HomeMy WebLinkAbout20093279.tiffBUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Motor Grader - - 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 40 motor graders, 31 grader zones, 20 grader
stations, one fugitive dust team, and two roving maintenance teams, responsible for the upkeep
of gravel roads in Weld County (approximately 2,500 miles).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 2,543,244
$ 2,685,089
$ 2,824,661
$ 2,824,661
Supplies
140,986
565,450
623,700
623,700
Purchased Services
2,253,840
2,376,500
1,961,514
1,961,514
Fixed Charges
179,967
243,800
230,128
230,128
Capital
0
0
0
0
Gross County Cost
$ 5,118,037
$ 5,870,839
$ 5,640,003
$ 5,640,003
Revenue
0
0
0
0
Net County Cost
$ 5,118,037
$ 5,870,839
$ 5,640,003
$ 5,640,003
Budgeted Positions
43
43
46
46
SUMMARY OF CHANGES: Personnel Services increased a total of $139,572 which includes
three Service Worker III positions transferred to this division from the Trucking Division for
$128,072, and $11,500 to fund outerwear reimbursement for full-time employees which is now
reported as taxable income.
Supplies increased $58,250 for Uniforms and Clothing which was reduced $10,750 for
outerwear reimbursement for full-time employees now funded through salaries. Other
Operating Supplies increased $69,000 based on anticipated costs for dust palliative and anti -
icing chemicals.
Purchased Services decreased $414,986. Utilities increased $50,000 to fund propane
deliveries for the grader stations. Vehicle Expense decreased $468,486 due to anticipated fleet
costs and fuel; Repair and Maintenance Other increased $3,500 based on anticipated needs;
and Fixed Charges decreased $13,672 for Machinery and Equipment Rental based on actual
costs for ten leased motor graders.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including transfer
of positions.
BOARD ACTION: Approved as Recommended. The Board concurred with the transfer of
positions.
2009-3279
285 fl cost?
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.84 1.76 1.84
$21.98 $24.09
$21.05
Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW4-1: Spread
gravel per annual
gravel plan
100% of gravel plan accomplished annually
Yes
Yes
Yes
TPW4-2: Perform
surface
maintenance on
gravel roads
80% of surface maintenance schedule
accomplished annually
Yes
Yes
Yes
TPW4-3: Respond
to keep
Department of
Defense roads
open during snow,
construction events
100% of Air Force road maintenance done
annually
Yes
Yes
Yes
TPW4-4: Respond
to service calls
within 5 days to
acknowledge
concern for the
caller
95% of the time. Contact or resource
commitment will be made.
Yes
Yes
Yes
286
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: This unit consists of 26 full time employees and 14 seasonal
positions with over $5 million of reportable equipment. It is organized as a Bridge section,
Construction section, and Drainage section which perform a variety of tasks in those areas.
This unit also supports snow and ice control and conducts tree removal on county rights -of -way.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 1,643,573
$ 1,737,868
$ 1,743,557
$ 1,743,557
Supplies
980,589
1,100,550
960,058
960,058
Purchased Services
1,075,421
1,077,540
1,100,367
1,100,367
Fixed Charges
80,814
89,900
100,900
100,900
Capital
0
0
0
0
Gross County Cost
$ 3,780,397
$ 4,005,858
$ 3,904,882
$ 3,904,882
Revenue
3,374
0
0
0
Net County Cost
$ 3,777,023
$ 4,005,858
$ 3,904,882
$ 3,904,882
Budgeted Positions
26
27
27
27
SUMMARY OF CHANGES: Personnel Services increased a total of $5,689 as Uniforms and
Clothing for full-time employees was added in the amount of $6,750, since it is now reported as
taxable income, and Overtime decreased $1,061 based on anticipated work hours.
Supplies decreased $140,492 based on the following: Road Construction Supplies decreased
$23,800 as less recycled asphalt and Class 6 material is anticipated for next year; Uniforms and
Clothing was reduced $5,600 for outerwear reimbursement for full-time employees; Other
Operating Supplies decreased $10,500 based on anticipated needs; and Cost of Goods Sold
decreased $100,592 due in part to a reduced cost for cattle guards and anticipated needs for
next year.
