121,030
5,791,647
$ 34,511,131
0
$ 34,511,131
8,204,100
12,148,672
330,000
1,257,000
0
$ 21,939,772
$ 56,450,903
0
$ 3,572,161
- 3,572,161
$ 0
5,791,647
$ 215,485,895
- 3,572,161
$ 211,913,734
0 9,204,100
0 16,148,642
0 3,080,000
0 2,182,000
0 0
$ 0 $ 30,614,772
$ 0 $ 242,528,506
2010 TOTAL
APPRO-
PRIATIONS
$ 72,722,495
27,550,340
24,491,500
435,000
7,400,000
6,000,000
8,451,014
8,487,338
660,000
10,000,000
5,791,647
$ 171,989,334
- 3,572,161
$ 168,417,173
8,204,100
12,148,672
1,830,000
1,507,000
0
$ 23,689,772
$ 192,106,945
2010
ENDING
BALANCE
$ 4,983,855
12,854,598
1,400,000
240,000
19,618,108
0
800,000
900,000
200,000
2,500,000
0
$ 43,496,561
0
$ 43,496,561
1,000,000
4,000,000
1,250,000
675,000
0
$ 6,925,000
$ 50,421,561
97
2010 BUDGET
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
6200
6300
6400
6500
Motor Pool Operating
Health Insurance
Insurance
Phone Services
Weld Finance Corp
NET TOTALS - I S FUNDS
GROSS TOTALS - ALL FUNDS
2010 2010 2010 2010 2010
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
BALANCE TAXES REVENUE REVENUE TRANSFER
$ 3,000,000 $ 54,052,194 $ 3,347,791 $ 17,306,365 $
13,350,000
1,400,000
240,000
6,450,927
6,000,000
800,000
900,000
200,000
7,354,938
6,166,333
0
20,567,181
0
0
0
0
0
10,765,000 8,935,000 0
18,325,167 0 0
430,000 5,000 0
0 0 0
0 0 0
3,733,185 1,158,019 3,559,810
8,019,887 455,100 12,351
0 660,000 0
2,500,000 7,300,000 2,500,000 200,000
0 0 0 5,791,647
$ 34,840,927 $ 95,440,646 $ 47,121,030 $ 34,511,131 $
0 0 0 0
$ 34,840,927 $ 95,440,646 $ 47,121,030 $ 34,511,131 $
1,000,000
4,000,000
1,250,000
925,000
0
0
0
1,500,000
0
0
$ 7,175,000 $ 1,500,000 $ 0 $
$ 42,015,927 $ 96,940,646 $ 47,121,030 $
0 8,204,100
0 12,148,672
0 330,000
0 12,148,672
0 0
21,939,772 $
56,450,903 $
0
0
3,572,161
-3,572,161
0
0
0
0
0
0
0
0
98
2010 2010 2010 2010
AVAILABLE PERSONNEL SERVICE/ CAPITAL
FINANCING SUPPLIES
2010 TOTAL
APPRO-
PRIATIONS
$ 77,706,350 $ 48,429,731 $ 24,180,953 $ 111,811 $ 72,722,495
40,404,938
25,891,500
675,000
27,018,108
6,000,000
9,251,014
9,387,338
860,000
12,500,000
9,336,413
15,618,500
0
0
0
5,931,209
4,238,185
0
0
18,213,927
8,618,000
435,000
7,400,000
6,000,000
2,519,805
4,249,153
660,000
2010
ENDING
BALANCE
$ 4,983,855
0 27,550,340 12,854,598
255,000 24,491,500 1,400,000
0 435,000 240,000
0 7,400,000 19,618,108
0 6,000,000 0
0 8,451,014 800,000
0 8,487,338 900,000
0 660,000 200,000
0 10, 000, 000 10, 000, 000
5,791,647 4,393,072 1,388,575 10,000
$ 215,485,895 $ 87,947,110 $ 73,665,413 $ 10,376,811
-3,572,161 0 -3,572,161 0
$ 211,913,734 $ 87,947,110 $ 70,093,252 $ 10,376,811
9,204,100 0 8,189,100
16,148,672 0 12,148,672
3,080,000 0 1,830,000
2,182,000 158,837 1,033,623
0 0 0
$ 30,614,772 $ 158,837 $ 23,201,395 $
$ 242,528,506 $ 88,105,947 $ 93,294,647 $
5,791,647
$171,989,334 $
-3,572,161
$168,417,173 $
15,000 8,204,100
0 12,148,672
0 1,830,000
314,540 1,507,000
0 0
329,540 $ 23,689,772 $
10,706,351 $192,106,945 $
2,500,000
0
43,496,561
0
43,496,561
1,000,000
4,000,000
1,250,000
675,000
0
6,925,000
50,421,561
99
2009 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2400
5000
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Emergency Reserve
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
ENTERPRISE FUNDS:
5000 Paramedic Services
GROSS TOTALS
INTERFUND TRANSFER
NET TOTALS
INTERNAL SERVICE FUNDS:
6000
6200
6300
6400
6500
Motor Pool Operating
Health Insurance
Insurance
Phone Services
Weld Finance Corp
NET TOTALS - I S FUNDS
GROSS TOTALS - ALL FUNDS
2009 2009 2009 2009 2009
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
BALANCE TAXES REVENUE REVENUE TRANSFER
$ 10,645,617 $ 54,012,194 $ 3,185,143 $ 15,030,871 $
14,285,892
1,066,642
239,991
7,450,927
5,000,000
785,805
972,878
228,694
7,354,938
5,775,000
0
0
0
0
0
0
13,240,000
19,653,417
420,009
0
0
3,064,405
13,803,005
0
0
10,343,050 0
0 0
5,000 0
0 0
1,000,000 0
1,146,850 3,915,471
590,610 12,351
660,000 0
0 8,000,000 2,500,000 400,000
0
0 0 38,400 8,559,799 0
$ 40,676,446 $ 75,142,132 $ 55,904,379 $ 37,736,180 $ 3,927,822
0 0 0 0 -3,927,822
$ 40,676,446 $ 75,142,132 $ 55,904,379 $ 37,736,180 $ 0
898,283
3,602,862
0
926,723
0
$ 5,427,868
$ 46,104,314
0
0
1,500,000
0
0
$ 1,500,000
$ 76,642,132
$
$
0 8,516,500
0 10,530,000
0 1,580,000
0 1,378,982
0 0
0
55,904,379
$ 22,005,482
$ 59,741,662
$
$
0
0
0
0
0
0
0
100
2009
AVAILABLE
FINANCING
2009
PERSONNEL
2009
SERVICE/
SUPPLIES
$ 82,873,825 $ 44,429,407 $ 34,304,619 $
45,223,880 8,604,690 23,269,190
26,495,059 15,180,500 9,659,559
665,000 0 425,000
7,450,927 0 1,000,000
6,000,000 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
$ 213,386,959 $
-3,927,822
$ 209,459,137 $
9,414,783
14,132,862
3,080,000
2,305,705
0
$ 28,933,350 $
$ 238,392,487 $
0
2009
CAPITAL
2009 TOTAL
APPRO-
PRIATIONS
1,139,799 $ 79,873,825
2009
ENDING
BALANCE
$ 3,000,000
0 31,873,880 13,350,000
255,000 25,095,059 1,400,000
0 425,000 240,000
0 1,000,000 6,450,927
0 0 6,000,000
0 8,112,531 800,000
0 14,478,844 900,000
0 688,694 200,000
0 8,400,000 8,400,000
4,310,174 4,038,025 8,598,199
86,045,621 $ 82,455,612 $ $178,546,032 $
0 -3,927,822 -3,927,822
86,045,621 $ 78,527,790 $ $174,618,210 $
250,000
10,044,799
0
10,044,799
0 8,414,783 0 8,414,783
0 10,132, 862 0 10,132, 862
0 1,830,000 0 1,830,000
158,837 971,868 250,000 1,380,705
0 0 0 0
158,837 $ 21,349,513 $ 250,000 $ 21,758,350 $
86,204,458 $ 98,877,303 $10,294,799 $196,376,560 $
2,500,000
0
34,840,927
0
34,840,927
1,000,000
4,000,000
1,250,000
925,000
0
7,175,000
42,015,927
101
2008 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2400
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Emergency Reserve
Health Department
Human Services
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
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
0
$ 39,487,209
0
$ 39,487,209
1,461,784
3,533,618
0
1,320,020
0
$ 6,315,422
$ 45,802,631
5,993,871
2008
INTERGOV'T
REVENUE
$ 4,375,301
11,416,258
18,345,008
430,795
0
0
3,383,343
13,648,357
0
1,690,518
2008
OTHER
REVENUE
2008
INTERFUND
TRANSFER
$ 24,617,944 $
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
1,892,015
0
0 77,120 7,600,608 0
$ 72,713,762 $ 53,366,700 $ 44,474,527 $ 3,764,085
0 0 0 -3,764,085
$ 72,713,762 $ 53,366,700 $ 44,474,527 $ 0
0
0
1,500,000
0
0
$ 1,500,000
$ 74,213,762
0
0
0
0
0
$ 0
$ 53,366,700
8,118,602
7,952,493
995,544
1,332,868
0
$ 18,399,507 $
$ 62,874,034 $
0
0
0
0
0
0
0
102
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
26,444,465
636,659
7,452,261
5,000,000
8,794,010
15,264,208
1,601,625
9,849,194
7,677,728
$ 213,806,283 $
-3,764,085
$ 210,042,198 $
9,580,386
11,486,111
2,495,544
2,652,888
0
$ 26,214,929 $
$ 236,257,127 $
8,511,740 21,258,555
13, 994, 605 11,169, 013
0 396,668
0 1,334
0 0
5,698,359 2,309,846
6,802,008 7,489,322
0 1,372,931
0
4,142,635
81,685,890 $
0
81,685,890 $
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
3,285,093 250,000
80,263,643 $ 11,180,304
-3,764,085 0
76,499,558 $ 11,180,304
0 8,682,103
0 7,883,249
0 2,495,544
166,703 995,851
0 0
166,703 $ 20,056,747
81,852,593 $ 96,556,305
563,611
0
$ 563,611 $ 20,787,061 $
$ 11,743,915 $ 190,152,813 $
7,677,728
$173,129,837 $
-3,764,085
$169,365,752 $
0 8,682,103
0 7,883,249
0 2,495,544
1,726,165
0
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
103
GOVERNMENTAL FUNDS
2008 - 2010
Summary of Estimated Financial Sources and Uses
REVENUES
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