Purchased Services increased $22,827 based on: Contract Payments was decreased $5,000
as dust detour miles were reduced; Other Professional Services increased $151,500 because
tree trimming was moved from the Weed budget (1000-26100) to this budget line; and Vehicle
Expense was reduced $123,673 due to anticipated lower fuel costs. Fixed Charges increased
$11,000 due to additional crane rental costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
287
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
$16.18
$16.43
1.08
$14.58
GoalTPW3: To repair and replace bridges, construct capital improvement projects, assist with snow removal
on road system and county parking lots, install and replace culverts and cattle guards and perform tree
removal/trimming in county rights of way.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Complete all
construction
projects by the end
of the year or as
scheduled
100% of construction projects completed
by the end of the year with 75% of them
completed within established timelines
Yes
Yes
Yes
Respond to service
calls within 24
hours of receipt
100% of the time service calls will be
responded to within 24 hours
97%
98%
99%
Maintain bridge
system with less
than 10% restricted
bridges
100% less than 10% restricted bridges,
100% scheduled critical repair of bridges
within one year of discovery
Yes
Yes
Yes
Snow removal
from county
parking lots in
business park and
Human Services
100% of the time accomplish task. If
task cannot be accomplished due to the
amount of snow or other conditions,
provide information to decision makers.
98%
99%
100%
288
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400
DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of
signs, barricades, construction project signing, and roadway striping county -wide. Replaces
and maintains all cattle guards and conducts routine and sustained snow removal operations as
needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 607,562
$ 596,918
$ 599,168
$ 599,168
Supplies
437,483
558,000
555,450
555,450
Purchased Services
199,398
267,000
257,142
257,142
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,244,443
$ 1,421,918
$ 1,411,760
$ 1,411,760
Revenue
0
0
0
0
Net County Cost
$ 1,244,443
$ 1,421,918
$ 1,411,760
$ 1,411,760
Budgeted Positions
19
9
9
9
SUMMARY OF CHANGES: Personnel Services increased by $2,250 for outerwear for full-time
employees which is being funded from the Salary line item since this is now reported as taxable
income.
Supplies decreased $2,550 for outerwear reimbursement for full-time employees moved to
Salaries. Purchased Services decreased a total of $9,858 as Vehicle Expense decreased
$21,858 based on lower anticipated fuel costs, and Machinery and Equipment was added in the
amount of $12,000 to fund the purchase of one mobile, truck -mounted variable message board
for traffic control with the painting operation.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
289
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.43
$5.33
.37
$5.83
.36
$5.27
Goal TPW6: Assure safe travel for the general public by maintaining clearly marked and signed roads and
bridges; assist in plowing of snow from county parking lots and roads; install and maintain snow fence in
selected areas of the county.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW6-1: Respond
to service calls
within 24 hours of
receipt
100% of service calls will be responded to
within 24 hours
100%
100%
100%
TPW6-2: Respond
and place
temporary stop
signs
100% of the time
100%
100%
1005
TPW6-3: Replace
warning advisory
and regulatory
signs
100% of the time
100%
100%
100%
TPW6-4:
Schedule road line
painting
Centerline
Shoulder line
100% of the time
100% of the 50%
100%
100%
100%
290
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All
contract payments for bridge grants and road construction projects are included in this budget
unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 762,851
$ 701,744
$ 701,744
$ 710,072
Supplies
0
0
0
0
Purchased Services
4,211,659
4,369,450
$ 2,596,000
$ 3,541,700
Fixed Charges
95,732
0
0
0
Capital
830,000
0
0
0
Gross County Cost
$ 5,900,242
$ 5,071,194
$ 3,297,744
$ 4,351,772
Revenue
0
0
0
0
Net County Cost
$ 5,900,242
$ 5,071,194
$ 3,297,744
$ 4,251,772
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Purchased Services decreased $1,773,450 based on the
following: Contract Payments decreased $615,750 based on the capital improvement plan;
Strategic Roads decreased $1,073,200 based on the capital improvement plan; and Right -of -
Way Purchases decreased $84,500, also based on the capital improvement plan.
See the 2010 Work Plan on the County website at www. co.weld.co.us.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: In the Strategic Road line item, the grants for the Weld County Road 49 and
Weld County Road 54 intersection ($530,000), Weld County Road 23 and State Highway 392
right-of-way ($55,000), Weld County Road 7 and State Highway 56 intersection improvement
($376,000), and Rights -of -way were not approved, so the appropriations were removed from the
budget. $530,000 of the amount deducted from the Strategic Road line item was added back in
for the Weld County Road 49 and Weld County Road 54 intersection project to be paid from
road impact fees. $1,426,700 from the increase in Severance Tax funds was added to contract
payments in the Final Budget. The net increase in the various construction budget line items in
the Final Budget total $945,700.
291
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Abutments
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
16 14 14
0 0
$25.28 $20.80
0
$15.87
292
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county -owned quarries.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 380,799
$ 331,632
$ 310,196
$ 310,196
Supplies
200,458
160,879
456,056
697,083
Purchased Services
894,602
495,905
396,567
396,567
Fixed Charges
38,100
1,800
1,900
1,900
Capital
0
0
0
0
Gross County Cost
$ 1,513,959
$ 990,216
$ 1,164,719
$ 1,405,746
Revenue
0
0
0
0
Net County Cost
$ 1,513,959
$ 990,216
$ 1,164,719
$ 1,405,746
Budgeted Positions
11
5
5
5
SUMMARY OF CHANGES: Personnel Services decreased $460 as Salaries was increased
$1,250 for outerwear reimbursement for full-time employees, now reported as taxable income,
and Overtime was decreased $1,710 based on anticipated needs.
Supplies increased $295,177 based on the following: Road Construction Supplies increased
$298,371 for gravel purchases; Uniforms and Clothing decreased by $1,250 for outerwear
reimbursement now funded from Salaries; and Other Operating Supplies decreased $1,944
based on anticipated needs.
Purchased Services decreased $99,338 based on the following: Other Purchased Services
increased $15,000 for prairie dog control which was moved from the Weed budget (1000-
26100) into this budget; Utilities increased $576 based on costs for port -o -lets; Other
Professional Services increased $535 based on anticipated costs; Vehicle Expense decreased
$116,249 based on decreased fuel costs; Repair and Maintenance Other increased $800 based
on anticipated needs. Fixed Charges increased $100 to reflect costs for Machinery and
Equipment Rental.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board added $241,027 to the budget to purchase additional gravel in
2010 in the Road Construction Supplies account. Otherwise there were no changes.
293
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.47
$6.49
.21
$4.06
.20
$5.25
Goal TPW2: To perform mining, crushing, and screening of aggregate materials and recycled asphalt.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW2-I:
Complete
scheduled
crushing and
screening
requirements
100% of scheduled production
Yes
Yes
No
TPW2-2: Follow
Mining Safety and
Health (MSHA)
guidelines and
directives
100%, provide detailed explanation of any
write-ups or discrepancies
No
No
Yes
294
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700
DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt
patching, potholes, and paving operations. Responsible for pavement testing, concrete curb
and gutter, crack fill, seal coat, and gravel shoulder improvements, as well as snow removal
operations as needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 575,468
$ 614,309
$ 616,809
$ 616,809
Supplies
2,838,268
3,092,550
3,046,800
3,046,800
Purchased Services
1,547,562
1,843,660
1,804,392
1,804,392
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,961,298
$ 5,550,519
$ 5,468,001
$ 5,468,001
Revenue
0
0
0
0
Net County Cost
$ 4,961,298
$ 5,550,519
$ 5,468,001
$ 5,468,001
Budgeted Positions
9
10
10
10
SUMMARY OF CHANGES: Personnel Services increased $2,500 to fund outerwear
reimbursement for ten full-time employees, which is now reported as taxable income.
Supplies decreased $45,750 based on the following: Road Construction Supplies decreased
$50,250 based on the capital improvement plan; Uniforms and Clothing decreased by $2,500 as
outerwear reimbursement for full-time employees is funded through Salaries; and Other
Operating Supplies increased $7,000 for the purchase of an asphalt saw and wet pavement
tape.