ACTUAL PROJECTED
2008 2009
$ 80,182,212
2,089,925
53,289,580
10,571,062
7,845,617
8,898,865
$ 82,717,959
1,993,900
55,865,979
6,293,556
7,462,500
4,850,598
$162,877,261 $159,184,492
$ 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
$ 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
- 5,835,519
40,676,446
34,840,927
0
BUDGET
2010
$103,470,646
1,860,400
47,121,030
6,285,729
7,412,000
5,131,355
$171,281,160
$ 27,353,420
38,414,905
29,686,307
33,113,514
8,648,349
938,147
1,070,884
10,000,000
13,400,000
$ 162,625,526
8,655,634
34,840,927
43,496,561
13,400,000
$ 34,840,927 $ 56,896,561
104
PROPRIETARY FUNDS
2008 - 2010
Summary of Estimated Financial Sources and Uses
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
ACTUAL
2008
$ 1,500,000
77,120
7,600,608
18,399,507
$ 27,577,235
$ 7,677,728
8,682,103
7,883,249
2,495, 544
1,726, 165
0
$ 28,464,789
- 887,554
6,315,422
5,427,868
0
PROJECTED
2009
$ 1,500,000
38,400
8,559,799
22,005,482
BUDGET
2010
$ 1,500,000
0
5,791,647
21,939,772
$ 32,103,681 $ 29,231,419
$ 8,598,199
8,414,783
10,132,862
1,830,000
1,380,705
0
$ 30,356,549
1,747,132
5,427,868
7,175,000
0
$ 5,791,647
8,204,100
12,148,672
1,830,000
1,507,000
0
$ 29,481,419
- 250,000
7,175,000
6,925,000
0
55---1-427-8-6-8 $ 7,175,000 $ 6,925,000
105
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:
Class
Total Real
Total Personal
Percent of Value
Real
Personal
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
2008
$ 3,780,454.010
$ 785,369,430
2008
83%
17%
N
C
C
Assessed Value
Value Changes 2008-2009
3500
3000
2500
2000
1500
1000
500
ocr vs ,ssik1/4 o -
O2008 •2009
2009 Final Assd Value
$ 114,462,060
$ 1,147,417,980
$ 703,405,460
$ 281, 991, 090
$ 100, 747, 790
$ 15, 959, 790
$ 2, 868, 304, 890
$ 538, 504, 800
Change $
$ (11,146, 940)
$ (110,956,810)
$ 48,447,660
$ 65,776,180
$ 2,872,830
$ 962,870
$ 1,158, 307, 730
$ 50, 706, 900
$ 5,770,793,860 $ 1,204,970,420
$ (1,890,844)
$ 5, 768, 903, 016 $ 1, 207, 957, 286
2009 Final Assd Value Change $
$ 4,904,316,570 $ 1,123,862,560
$ 866,477,290 $ 81,107,860
2009
85%
15%
Change %
-9%
-9%
7%
30%
3%
6%
68%
10%
26.4%
26.5%
Change %
30%
10%
Change %
2%
-2%
Weld Assd Value By Type
2009
Total
Personal
15%
Total R
85%
106
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
$ 739,143 $ 243,920 $ 983,063
0 6,479 6,479
(1,558,161) 570,379 (987,782)
1,651,555 107,483 1,759,038
(1,798,513) 0 (1,798,513)
2,230,357 361,433 2,591,790
51,741 9,789 61,530
4,445,552 559,660 5,005,212
1,296,288 1,698,895 2,995,183
633,240 107,028 740,268
259,050 67,463 326,513
$ 7,950,252 $ 3,732,528 $ 11,682,780
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL
CENTENNIAL JAIL
CONTRACT JAIL SPACE
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
$ 16,666,805 $ 1,526,728 $ 18,193,533
1,679,992 420,629 2,100,621
0 0 0
0 37,350 37,350
6,166,333 966,261 7,132,594
12,351 672,043 684,394
3,051,901 704,928 3,756,829
$ 27,577,382 $ 4,327,940 $ 31,905,322
CRITICAL -- NON -MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $ 850,376 $ 2,351 $ 852,727
CRIME LAB 170,024 52,010 222,034
POLICE SERVICES (LEVEL) 6,668,601 135,959 6,804,560
SHERIFF CONTRACT SERVICES (31,255) 0 (31,255)
COMMUNICATIONS -COUNTY -WIDE 1,384,694 0 1,384,694
COMMUNICATION SYSTEM DEVEL 20,000 0 20,000
OFFICE EMERGENCY SERVICES 107,925 32,202 140,127
DRUG TASK FORCE 165,260 1,100 166,360
TRAFFIC ENFORCEMENT 631,021 18,832 649,853
TOTAL $ 9,966,646 $ 242,455 $ 10,209,101
107
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
PRE-TRIAL SERVICES
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
$157,645
1,176,634
366,995
501,530
324,630
65,922
1,974
171,000
69,327
58,945
39,206
10,625
297,819
21,396
54,395
0
11,367
89,250
7,025
126,071
14,905
32,000
91,500
478,821
0
$ 198,773
489,685
9,550
43,279
170,611
7,239
18,580
0
7,626
2,367
0
0
23,379
12,079
0
0
12,715
0
0
22,628
0
0
0
0
0
$ 356,418
1,666,319
376,545
544,809
495,241
73,161
20,554
171,000
76,953
61,312
39,206
10,625
321,198
33,475
54,395
0
24,082
89,250
7,025
148,699
14,905
32,000
91,500
478,821
0
$4,168,982
$1,018,510 $5,187,492
$ $
$ 7,354,938
2,135,967
$ 9,490,905
$
$ _
1,411,901 $ 8,766,839
54,893 2,190,860
1,466,794 $ 10,957,699
$ - $
8,000,000
$ 8,000,000 $ - $ 8,000,000
- $
0 8,000,000
$ 721,219
4,873,646
480,527
629,778
149,740
578,256
0
1,500,000
512,500
0
3,166,488
57,455
$ 12,669,609 $ (12,669,609) $
$ (721,219) $
(4,873,646)
(480,527)
(629,778)
(149,740)
(578,256)
0
(1,500,000)
(512,500)
0
(3,166,488)
(57,455)
0
0
0
0
0
0
0
0
0
0
0
108
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 2008 ALLOCATED COSTS
APPLICABLE FOR 2010
DEPARTMENT TOTAL ALLOCATED
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
$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.
109
SEVEN YEAR TREND
Beginning Fund Balance
F-
N
a)
r
a
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
O
to
r
O
M
C)
M
0
O
O
0
v
M
O
0
zz
/1
03
N
t
2004 2005
A -
M
2006
et-
2007 2008
te
N
r Z
2009 2010
I
SEVEN YEAR TREND
County Expenditures
$60
$50
$40
cn
O $30
J
2
$20
$10
$0
33
6
7
6
■Gen Gov
o Public Safety
o Roads & Bridges
o Health/Human Srv/Soc Sry
37
27
2
.1C
30
2
92
ivey
3:
2,.
35.
5.1,57
38
2,9„6
5 96
527
38 7
2
41
r
2004 2005 2006 2007 2008 2009 2010
111
WELD COUNTY HOME RULE GOVERNMENT
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Extension Director
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112
SUMMARY OF
COUNTY FUNDED POSITIONS
2010
DEPARTMENT
LAST
ACTUAL
YEAR
2008
CURRENT
YEAR
2009
REQUEST
BUDGET
2010
FINAL
BUDGET
2010
CURRENT TO
FINAL
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
10.000
- 3.000
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
27.000
27.000
27.000
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
203.800
+ 3.200
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
113
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
11.000
- 1.000
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
9.000
9.000
9.000
Justice Services
0.000
0.000
6.000
6.000
+ 6.000
Extension Service
10.750
10.750
10.080
12.080
+ 1.330
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
664.150
655.105
655.305
- 8 845
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
114
DEPARTMENT
LAST
ACTUAL
YEAR
2008
CURRENT
YEAR
2009
REQUEST
BUDGET
2010
RECOMMEND
BUDGET
2010
CURRENT TO
RECOMMEND
CHANGE
HEALTH DEP'T 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
25.250
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 DEP'T FUND
92.100
93.100
89 41Q
90.410
- 2.690
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
1,210.250
1,197.515
1,198.715
-11.535
115
is tar.
hiDe
COLORADO
116
GENERAL FUND
Revenue Changes
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
O2009
O2010
f
n
�5 •by •
*0 .�y y 0y # oe
tea+ oJ� e� •e�F �.,c� .ti�� e `,sO
rot Po e��� y�Q Co ode ���� a��
Q� 0 J ye kot <C go t
ie `4o b y \e sep 0� '. e
0'• dG �'
Gte
2010 Revenue
Total $77,706,350 (2009 $76,978,208)
Property Tax,
$54,052,194, 70%
Fund Balance,
$3,000,000, 4%
Miscellaneous,
$4,888,019, 6%
Other Taxes, $100,000,
Ooin
Fee Accounts,
$7,312,000, 9%
Intergovernmental,
$3,347,791, 4%
Licenses/Permits,
$1,145,000, 2%
Charges for Services,
$3,437,236, 4%
Fines/Forfeitures,
$424,110. 1%
117
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
■ 2009
O2O1O
Public Safety General Gov. Health & Human Serv. Misc. Auxilary Public Works Culture/Rec.