Purchased Services decreased $39,268 based on: Vehicle Expense was reduced $49,268 due
to anticipated lower fuel costs; Machinery and Equipment Rental was reduced $2,000 based on
anticipated needs; and Machinery and Equipment was added in the amount of $12,000 for the
purchase of one new vehicle message sign board.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
295
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
0.39
0.41
$22.26 $22.77
.40
$20.41
Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing,
and sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other
contracted services as assigned.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW7-1: Respond
to calls for service
100% of the time to repair or schedule
100%
100%
100%
TPW7-2: Perform
scheduled paving
and milling
operations
100% of schedule met or explained
100%
100%
100%
TPW7-3: Prepare
assigned contract
bids and documents
100% of the time
100%
100%
100%
TPW7-4: Assure
paved roads are
maintained and
evaluated in
accordance with
established GASB
standards and
reporting
requirements
Maintain following standards for paved
roads:
70% rated good
25% rated fair
5% rated poor
73%G
26%F
1%P
70%G
25%F
5%P
70%G
25%F
5%P
296
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C. R. S., 1973, 50
percent of the mill levy collected by the county on assessed values within incorporated
municipalities to maintain county roads is paid to municipalities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
1,681,179
1,654,918
1,631,677
1,390,650
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,681,179
$ 1,654,918
$ 1,631,677
$ 1,390,650
Revenue
0
0
0
0
Net County Cost
$ 1,681,179
$ 1,654,918
$ 1,631,677
$ 1,390,650
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the
municipalities with the 2010 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Final Budget amount was calculated based upon the final assessed
value of the municipalities with the 2010 mill levy applied. The share back amount is down
$241,027 over last year due to the large increase of oil and gas assessed values in the
unincorporated areas of the county, lowering the Public Works Fund mill levy in 2010 combined
with assessed values in the municipalities not increasing significantly.
297
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
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
28,223,520
28,237,988
26,609,238
27,054,938
Net County Cost
$ -28,223,520
$ -28,237,988
$ -28,609,238
$ -27,054,938
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The resources for 2010 total $37,259,238, including a fund
balance of $10,650,000, in addition to the $26,609,238 revenue shown in this budget unit.
Property tax is set at $7,354,938, the same as 2009. Specific ownership tax is estimated to be
$6,330,000 down $445,000 due to car sales being lower. Regular HUTF is down $360,000 at
$8,040,000 due to people driving less and more fuel efficient vehicles. However, with the
passage of SB 09-109 Weld County will receive $1,490,000 of additional HUTF revenue
resulting from this new legislation. Grant revenue is anticipated is $1,759,300 with $1,275,000
from Energy Impact grants, North Front Range MPO grants of $140,000 for design work on the
intersection of Weld County Road 23 at State Highway 392, and $344,300 for intersection
improvements at Weld County Road 7 at Weld County Road 54. Other revenues include
$150,000 from transportation impact fees. Permit revenues are down $45,000 at $325,000 due
to less oil and gas drilling activity. Other revenues are stable, and unchanged.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
298
NON -DEPARTMENTAL REVENUE
(CONTINUED)
2000-90100
BOARD ACTION: 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.
With lower prices and lower production, future years' revenues are not anticipated to be as high
as the $3.385 million received in 2009. State budget analysts are estimating that the funding for
2010 could drop as much as 50%. The state budget problems also may put these funds in
jeopardy of the legislature borrowing or taking these funds to help balance the state budget in
the next few years until the state's fiscal situation stabilizes. Also, the Director of DOLA could
change the weight factors at some point.
With the above in mind, two problems exist in budgeting the direct distribution of Severance Tax
and Federal Mineral Lease (FML) revenues:
• Revenue levels are going to be volatile.
• Expenditure of the funds need to be leveled over time to avoid peaks and valleys in
spending that also causes Public Works to have major fluctuations in projects and
workload from year to year.
To address these issues the Board adopted the following policies regarding Severance Tax
revenue and expenditures:
• The funds will be spent one year in arrears, so the funding level is always known before
expenditure commitments are made or Public Works' annual work plan is developed.
• To avoid peaks and valleys in funding levels the expenditure level plan from year to year
will be a rolling five year average to level the expenditure pattern of projects.
• The leveling of the expenditure pattern will allow Public Works to have a more consistent
workload from year to year in their annual work plan.
• Funds should be used for one-time construction projects and not used for operational
costs in Public Works.
As a result in the Final Budget Severance Tax revenue was increased by $1,000,000 to
$1,600,000. Fund balance carry over of $500,000 from the 2009 Severance Tax revenue will
be used to fund the 2010 budget in accordance with the above policy.