Welfare
2010 Expenditures
Total $72,722,495 (2009 $74,277,342)
General Gov.,
$27,353,420, 38%
Public Safety,
$38,414,905, 53%
Health & Welfare,
$3,222,901, 4%
Human Serv., $173,362,
0%
Misc., $523,867, 1%
Auxilary, $394,926, 0%
Public Works,
$2,135,967, 3%
Culture/Rec.,
$503,147, 1%
118
SEVEN YEAR TREND
General Government
$30
$25
$20
$10
$5
$0
F-1
2004
2005
I
4
i
2006 2007
2008 2009 2010
SEVEN YEAR TREND
Public Safety
$45
$40
$35
$30
$25
cn
_O
J
J
2 $20
$15
$10
$5
$0
r
i
i
r
2004 2005 2006 2007 2008
r
2009
2010
120
SEVEN YEAR TREND
Health & Welfare
$60
$50
$40
cn
$30
J_
$20
$10
$0
2004
2005
2006
2007
2008
2010
2009
ij1
GENERAL FUND SUMMARY
The General Fund is funded at the level of $72,722,495, down $1,554,847. The budget for the
general government functions is only up $97,999, 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 $207,015 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 $232,650. 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. One SO Deputy II
position was eliminated in the Traffic Enforcement unit. 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 nine 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 $137,589 by the elimination of two client manager
positions in the Work Release Program and one inmate work crew supervisor. 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 19'" 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 $215,802, primarily due to the new
funding formula and E911 picking up overtime costs and tower maintenance.
122
Other significant changes include Engineering which is down $353,260 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
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 $77,706,350 compared to $76,978,208 in
2009, up $728,142. 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 $189,110 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
$250,000 due to slowing motor vehicle sales and slowdown in recording fees from new
construction and mortgage refinancing activities. Recovery of indirect costs to grant programs
is up $67,935. 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 $4,983,855 is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. In addition to the regular Contingency
Fund is the Emergency Reserve Fund, amounting to $6,000,000, as required under the TABOR
Amendment, which passed in 1992. This fund balance amount is consistent with the
anticipated ending fund balances for the last few years. It is prudent fiscal management for
Weld County to maintain an anticipated fund balance of this level to respond to unforeseen
needs of the citizens of Weld County in 2010 and future years.
123
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 LICESES 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
116008 24220 4340 GRANTS
116009 24220 4340 GRANTS
116509 24220 4340 GRANTS
1000 96400 4340 GRANTS
1000 90100 4352 THORNTON
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY
1000 21200 4354 CITIES AND TOWNS
1000 21300 4354 CITIES ANDTOWNS
1000 24410 4354 CITIES ANDTOWNS
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
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
2009 2010 2010 2010
Budget Request Recommend Final
54,012,194 54,052,194 54,052,194 54,052,194
100,000 100,000 100,000 100,000
54,112,194 54,152,194 54,152,194 54,152,194
5,000
350,000
500,000
90,000
200,000
1,145,000
5,000
350,000
500,000
90,000
200,000
1,145,000
5,000 5,000
350,000 350,000
500,000 500,000
90,000 90,000
200,000 200,000
1,145,000 1,145,000
1,750 2,000 2,000 2,000
60,000 60,000 60,000 60,000
15,000 15,000 15,000 15,000
20,000 20,000 20,000 20,000
123,497 100,090 100,090 100,090
63,934 57,085 57,085 57,085
165,276 187,334 187,334 187,334
35,418 35,418 35,418 35,418
91,300 107,383 107,383 107,383
14,947 14,972 14,972 14,972
143,000 153,000 153,000 153,000
74,268 74,268 74,268 74,268
77,740 77,740 77,740 77,740
1,943,523 0 0 0
0 1,943,523 1,943,523 1,943,523
0 104,878 104,878 104,878
2,400 2,400 2,400 2,400
29,890 29,890 29,890 29,890
0 0 0 8,570
0 31,040 31,040 31,040
8,200 8,200 8,200 8,200
315,000 315,000 315,000 315,000
3,185,143 3,339,221 3,339,221 3,347,791
3,000 3,000 3,000 3,000
57,120 50,941 50,941 50,941
230,000 100,000 100,000 100,000
50,000 40,000 40,000 40,000
366,863 422,500 422,500 422,500
20,000 20,000 20,000 20,000
250,859 300,000 300,000 300,000
60,000 145,287 145,287 145,287
305,696 317,260 317,260 317,260
561,733 648,173 648,173 648,173
319,000 329,200 329,200 329,200
915,000 892,000 892,000 892,000
10,000 10,000 10,000 10,000
1,375 1,375 1,375 1,375
26,500 28,500 28,500 28,500
10,000 10,000 10,000 10,000
65,000 80,000 80,000 80,000
5,000 5,000 5,000 5,000
30,000 34,000 34,000 34,000
3,287,146 3,437,236 3,437,236 3,437,236
115,000
50,000
165,000
70,000
165,000 397,110
70,000 27,000
235,000 424,110
165,000
235,000
124
GENERAL FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
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
125
2009 2010 2010 2010
Budget Request Recommend Final
3,200,000 2,393,000 2,393,000 2,393,000
56,200 56,200 56,200 56,200
70,000 369,136 369,136 369,136
575,000 750,000 750,000 750,000
789,265 990,000 990,000 857,200
45,000 45,000 45,000 45,000
117,960 115,383 115,383 115,383
47,100 51,400 51,400 51,400
700 700 700 700
250,000 250,000 250,000 250,000
20,000 0 0 0
5,171,225 5,020,819 5,020,819 4,888,019
50,000 50,000 50,000 50,000
200,000 200,000 200,000 200,000
4,400,000 4,000,000 4,000,000 4,150,000
2,200,000 2,600,000 2,600,000 2,600,000
65,000 65,000 65,000 65,000
2,500 2,000 2,000 2,000
195,000 195,000 195,000 195,000
50,000 50,000 50,000 50,000
7,162,500 7,162,000 7,162,000 7,312,000
74,228,208 74.491,470 74.491.470 74,706,350
GENERAL FUND
SUMMARY OF EXPENDITURES
2010
2009 2010 2010 2010
Fund Org Expenditure Function Budget Request Recommend Final
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 691,187 690,487 690,487 739,143
1000 10200 COUNTY ATTORNEY 753,399 704,073 704,073 724,219
1000 10400 CLERK TO THE BOARD 327,286 316,470 316,470 309,991
1000 11100 COUNTY CLERK 834,780 839,814 839,814 839,814
1000 11200 ELECTIONS AND REGISTRATION 1,310,454 1,751,555 1,751,555 1,751,555
1000 11300 MOTOR VEHICLE 1,723,407 1,738,407 1,738,407 1,752,025
1000 12100 TREASURER'S OFFICE 867,617 851,487 851,487 851,487
1000 13100 ASSESSOR 2,520,063 2,305,357 2,305,357 2,305,357
1000 14100 COUNTY COUNCIL 64,871 55,141 55,141 51,741
1000 15100 DISTRICT ATTORNEY 4,768,734 4,728,142 4,728,142 4,728,142
1000 15200 JUVENILE DIVERSION 85,245 78,481 78,481 78,481
1000 15300 VICTIM WITNESS 475,552 485,153 485,153 485,153
1120 15300 VICTIM WITNESS 35,418 35,418 35,418 35,418
1130 15300 VICTIM WITNESS 91,300 107,383 107,383 107,383
114006 15300 VICTIM WITNESS 14,947 14,972 14,972 14,972
1000 15400 WHITE COLLAR CRIME 20,000 0 0 0
1000 16100 FINANCE 288,565 470,528 470,528 480,527
1000 16200 ACCOUNTING 608,499 608,499 608,499 629,778
1000 16300 PURCHASING 144,485 144,485 144,485 149,740
1000 16400 PERSONNEL 763,442 563,256 563,256 578,256
1000 16500 TRANSPORTATION 657,197 712,667 712,667 733,145
1000 17100 PLANNING OFFICE 1,569,064 1,428,803 1,428,803 1,428,803
1000 17200 BUILDINGS AND GROUNDS 5,080,661 4,823,722 4,823,722 4,873,646
1000 17300 INFORMATION SERVICES 2,901,000 3,166,488 3,166,488 3,166,488
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 259,178 146,701 146,701 146,701
1000 17500 CAPITAL IMPROVEMENTANDACQUISITION 50,000 0 0 0
1000 17600 PRINTING AND SUPPLY 349,070 391,455 391,455 391,455
TOTAL GENERAL GOVERNMENT 27,255,421 27,158,944 27,158,944 27,353,420
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 1,421,581 1,416,581 1,416,581 1,441,575
1000 21200 SHERIFF'S OPERATIONS 7,228,984 7,043,565 7,043,565 7,061,901
1000 21210 TRAFFIC CONTROL 1,117,476 1,005,050 857,610 1,043,131
1000 21220 MUNICIPAL CONTRACT SERVICES 539,063 616,918 616,918 616,918
1000 21230 ORDINANCE 88 ENFORCEMENT 460,029 440,066 440,066 451,995
1000 21260 REGIONAL LAB 308,275 303,120 303,120 285,407
1000 21300 VICTIM ADVOCATES 149,022 148,022 148,022 136,863
1000 21410 DRUG TASK FORCE 165,260 165,260 165,260 165,260
1000 22100 COMMUNICATIONS SERVICE 1,656,696 1,502,506 1,502,506 1,440,894
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 20,000 20,000 20,000 20,000
1000 22400 CRIMIAL JUSTICE SYSTEM 815,705 858,111 858,111 850,376
1000 23200 COUNTY CORONER 633,940 633,940 633,940 633,940
1000 24100 JUSTICE SERVICES 0 478,821 478,821 478,821
1000 24200 COMMUNITY CORRECTIONS 170,287 77,740 77,740 77,740
116008 24220 THE RESTITUTION CENTER 1,943,523 0 0 0
116009 24220 THE RESTITUTION CENTER 0 1,943,523 1,943,523 1,943,523
116509 24220 THE RESTITUTION CENTER 0 104,878 104,878 104,878
1000 24410 NORTH JAIL COMPLEX 17,018,137 17,606,894 17,606,894 17,526,005
1000 24420 CENTENNIAL JAIL 3,210,795 2,643,339 2,643,339 2,571,992
1000 25100 BUILDING INSPECTION 894,457 880,526 880,526 892,831
1000 26100 WEED AND PEST 762,877 511,530 511,530 511,530
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 158,973 158,759 158,759 159,325
TOTAL PUBLIC SAFETY 38,675,080 38,559,149 38,411,709 38,414,905
PUBLIC WORKS
1000 31100 ENGINEERING
126
2,489,227 2,235,967 2,235,967 2,135,967
GENERAL FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
CULTURE AND RECURATION
1000 50100 MISSILE PARK
1000 50200 PARKS AND TRAILS
1000 56100 AIRPORT
TOTAL RECURATION
1000 56110
1000 56120
1000 56130
1000 56140
1000 56150
1000 56160
HEALTH AND WELFARE
SENIOR PROGRAMS
WASTE WATER
DEVELOPMENTALLY DISABLED
MENTAL HEALTH
A KID'S PLACE
COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
1000 60200 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
127
2009 2010 2010 2010
Budget Request Recommend Final
72,081 68,681 68,681 70,702
32,000 32,000 32,000 32,000
15,000 1,974 1,974 1,974
119,081 102,655 102,655 104,676
12,500 12,500 10,625 10,625
11,367 11,367 11,367 11,367
46,125 172,225 39,206 39,206
104,599 111,000 111,000 171,000
8,750 7,025 7,025 7,025
3,852,822 3,064,252 3,064,252 3,064,252
4,036,163 3,378,369 3,243,475 3,303,475
105,000 105,000 89,250 89,250
606,000 512,500 512,500 512,500
103,530 123,030 14,905 14,905
400,500 324,630 324,630 324,630
318,945 308,945 308,945 308,945
68,395 67,757 67,757 68,322
100,000 91,500 91,500 91,500
0 153,371 153,371 0
1,597,370 1,581,733
1,473,608 1,320,802
74,277,342 73,121,817 72,715.608 72,722,495
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
FINAL NEXT
FY
Personnel Services
$ 570,514
$ 566,837
$ 566,837
$ 615,493
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
$ 739,143
Revenue
0
0
0
0
Net County Cost
$ 683,549
$ 691,187
$ 690,487
$ 739,143
Budgeted Positions
6
6
6
6
SUMMARY OF CHANGES: Other purchased services were reduced by $700. No other
changes. Final budget adjustments include an increase in salaries of $ 48,656.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
128
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
Efficiency Measures
ACTUAL ESTIMATED PROJECTED
0.246 0.225
$2.93 $2.76
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%
129
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
county regulations. 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
FINAL NEXT
FY
Personnel Services
$ 545,196
$ 569,094
$ 569,094
$ 589,240
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
$ 724,219
Revenue
8,548
3,000
3,000
3,000
Net County Cost
$ 638,545
$ 750,399
$ 701,073
$ 721,219
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. Final budget adjustments include an increase in salaries of $20,146.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
130
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
Work Out. uts
ACTUAL ESTIMATED PROJECTED
for legal assistance 425
cases 53
77
450 450
55 55
115 120
0.164 0.149
$2.74 $2.69
185 185
# of new requests
# of new mental health
# 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
ES3-1: Efficient
and effective legal
representation of
Weld County
Client satisfaction of elected officials and
department heads
N/A
95%
99%
131
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as
prescribed in 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
FINAL 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: Approved as recommended.
132
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
133
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
FINAL NEXT
FY
Personnel Services
$ 272,909
$ 311,897
$ 301,081
$ 294,602
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
$ 309,991
Revenue
60,948
57,120
50,941
50,941
Net County Cost
$ 253,241
$ 270,166
$ 265,529
$ 259,050
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. Final budget adjustments include a decrease in salaries of $6,479.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
134
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
$0.97
$1154.47
Goal ES4: To improve service, increase efficiency and provide greater information access and exchange
between the Count Commissioners and the citizens of Weld County.
DESIRED
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%
135
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL 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
4,150,000
Net County Cost
$ -3,475,621
$ -3565,220
$ -3,160,186
$ -3,310,186
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: Revenues from Clerk and Recorder fees were increased by $150,000 in
the final budget due to portions of the county being included in the State Air Quality Attainment
Area beginning in 2010. A seventy cent fee is paid for each licensed vehicle in the area that the
county retains. No other changes were made to the budget.
136
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 71,138 69,266 76,193
Number of copies produced 647,273 628,032 690,835
Number of marriage licenses issued 1,633 1,392 1,531
Efficiency Measures
FTE's per 10,000/capita — Recording 0.56 0.53 0.43
Per capita contribution $3.53 $3.43 $3.13
Number of documents recorded per FTE 7,144 6,927 7,619
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.
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
137
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
FINAL 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: Approved as recommended.
138
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
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership
tax, sales tax, and files chattel mortgages on motor vehicles, processes title applications,
maintains files on all titles and license plates issued in Weld County, and provides law
enforcement agencies with vehicle registration information.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 1,524,398
$ 1,567,166
$ 1,567,166
$ 1,580,784
Supplies
12,451
15,720
15,720
15,720
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
$ 1,752,025
Revenue
0
0
0
0
Net County Cost
$ 1,684,354
$ 1,723,407
$ 1,738,407
$ 1,752,025
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. Final budget adjustments include an increase in salaries of
$13,618.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
140
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
Work Out. uts
issued
OFFICE: Number
licenses issued
OFFICE: Number of
issued
ACTUAL ESTIMATED PROJECTED
493,544 479,330 527,263
172 108 119
258 202 222
1.37 1.31 1.19
$7.22 $7.07 $6.54
15,423 14,979 16,477
Number of titles/registrations
FORT LUPTON BRANCH
of marriage
DEL CAMINO BRANCH
marriage licenses
Efficiency Measures
FTE'S per 10,000/capita — DMV
Per capita cost
Number of titles/registrations issued per FTE
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
1
4
15
4
4
15
4
4
15
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TREASURER
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits county funds in banks in the county,
and invests reserve funds as allowed by statute and approved by the Board of Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL 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: Approved as recommended.
142
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%
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100
DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and
personal property in Weld County; maintains accurate public records, including ownership
history, parcel values and parcel maps; completes appraisals of all real and personal property
using statutory mandates and mass appraisal techniques; completes statutory reports and
certifications for Weld County taxing authorities for use in the property tax system; and
completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL 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: Approved as recommended.
144
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 101° 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%
145
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
FINAL NEXT
FY
Personnel Services
$ 10,210
$ 21,001
$ 21,001
$ 17,601
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
$ 51,741
Revenue
0
0
0
0
Net County Cost
$ 13,756
$ 64,871
$ 55,141
$ 51,741
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. Final budget adjustments include a decrease
in salaries of $3,400.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
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 $0.193
146
SEVEN YEAR TREND
District Attorney
6
5
4
U)
z
O 3
2
2
1
0
2004
2005
2006 2007
2008
2009 2010
147
SEVEN YEAR TREND
District Attorney Local Cost
5
4.5
4
3.5
3
z
0 2.5
J_
2
1.5
1
0.5
0
2004
2005
2006
2007
i
2008
i
2009
i
2010
148
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
FINAL 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: Approved as recommended, including the position upgrade and the
replacement vehicle.
149
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
PSDAI-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
PSDAI-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
150
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
151
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
FINAL 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
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: Board approved the budget as recommended, including the reduction of
the hours for the interpreter. The program continues to be funded at the state level. In the
event the state reduces funding, the District Attorney and Board have agreed to revisit the
program and funding level.