Other changes in the Final Budget include the reduction in grant revenue that was not
approved. Energy Impact revenue for the WCR 13/SH 56 to WCR 48 project was reduced by
$400,000 and the WCR 49 and WCR 54 intersection project was reduced by $200,000. Two
NFRMPO grants for WCR 23 and SH 392 design ($140,000) and WCR 7 and SH 56
intersection improvements ($344,300) were not approved, so the revenues were removed from
the budget. Strategic Road Impact fees were added in the amount of $530,000 for the WCR 49
and WCR 54 intersection project.
Net change for all revenues and fund balance is an additional $945,700 in resources was added
to the 2010 Final Budget
299
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
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
99,587
0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
99,587
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the added costs for health insurance premium
increases of 9%. No salary or other benefit increases are recommended for 2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board approved benefits and salary amounts as recommended.
300
SOCIAL SERVICES
Revenue Changes
$20,000.000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
en
N
03
10
N
05
To -
Property taxes
Federal/State
II
2009
O2010
0
O
O
O
D
N
Fund Balance
2010 Revenue
Total $25,891,500 (2009 $25,728,417)
Federal/State,
$18,325,167, 71%
Fund Balance,
$1,400,000, 5%
Property taxes,
$6,166,333, 24%
SOCIAL SERVICES
2010 Expenditures
Total $24,491,500 (2009 $24,724,150)
Core Services
$360,000 1%
TANF $3,080,000
13%
Miscellaneous
$1,765,500 7%
AND $104,000 0%
Day Care
Child Support $1,090,000 4%
Admin $2,645,000
11%
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
•sP
S
0
0
GQh 0
se xA\q)
G, G
Child Welfare
$11,200,000 46%
Administration
$4,050,000 17%
LEAP $197,000
1%
Expenditure Changes
O2010
O 2009
11
PtO
302
SEVEN YEAR TREND
Social Services
$30
$25
$20
$10
$5
$0
I
2004 2005 2006 2007 2008 2009 2010
303
SOCIAL SERVICES FUND SUMMARY
Weld County Department of Human Services continues to face challenges created by the
economic downturn and the infusion of dedicated funding received through the American
Recovery and Reinvestment Act (ARRA). The acceptance of this funding has been contingent
on the submission of mid -year funding requests, often with little time to fully develop a plan to
spend the dollars in a coordinated manner to best serve the needs of the Weld County
community. As we move through 2010, we will be refining the projects that have been initiated,
in order to ensure that they meet their intended objective.
The total Social Services Fund budget is $24,491,500. The programs are funded by property
tax of $6,166,333, and state and federal funds of $18,325,167. The Department continues to
pursue innovative programs to avoid, or reduce the duration of, clients' need for services. While
this may, in some cases, drive greater costs in the current year, it is anticipated that these
measures will enable the Department to avoid costs in future years.
As consumer costs for fuel, utilities, and food continue to rise, and as homeowners face
mortgage foreclosure situations, more Weld County citizens are being placed in a position of
requiring assistance. Food Assistance, Medicaid, and LEAP caseloads have experienced
significant increases in the past year. The department anticipates growth in OAP over the next
decade due to the number of citizens that are reaching retirement age. The Department has
increased the amount of resources dedicated to detecting client fraud. The major challenge
associated with fraud is the difficulty of establishing the true household composition.
CBMS continues to impact the productivity of staff and create delays in the delivery of payments
and benefits for Food Assistance, Medicaid, Colorado Works, and State -Only Programs. Many
of the inefficiencies creating these delays are being resolved. However, the inefficiencies that
remain continue to impact the time required to process cases and the number of cases in
pending status. There are efforts underway to modify the Medicaid eligibility determination
functions of CBMS, in order to streamline the application process. Weld County will support
these efforts only if they do not negatively impact those seeking to apply for this assistance.
New legislation enacted in the 2008 Legislative Session placed restrictions on the amount of
TANF County Reserve counties are allowed to maintain. Weld County continues to maintain a
County Reserve balance well within the statutory guidelines, and has acquired other counties'
reserves, in an effort to adequately fund our programs and assist the other counties in
complying with this legislation.