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: 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
FINAL 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: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of budget unit 1000-15100.
153
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: White Collar Crimp 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
FINAL 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: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney
goals at the end of budget unit 1000-15100.
154
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
FINAL NEXT
FY
Personnel Services
$ 308,885
$ 279,855
$ 461,818
$ 471,817
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
$ 480,527
Revenue
0
0
0
0
Net County Cost
$ 312,745
$ 288,565
$ 470,528
$ 480,527
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. Final budget adjustments include an increase in salaries of $9,999.
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: Board approved the transfer of the Director of Administrative Services to
become the Director of Finance and Administration. The part-time position of Director, Budget
and Management Analysis (Grade 98) was created and approved by the Board.
155
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
$1.79
Goal ESIO: Ensure the financial viability of the County throu. h sound financial management practices.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES10-1: Sound
asset management
and financial
investment
strategies
Number of audit exceptions
Return on investments
1
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 ES11: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES11-1:
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%
156
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
FINAL NEXT
FY
Personnel Services
$ 466,397
$ 475,299
$ 475,299
$ 496,578
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
$ 629,778
Revenue
0
0
0
0
Net County Cost
$ 676,167
$ 608,499
$ 608,499
$ 629,778
Budgeted Positions
6.5
6.5
6.5
6.5
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of
$21,279.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
157
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
Per capita cost (county support) $2.90 $2.50 $2.38
Account Payable warrants per week per
A/P FTE
Employees paid monthly per Payroll FTE 1,449 1,450
283
269
200
.278 .267 .243
300
1,500
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES12-l:
Compliance with
financial laws and
generally accepted
accounting
principles, etc.
Government Financial Officers
Association awards
Complete submission of CAFR to
required agencies by July h`
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
158
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300
DEPARTMENT DESCRIPTION: This Department is responsible for all purchases whether by
formal bid, telephone proposal, or quotation; maintains vendor bid list for all types of bidding;
and seeks approval from the Board of County Commissioners on all bids.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 133,266
$ 137,041
$ 137,041
$ 142,296
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
$ 149,740
Revenue
0
0
0
0
Net County Cost
$ 141,107
$ 144,485
$ 144,485
$ 149,740
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: Line items have been reallocated to match expenditure patterns.
Final budget adjustments include an increase in salaries of $5,255.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
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
$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
$0.559
$115.00
159
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
ES13-l:
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
ES 13-2: 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
ES 13-3: "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
160
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
FINAL 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
70,150
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 760,635
$ 763,442
$ 563,256
$ 578,256
Revenue
0
0
0
0
Net County Cost
$ 760,635
$ 763,442
$ 563,256
$ 578,256
Budgeted Positions
6
6
5
5
SUMMARY OF CHANGES: The budge 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: The Board approved $15,000 to fund an intern under the Department of
Local Affairs Best and Brightest Program. The Board approved the recommended transfer of
the Director of Administrative Services to Finance and Administration. No other changes.
161
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 $2.16
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 ES14: Attract, develop and retain an effective diverse and dedicated team of employees.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES14-I: 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 %
162
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.
163
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
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 393,597
$ 414,075
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
$ 733,145
Revenue
0
509,863
575,500
575,500
Net County Cost
$ 0
$ 147,334
$ 137,167
$ 157,645
Budgeted Positions
0
9.0
9.0
9.0
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 $414,075 fund
9.0 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 $157,645.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Final budget adjustments include an increase in salaries of $20,478. No
other changes.
164
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
$0.588
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
T I-1: 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%
165
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
FINAL NEXT
FY
Personnel Services
$ 1,047,129
$ 1,018,802
$ 850,033
$ 703,681
Supplies
30,096
30,200
25,400
25,400
Purchased Services
599,900
610,111
643,419
789,771
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
10
SUMMARY OF CHANGES: The Board eliminated a GIS/Planning Tech position in Apnl, 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. A Planner II position has been upgraded to Planner III.
Due to drop in activity there were reductions made in supplies ($5,237), postage ($2,000),
printing ($1,315), 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: In the final budget the Board added a position equivalent to the Director of
Planning Services ($146,352) in the Environmental Planning (Program 5302) that will be
charged back entirely to the Department of Planning Services (Account 1000-17100-6379).
This will maintain the employee's continuity in PERA. Personnel Services in this budget will be
reduced by the same amount. The Director of Planning Services position was eliminated in this
budget. Net dollar impact on this budget is zero. The pre -application fee was not approved by
the Board, so there was no change in revenues. All other items were approved as
recommended.
166
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 Planning 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
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
950 800 960
350 300 376
115 120 110
30 30 30
2 1 2
50 50 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
LUl-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
167
PLANNING AND ZONING
(CONTINUED)
1000-17100
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU1-2: 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
l
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
LU l-4: A well-
informed and
prepared Planning
Commission
Minimum of 3 Planning Commission
training sessions throughout 2010
3
3
3
LI l-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%
LI I-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
168
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/KEY
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
1
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 conceming drill
window management
Ongoing
Ongoing
Ongoing
169
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU3: Develop and maintain fundamental land use tools for use by the Planning Services Department,
the county at large, and Weld County citizens.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
LU3-I: 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
170
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal LU4: Provide consistent, quality, well planned rural and urban planning and development, and
transportation deve opment 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
171
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Buildings and Grounds maintains all county buildings and
grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn
and grounds care, furniture moves, snow removal, etc. This Department performs cleaning
tasks in 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
FINAL NEXT
FY
Personnel Services
$ 1,494,954
$ 1,534,608
$ 1,534,608
$ 1,584,532
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
$ 4,873,646
Revenue
0
0
0
0
Net County Cost
$ 4,630,036
$ 5,080,661
$ 4,823,722
$ 4,873,646
Budgeted Positions
24
27
27
27
SUMMARY OF CHANGES: The budget is down $179,876. In Supplies uniforms and l cothing
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. Final
budget adjustments include an increase in salaries of $49,924. In 2010 the department will
maintain approximately 1,007,459 square feet of buildings at an average cost of $4.84 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: Approved as recommended.
172
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) 475 500
Number of tracked repair work orders 1,500 1,600 1,700
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per square foot
1.16
$19.83
$5.00
1.11
$20.84
$5.26
525
1.01
$18.19
$4.84
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-l: 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%
173
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCF 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
FINAL 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: Approved as recommended. The Board approved the 2010-2014
Information Services Capital Plan, and the IT Governance Board's recommended 2010 IT
projects.
174
INFORMATION SERVICES
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
Work Outputs
Number of Personal
supported
Number of Personal
installed/replaced
Computer systems
Computer systems
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
150
1,095
300
220
218
110
0.9426
$13.58
1,125
300
220
220
110
0.9026
$11.90
220
225
120
0.8580
$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
ES16-1:
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 intemet
175
INFORMATION SERVICES
(CONTINUED)
1000-17300
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ESI6-2:
(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
ES 16-5:
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
176
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
FINAL 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: Approved as recommended.
177
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.
178
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
FINAL 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: Approved as recommended.
179
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to
the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL 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: Approved as recommended.
180
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,400 2,500 2,750
Mail Pieces 640,000 670,000 700,000
Supply Orders 1,400 1,450 1,450
Efficiency Measures
FTE's per 10,000/capita 0.085 0.103 0.102
Per Capita cost (county support) $ - 0.021 $0.280 $0.214
Goal ESI7: Deliver timely, high quality, and cost-effective printing and supply services to County
departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL I ESTIMATED
PROJECTED
ES17-I: User
friendly printing
services to meet
expanding user
needs
98% of users satisfied with quality and
timeliness of services
N/A I 98%
99%
181
SEVEN YEAR TREND
Sheriff's Office Local Costs
$35
$30
$25
$20
U)
z
0
J
-J
2
$15
$10
$5
$0
2004
f
2005
I
2006
2007
I
i
2008 2009
t
2010
182
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL
LAST FY
(2008)
BUDGETED
CURRENT FY
(2009)
REQUESTED
NEXT FY
(2010)
FINAL
NEXT FY
Personnel Services
$ 22,985,548
$ 24,923,924
$24,612,869
$24,657,710
Supplies
1,393,501
880,458
788,967
778,170
Purchased Services
6,359,548
5,901,046
6,008,260
5,887,014
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
$31,460,372
Revenue
3,629,617
3,113,957
3,452,211
3,684,321
Net County Cost
$ 27,282,209
$ 28,663,638
$28,095,363
$27,776,051
Budget Positions
349.75
357.35
359.85
353.05
SUMMARY OF CHANGES: See individual budget units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See individual budget units.
183
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
STRATEGIC AREA: PUBLIC SAFETY
PUBLIC SAFETY BUREAU
Goal PSPSB1:
oriented policing
Adopt progressive solutions to deter crime and reduce the fear of crime unitizing community
methods.
DESIRED
OUTCOME
S
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
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
PSPSB1-2:
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
PSPSB I-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
184
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSBI-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 I-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.
PSPSBI-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.
185
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
PSPSB l-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
PSPSB l-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
PSPSBI-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
PSPSBI-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
186
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
Coal 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
187
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
concerns 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
Sheriffs Office will
become an intricate part
of these communities
assisting them with
emergency planning and
training
That the communities the
Sheriffs 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
188
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 EHS
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 funding 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
189
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)
PSPSB3-1: 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
190
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
191
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 G1A'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 MOD'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
MOU'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
192
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
193
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.
194
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
195
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)
196
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
Goal PSPSB6: Enhance professionalism and promote department excellence.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PSPSB6-1: 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
197
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
PSPSB6-5: Nationally
recognized excellence in
Forensic Laboratory
Services
Support the goal of employees sifting 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
198
SHERIFF'S OFFICE
SUMMARY- ALL DEPARTMENTS
OFFENDER SUPERVISION BUREAU
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 I -l:
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 OSB 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%
199
SHERIFF'S OFFICE
SUMMARY - ALL DEPARTMENTS
OFFENDER SUPERVISION B UREA U
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OSB 1-6: Staff is
well trained and
developing
professionally
100% of officers attending basic training
receive Aims College credits
Staff receive a minimum of 16 hours in-service
training annually
100% of officers have current CPR and First
Aid cards
100% of officers meet PPCT proficiency
standards
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
PS OSB 1-7:
Facility is prepared
for disaster and/or
mass casualty event
Staff are trained in jail vulnerability threat
assessment by June 30 2009
Conduct two tabletop exercises annually
Conduct one full drill annually
None
None
None
100%
100%
50%
100%
100%
100%
PS OSB 1-8:
Provide necessary
and appropriate
technology,
buildings and
equipment to deliver
quality essential
services
Collaborate with Buildings and Grounds to
develop written building and equipment
maintenance schedule by June 30 2009
Repair orders completed within 48 hours
Develop and maintain future 60 month secure
bed need model and distribute to policy makers
every six months
None
50%
None
50%
70%
TBD
100%
90%
TBD
Goal PS OSB 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre -adjudication
options to secure custody.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS OSB 2-1:
Secure county jail
beds are available
for offenders who
are a risk to
community safety,
likely to recidivate
and/or flee the
jurisdiction
Complete snapshot analysis of jail bed
utilization quarterly to identify any change
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
10/2008
95.1%
04/2009
07/2009
10/2009
IN PROGRESS
IN PROGRESS
94.6%
01/2010
04/2010
07/2010
10/2010
96%
200
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%
201
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)
FINAL
NEXT FY
Personnel Services
$ 1,134,799
$ 1,175,298
$ 1,170,298
$ 1,208,382
Supplies
174,077
136,660
136,660
126,613
Purchased Services
90,083
103,623
103,623
100,580
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
$ 1,441,575
Revenue
141,058
60,000
145,287
145,287
Net County Cost
$ 1,258,103
$ 1,361,581
$ 1,271,294
$ 1,296,288
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. Final budget adjustments
include an increase in salaries of $38,084.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: In the final budget, the uniform account was reduced $10,047, tuition was
cut $1,704, and the out-of-town expense account was reduced $1,339. The changes resulted
in a total net decrease of $13,090. The Board concurred with the reductions.
202
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 $ 4.84
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.
203
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
FINAL NEXT
FY
Personnel Services
$ 6,000,318
$ 5,913,473
$ 5,801,792
$ 5,820,128
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
$ 7,061,901
Revenue
438,337
350,696
393,300
393,300
Net County Cost
$ 6,844,199
$ 6,878,288
$ 6,650,265
$ 6,668,601
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). Final budget adjustments include an increase in
salaries of $18,336.
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: Approved as recommended.
204
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Part A Offenses 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 $24.89
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriffs Office Summary page.
205
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
FINAL
NEXT FY
Personnel Services
$ 902,723
$ 899,690
$ 817,943
$ 845,895
Supplies
64,446
83,455
63,455
63,455
Purchased Services
102,004
134,331
123,652
133,781
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,069,173
$ 1,117,476
$ 1,005,050
$ 1,043,131
Revenue
111,833
130,000
180,000
412,110
Net County Cost
$ 957,340
$ 987,476
$ 825,050
$ 631,021
Budget Positions
12
12
11
11
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).
206
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.
BOARD ACTION: The Board approved an increase in the Model Traffic Code citation fine
schedule from 50% of the State schedule to 100% of the State schedule, effective January 1,
2010. With this change and the same level of citation activity in 2010, the traffic fine amount is
estimated to be $397,110. The revenue includes the fines previously deposited by the Courts
into DUI fines erroneously, so in the Non -Departmental budget (1000-90100) the fine account
was reduced by $43,000. The net increase in traffic fines for 2010 will be $189,110. Because
of the added fine revenue the Board approved the funding of the two Deputy positions
($145,594), overtime ($9,540), and the vehicle cost ($30,387) that had been deleted in the
recommended budget. No other changes to the budget were made.
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
$4.10 $4.05
.411
$2.36
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
207
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
FINAL 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 Mead High School.
BOARD ACTION: Approved as recommended.
208
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 Sheriff's Office Summary page.
209
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
FINAL NEXT
FY
Personnel Services
$ 230,275
$ 230,055
$ 230,055
$ 241,984
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
$ 451,995
Revenue
1,235
0
85,000
85,000
Net County Cost
$ 447,172
$ 460,029
$ 355,066
$ 366,995
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). Final budget adjustments include an increase in salaries of
$11,927.
Revenues are being increased by $85,000. This revenue is received from the Solid Waste
Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
210
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 $1.37
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.
211
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
FINAL
NEXT FY
Personnel Services
$ 115,513
$ 206,220
$ 206,220
$ 188,507
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
$ 285,407
Revenue
78,142
117,960
115,383
115,383
Net County Cost
$ 207,266
$ 190,315
$ 187,737
$ 170,024
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.
Final budget adjustments include a decrease in salaries of $17,713.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
212
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 $0.635
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.
213
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
FINAL NEXT
FY
Personnel Services
$ 87,681
$ 107,803
$ 107,803
$ 96,644
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
$ 136,863
Revenue
80,152
82,468
82,468
82,468
Net County Cost
$ 33,115
$ 66,554
$ 65,554
$ 54,395
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. Final budget adjustments include a decrease in salaries of $11,159.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
214
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
$0.20
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: 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
FINAL 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: Approved as recommended.
216
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.
217
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
FINAL NEXT
FY
Personnel Services
$ 11,870,074
$ 13,227,993
$ 13,418,046
$ 13,394,892
Supplies
506,166
295,625
281,183
280,433
Purchased Services
3,467,512
3,477,652
3,827,987
3,771,002
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
$ 17,526,005
Revenue
1,450,381
849,000
859,200
859,200
Net County Cost
$ 14,471,340
$ 16,169,137
$16,747,694
$16,666,805
Budgeted Positions
199.0
200.6
204.6
203.8
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. Final budget adjustments include an increase in salaries of $7,489.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: In the final budget, medical costs were reduced $56,985 due to the
Consumer Price Index adjustment being lower than budgeted initially. A 0.8 FTE hourly
position to supervise inmate work crews was eliminated, reducing personnel costs by $30,643
and supplies by $750. This change still leaves one-half of the program intact and will not
impact Building and Grounds work requirements. The changes result in a total net decrease of
$88,378. The Board concurred with the reductions.
218
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
Basic Training 60 30 30
Efficiency Measures
Offender Supervision FTE's per
10,000 Capita 9.9 9.8 8.8
Per capita net cost $62.00 $60.35 $62.20
Avg. Medical Cost Per Inmate Daily $12.71 $12.20 $11.56
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.
219
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
FINAL 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
395,003
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
$ 2,571,992
Revenue
749,074
915,000
892,000
892,000
Net County Cost
$ 2,378,821
$ 2,295,795
$ 1,751,339
$ 1,679,992
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: Chief Judge James Hartmann eliminated the bond magistrate program on
August 24, 2009. Weld County was paying magistrates appointed by the Chief Judge for daily
and weekend services as a jail crowding mitigation strategy. Judges are now performing this
function on a rotating basis without cost to the county. This resulted in a reduction of $71,347
in professional services. No other changes.
220
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.
221
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
FINAL 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 to 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: Approved as recommended.
PERFORMANCE MEASURES: See North Jail budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals.
222
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. The Department coordinates
emergency response exercises for participants to evaluate effectiveness and improvement.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 82,528
$ 94,197
$ 94,197
$ 94,763
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
$ 159,325
Revenue
51,798
47,100
51,400
51,400
Net County Cost
$ 80,822
$ 111,873
$ 107,359
$ 107,925
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. Final budget adjustments include an increase in salaries of
$566.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
223
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 $0.40
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
224
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
1,440,894
Fixed Charges
6,000
4,800
0
0
Gross County Cost
$ 1,976,820
$ 1,656,696
$ 1,502,506
$ 1,440,894
Revenue
324,713
56,200
56,200
56,200
Net County Cost
$ 1,652,107
$ 1,600,496
$ 1,446,306
$ 1,384,694
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 are paying 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 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. 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.
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). The county's share for the formula in 2010 will be
$1,389,394 for the Weld County Regional Communications Center (WCRCC). The $1,389,394
was determined as shown on the following page.
225
COMMUNICATIONS
(CONTINUED)
1000-22100
Upgrade a police Sgt. To Capt
Records and ID
Data Coordinator I
Records Overtime
Data Coordinator II Upgrade
Credit for 1 DCI position not filled
Total
Communications
Communications Sgt.
Dispatcher II
Dispatcher I
Dispatch Temp Services
Dispatch OT
Credit from E911
Total
Coun_y-Combined Comm
Radio Maintenance Contract
Electric
Gas
50% T1 Lines to CBI
Total
Computer Services
Upgrade Computer Systems
Manager
Systems Administrator
Network/Si§tems Manager
PC Specialist
2009
$27,734
$348,853
$11,200
$16,884
$0
$376,937
$53,705
$194,420
$1,077,960
$18,367
$23,051
$0
$1,367,503
$181,277
$22,675
$7,280
$6,991
$218,223
$44,307
$93,711
$0
$173,016
Total $311,034
County -Combined Computers
Tiburon
IBM
Total
GRAND TOTAL
$92,030
$3,953
$95,983
$2,397,413
2010
$36,281
$327,583
$11,480
$20,824
($22,340)
$337,547
$49,190
$188,077
$1,010,356
$19,102
$23,973
($92,500)
$1,198,197
$124,797
$23,128
$0
$6,991
$154,916
$36,758
$0
$87,334
$176,254
$300,345
$108,531
$3,953
$112,484
$2,139,770
WCRCC
$36,281
$49,190
$188,077
$1,010,356
$19,102
$23,973
($92,500)
$1,198,197
$124,797
$23,128
$0
$6,991
$154,916
CJIS
$327,583
$11,480
$20,824
($22,340)
$337,547
$36,758
$0
$87,334
$176,254
$300,345
$108,531
$3,953
$112,484
$1,389,394 $750,376
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved. Final budget reflects a $61,612 decrease over the
recommended amount due to E911 Board paying for tower maintenance.
226
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
$5.17
351
7,978
9,752
2,200
Goal PSI: To answer 100% of 911 calls within 15 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-MANCE
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%
227
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
FINAL 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: Approved as recommended.
228
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
FINAL NEXT
FY
Supplies
$ 17,726
$ 100,000
$ 100,000
$ 100,000
Purchased Services
770,825
715,705
758,111
750,376
Gross County Cost
$ 788,551
$ 815,705
$ 858,111
$ 850,376
Revenue
0
0
0
0
Net County Cost
$ 788,551
$ 815,705
$ 858,111
$ 850,376
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: The budget includes $100,000 for enhancements to Tiburon and
$750,376 for computer maintenance costs, for a total of $850,376. The budget includes one
FTE dedicated to the Weld County Sheriff's Office for Tiburon support.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Final budget is down $7,735 due to reduction in Tiburon Contract.
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 $3.17
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
229
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
FINAL 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: Approved as recommended.
230
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
Goal 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.
231
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
FINAL 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-trial
services.
232
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 19th Judicial District to maximize its efficiency for all parties, while still protecting
the public's safety.
BOARD ACTION: The Board approved the budget as recommended, including the Criminal
Justice Planner position.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
1100 (est.)
Pretrial Services - - - -
Intensive Supervision Program (ISP) 80/mo 80/mo 80/mo
Efficiency Measures
FTE's per 10,000/capita - - - - .187
l Per capita net cost - - - - $1.79
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.)
233
PRETRIAL SERVICES
(CONTINUED)
1000-24100
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
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
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
234
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
FINAL 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.
235
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: The Board approved the budget as recommended, including the transfer of
the Director position to the newly created Justice Services Division.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Intervention Community Correction Services:
Total beds: Average Daily Populations 132 132 152
Condition of Parole beds 4 4 6
Residential Transition beds 45 45 55
Residential Diversion beds 83 83 91
Non -Residential diversion slots 67 67 67
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.
236
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
FINAL NEXT
FY
Personnel Services
$ 910,860
$ 637,306
$ 645,051
$ 657,355
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
$ 892,831
Revenue
1,623,687
790,000
790,000
790,000
Net County Cost
$ - 453,030
$ 104,457
$ 90,527
$ 102,831
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.
237
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of inspections performed 17,000 17,280 17,280
Number of stop work orders issued 75 86 86
Avg. # of inspections per building permit 15.5 15.5 15.5
Plans Examiner/Inspector-On-Call Work Outputs)
# of major plan reviews
# of minor plan reviews
Technical Support Work Outputs
# of building permits processed
Incoming calls
238 240 240
1,178 1,180 1,180
2,056
2,836
2,000
3,000
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-l: 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
LU6-1: 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
238
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%
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER:
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL 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: Approved as recommended.
240
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
All operations will meet established codes,
polices, and procedures 100% 100%
Attendance at all safety meetings 95% 95%
All PPE equipment used as required 100% 100%
Lane miles mowed annually 2,500 2,500
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.10
$2.07
.10
$3.09
100%
95%
100%
2,500
.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%
241
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
FINAL 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
870,316
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
$ 2,135,967
Revenue
0
0
0
0
Net County Cost
$ 1,310,888
$ 2,489,227
$ 2,235,967
$ 2,135,967
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.
242
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Due to not receiving an Energy Impact grant for the WCR 23 project,
$100,000 was reduced in the Engineering Consultants account number 6377. No other
changes were made to the Final Budget.
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%
243
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MISSILE SITE PARK
BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100
DEPARTMENT DESCRIPTION: Maintains Missile Site Park which includes camp grounds
and related equipment, as well as the missile silo and archive storage areas. Also provides
security for the park.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 41,162
$ 42,181
$ 42,181
$ 44,202
Supplies
3,385
2,400
2,400
2,400
Purchased Services
43,773
27,500
24,100
24,100
Fixed Charges
373
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 88,693
$ 72,082
$ 68,681
$ 70,702
Revenue
477
1,375
1,375
1,375
Net County Cost
$ 88,216
$ 70,706
$ 67,306
$ 69,327
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: The budget has been reduced by $3,400. Electricity has been
reduced by $1,000, and water has been reduced by $2,500 based upon usage and rates. No
other changes. Final budget adjustments include an increase in salaries of $2,021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
244
MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
600 600 600
0.043 0.041 0.037
$0.378
$0.290 $0.259
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
245
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
FINAL 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: Approved as recommended.
246
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
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
4,903
15,000
1,974
1,974
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: Approved as recommended.
247
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
FINAL 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: Approved as recommended.
248
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
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
9,191
11,367
11,367
11,367
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: Approved as recommended.
249
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
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
46,125
46,125
172,225
39,206
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.
250
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: Approved as recommended.
251
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
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
101,062
104,599
111,000
171,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 101,062
$ 104,599
$ 111,000
$ 171,000
Revenue
0
0
0
0
Net County Cost
$ 101,062
$ 104,599
$ 111,000
$ 171,000
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: At a work session with the District Court on November 3, 2009, the Board
decided to grant $60,000 to fund Drug Court clients' treatment costs. The $60,000 will be
matched with $40,000 from Probation to provide a total of $100,000 in treatment dollars for 40
clients in 2010. Treatment will be provided through North Front Range Behavioral Health. No
other changes in the Final Budget.
252
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
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
11,500
16,500
9,775
9,775
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: Approved as recommended.
253
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
FINAL 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: Approved as recommended.
254
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
FINAL 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: Approved as recommended.
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Human Services Fund.
255
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
FINAL 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: Approved as recommended.
WORKLOAD MEASURES, GOALS/DESIRED OUTCOMES/KEY PERFORMANCE
INDICATORS: See Health Fund.
256
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
FINAL 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. Board reaffirmed the June 18, 2009, decision in the Final Budget.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
257
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
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
258
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-
259
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
FINAL 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
58,672,490
Net County Cost
$ -60,870,273
$ -58,303,599
$ -58,327,220
$ -58,159,990
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.
260
NON -DEPARTMENTAL
(Continued)
1000-90100
BOARD ACTION: The Board decided to retain the county picnic, but change its format to
budgeting $15 per employee in each department and having the individual departments plan
their own picnic activity. Guidelines for the use of the funds will be developed and approved by
the Board. No change in budget funding.
With the relinquishment of the Head Start and Migrant Head Start programs effective
January 1, 2010, the amount of indirect cost recovery from the Human Services Fund will be
reduced by $132,800.
The Board appropriated personal property tax incentives in the amount of $249,970 to pay the
incentives to the following companies in the 2010 budget: Carestream Healthcare, Vestas
Blades, Owens-Illinois, RR Donnelley, Praxair, and Optera. The amount of $249,970 is
appropriated in account 1000-90100-4117 Property Tax Adjustment with an offsetting $249,970
in account 1000-90100-4117 Personal Property Tax Incentives.
The IGA with the Brighton Urban Renewal Authority (BURA) Weld County will receive 50% of
the tax increment financing (TIF) amount from Weld County's mill levy as long as the TIF is in
effect. For 2010 that amount will be $8,570. This amount will increase substantially in 2011
when the new Vestas facility is on the tax rolls.
Due to the way the Courts were reporting traffic fines, Account 4510 was overstated; therefore
the revenue from fines was reduced to $27,000 from $70,000. The difference was transferred
to the Traffic Unit (Budget 1000-21230) fine account.
All other items were approved as recommended.
261
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
FINAL 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: Approved as recommended.
262
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
FINAL 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
PRIOR YEAR
$ 26,000
10,000
5,000
25,000
30,030
7,500
0
Total $103`530
REQUEST
$ 0
10,000
4,250
21,250
30,030
7,500
50.000
S123,030
RECOMMEND
$ 0
0
4,250
4,280
0
6,375
0
S14.905
FINAL
$ 0
0
4,250
4,280
0
6,375
0
$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.
263
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. Approved as
recommended.
Convention & Visitor Bureau has requested $4,250 this year for visitor guides. This is
a 15% reduction over 2009. Recommend approval. Approved as recommended.
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. Approved as recommended.
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. Approved as recommended.
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. Approved as recommended.
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. Approved as recommended.
BOARD ACTION: Approved as recommended.
264
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
FINAL 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
12.08
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: At a work session on October 20,2009, with the CSU Extension Regional
Director, Joanne Powell, the Board agreed to have CSU try to fill the vacant agent position as a
livestock/4-H development position and serve as the local director. CSU will use the funds for
the agent's position and $20,000 for the leadership function to fund the position, once the
position is filled all staff will report to the local director. It was agreed to fill the vacant county
position that has been the Fair Coordinator/4-H Assistant with two part-time positions, splitting
the position 50%/50% between the two functions. CSU is in the process o filling the Master
Gardener position. Two additional EFNEP positions have been funded by grants. This will
result in a total of 4.75 grant positions housed in Weld County (4.00 EFNEP and 0.75 FANE
positions). Weld County will only be required to provide space for the positions, no other costs
or services. There was no change in the funding level, so the budget was funded as
recommended.
265
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 .451
$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.
266
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
FINAL NEXT
FY
Personnel Services
$ 13,967
$ 13,950
$ 13,950
$ 17,950
Supplies
0
0
0
0
Purchased Services
304,997
304,995
294,995
290,995
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: Intern costs of $4,000 were moved to Personnel Services accounts from
Purchase Services. No net changes in total budget.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 7,503 7,836 8,571
Exhibitors registered 2,4251 2,351 2,584
Effncy Measures
Per capita cost (county support) $0.251 $0.240 $0.218
267
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
FINAL NEXT
FY
Personnel Services
$ 59,803
$ 62,107
$ 62,107
$ 62,672
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
$ 68,322
Revenue
2,000
2,400
2,400
2,400
Net County Cost
$ 61,650
$ 65,995
$ 65,357
$ 65,922
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: Purchased services were reduced by $638 based upon historical
usage. Final budget adjustments include an increase in salaries of $565. All other revenues
and expenses remained the same.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
268
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
$0.2460
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-l: Insure all
veterans seeking
assistance receive all
eligible benefits
Percentage of served veterans receiving all
eligible benefits
95%
95%
95%
269
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
FINAL NEXT
Pt
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: Approved as recommended.
270
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
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 153,371
$ 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
$ 153,371
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 153,371
$ 0
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: The Board approved the benefits and salary amounts as recommended.
271
272
PUBLIC WORKS
Revenue Changes
$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
O
O
O
❑ 2009
O 2010
g
tri
et
tr-41\ti
se,ie
efr
2010 Revenue
Total $40,404,938 (2009 $42,726,488)
Fund Balance,
$13,350,000, 33%
Licenses/Permits
$325,000, 1%
O
CV
IA
Severance Tax,
$1,600,000, 4% Other Taxes,
$6,330,000, 16%
_ Federal/State,
$925,000, 2%
Miscellaneous,
$990,000, 2%
Property Taxes, J \. Highway Users Fee,
$7,354,938, 18%
$9,530,000, 24%
273
PUBLIC WORKS
2010 EXPENDITURES
Total $27,550,340 (2009 $29,213,402)
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
Maintenance Support
$1,422,852 5° : Trucking $3,303,404
12%
Motorgrader
$5,668,871 21%
Bridge Construction
$3,956,967 14%
Municipalities
$1,390,650 5% Pavement Mangement
$5,469,045 20%
Mining $1,405,746 5%
Adminstration
$681,033 3%
Public Works
$4,251,772 15%
EXPENDITURE CHANGES
a,
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69
O 2009
O 2010
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6 to
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669 ■ r-
to— co
eft 69
Public Works Pavement Municipaldles Bridge Motorgrader Maintenance a g•,v n, •t
Mangoment Construction Support
SEVEN YEAR TREND
Public Works
$40
$35
$30
$25
z
0 $20
$15
$10
$5
$0
2004
i
2005
2006
2007
2008
2009
I
2010
275
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 $40,404,938, which includes a fund balance of $13,350,000, in
addition to the additional 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 added HUTF revenue resulting from this new legislation. Grant
revenue is anticipated to be $675,000 from an Energy Impact grant for the project on Weld
County Road 7 from State Highway 56 to Weld County Road 48. Other revenues include
$680,000 from transportation impact fees. Permit revenues are down $45,000 at $325,000 due
to less oil and gas drilling activity.
Two pieces of state regulation, Senate Bill 08-218 and House Bill 08-1083, restructured the
formulas for direct distribution of Severance Tax and Federal Mineral Lease (FML) revenues to
cities and counties. As a result of the new formulas and weight factors Weld County will receive
substantially more direct distribution funding than it did under the old formula. Since the major
impact of the energy industry to Weld County government is on the county roads, in 2008 the
Board of Weld County Commissioners made the policy decision to dedicate all of the direct
distribution of Severance Tax and Federal Mineral Lease (FML) revenues to the Public Works
Fund, especially since a major factor in determining the revenue amount received in the formula
is miles of roads maintained. In the 2010 Budget $1,500,000 is budgeted for Severance Tax
revenue. In the Public Works Non -Departmental Budget (Budget Unit 2000-90100) there is a
detailed discussion on the Severance Tax policy to be followed by Weld County. Other
revenues are stable, and unchanged.
The budgeted appropriations for Public Works in 2010 total $27,550,340. Municipal share back
is funded at $1,390,650. 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 $819,422 based on the Capital Improvement Plan. Strategic
Road improvements are down $1,504,200. Contract Payments increased $810,950 to
$1,721,000 based on the capital improvement plan. There are no right-of-way purchases in
2010, so that line item is down $134,500. Mining has included $541,027 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 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.
276
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
277
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:
Miscellaneous
Strategic Roads
Part-time
Contract
TOTAL
TOTAL
$ 3,956,967
5,668,871
1,422,852
3,303,404
1,405,746
681,033
5,469,045
1,390,650
79,000
1,741,000
710,072
1,721,700
$27,550,340
HUTF STATE
$ 0
5,668,871
1,422, 852
2,438,277
0
0
0
0
0
0
0
0
$ 9,530 000
LOCAL/OTHER
$ 3,956,967
0
0
865,127
1,405, 746
681,033
5,469,045
1,390,650
79,000
1,741,000
710,072
1,721,700
$18,020 340
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, and chip and seal of $1,353,000, for a total of
$4,412,950 in bid projects for 2010. A major portion of the $3,462,700 earmarked for Strategic
Roads and contracts may also be contracted, which raises the potential bid project amount to
$7,875,650.
Maintenance of effort requirement was eliminated by the 1994 State Legislature, effective with
the 1995 budget; therefore, it is not demonstrated in this budget document.
278
PUBLIC WORKS
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
2000 90100 4112 CURRENT PROPERTY TAXES
2000 90100 4130 SPECIFIC OWNERSHIP TAXES
2000 90100 4140 SEVERANCE TAXES
TOTAL TAXES
LICENSES AND PERMITS
2000 90100 4221 PERMITS
INTERGOVERNMENTAL
2000 90100 4312 MINERAL LEASING
2000 90100 4316 GRAZING ACT
2000 90100 4318 PAYMENT IN LIEU OF TAXES
2000 90100 4334 HIGHWAY USER
2000 90100 4338 MOTOR VEHICLE REG
2000 90100 4340 GRANTS
TOTAL INTERGOVERNMENTAL
MISCELLANEOUS
2000 90100 4680 OTHER
TOTAL PUBLIC WORKS
2009 2010 2010 2010
Budget Request Recommend Final
7,354,938 7,354,938 7,354,938 7,354,9
6,775,000 6,330,000 6,330,000 6,330,0
600,000 600,000 600,000 1,600,0
14,729,938 14,284,938
14,284,938 15,284,9
370,000 325,000 325,000 325,0
200,000 150,000 150,000 150,0
80,000 80,000 80,000 80,0
20,000 20,000 20,000 20,0
8,400,000 9,530,000 9,530,000 9,530,0
340,000 310,000 310,000 310,0
1,500,000 1,759,300 1,759,300 675,0
10,540,000 11,849,300
2,598,050 150,000
28,237.988 26.609.238
11,849,300 10,765,0
150,000 680,0
26.609,238 27.054.9
279
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2000 30100
2000 32100
2000 32200
2000 32300
2000 32400
2000 32500
2000 32600
2000 32700
2000 56200
ADMINISTRATION
TRUCKING
MOTORGRADER
BRIDGE
MAINTENANCE SUPPORT
OTHER PUBLIC WORKS
MINING
PAVEMENT MANAGEMENT
CITIES AND TOWNS
TOTAL PUBLIC WORKS
2009
Budget
677,959
3,969,981
5,870,839
4,005,858
1,421,918
5,071,194
990,216
5,550,519
1,654,918
2010
Request
681,033
3,303,404
5,668,871
3,956,967
1,422,852
3,306,072
1,164,719
5,469,045
1,631,677
2010
Recommend
681,033
3,303,404
5,668,871
3,956,967
1,422,852
3,306,072
1,164,719
5,469,045
1,631,677
2010
Final
681,C
3,303,4
5,668,E
3,956$
1,422,8
4,251,7
1,405,7
5,469,C
1,390,E
29,213,402
26.604.640 26,604,640 27.550,3
280
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
FINAL FINAL
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: Approved as Recommended.
281
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%
282
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
FINAL 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: Approved as Recommended.
283
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
TPW5-1: 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%
284
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