Quality day care, at an affordable cost, will continue to be a challenge for working families to
obtain. The Department continues to develop methods of increasing the rate paid per child/per
day to providers who undergo trainings and assessments to enhance the quality of the care
provided. Other efforts have been, and continue to be, implemented to ensure that funds are
being used to provide services to best serve the citizens of Weld County.
304
The demand for Child Welfare services continues to expand in Weld County, as it has
throughout the State. The Department is continuing to seek out and encourage the provision of
services, with their associated costs, early in the involvement with families, in order to avoid the
need for more costly services as the involvement continues. Working with the Interagency
Oversight Group, the Department has moved toward a policy of utilizing local placement options
for children, whenever possible, to increase parental involvement and to decrease caseworker
travel costs. The need for Supervised Visitations has become a significant issue in recent
years. The Department continues to participate in State-wide discussions regarding the
potential of amending the method used to allocate available Child Welfare appropriations
among counties. The current discussion involves some fairly minor changes to the allocation
model, itself. The emphasis is on providing counties with a better understanding of the model,
so that we may use this knowledge in making programmatic decisions in such a way that they
both provide high quality services to the citizens of Weld County and maximize our opportunity
for available funding.
305
DEPARTMENT OF SOCIAL SERVICES
ESTIMATED REVENUE
2010
County Administration
Other Programs
Child Support Administration
TANF - Colorado Works
Aid to the Needy Disabled
Child Care
Old Age Pension
Child Welfare
Core Services
LEAP
General Assistance
Sub -Total
Federal/State Reimbursement
Claims Collection Incentives
TANF Adjustment
Child Support Incentives
Use of Deferred Revenues
Sub -Total Revenue
County Property Tax/Penalties
Total Revenue
FEDERAL
AND STATE
$ 3,750,000
1,200, 000
1,815,000
1,594,917
0
525,000
153,250
7,400,000
200,000
197,000
105,000
COUNTY TOTAL
$ 300,000 $ 4,050,000
220,000 1,420,000
830,000 2,645,000
1,485,083 3,080,000
104,000 104,000
565,000 1,090,000
8,750 162,000
3,800,000 11,200,000
160,000 360,000
0 197,000
78,500 183,500
$ 16,940,167 $ 7,551,333 $ 24,491,500
$ 18,325,167
$ 6,166, 333
$ 24,491,500
16, 940,167
50,000
800,000
250,000
285,000
306
DEPARTMENT OF SOCIAL SERVICES
MANDATED FEDERAL
AND STATE PROGRAMS
Assistance Payment Programs: Most assistance payment programs are mandated by the
federal or state government. Consequently, local government is limited as to what can be done
to reduce costs from these programs.
Federally State
Mandated Mandated
Temporary Assistance to Needy Families X X
Aid to the Needy Disabled X X
Low Income Energy Assistance X X
Old Age Pension X
General Assistance* Optional Optional
State law allows counties the option of having a general assistance
program and, if established, to determine the benefit level.
Social Service Programs: Social service programs administered by the department are
mandated by federal or state law; however, local governments have a higher degree of
managerial flexibility with these programs.
Federally State
Mandated Mandated
Child Protection - Casework Services
Youth Services - Casework Services
Administration: Costs associated with administration also include compensation for direct
services through caseworkers, technicians and support staff. In addition, overhead such as
rent, utilities, travel, supplies, and equipment are funded through administrative allocations. The
State establishes administrative allocations and reimburses at various rates depending on the
type of expenditure and program. Expenditures greater than allocation are not guaranteed to be
reimbursed. Generally, they are at least partially reimbursed through the use of transferred
TANF funds, surplus distribution, or Federal pass-thru revenues.
307
SOCIAL SERVICES
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
2009 2010 2010 2010
Budget Request Recommend Final
5,775,000 6,166,333 6,166,333 6,166,333
INTERGOVERNMENTAL
2100 42700 4320 FEDERAL GRANTS 105,000 105,000 105,000 105,000
2100 42110 4336 REIMBURSEMENTS 3,560,000 3,750,000 3,750,000 3,750,000
2100 42111 4336 REIMBURSEMENTS 1,435,000 1,385,000 1,385,000 1,385,000
2100 42115 4336 REIMBURSEMENTS 1,790,000 1,200,000 1,200,000 1,200,000
2100 42200 4336 REIMBURSEMENTS 1,873,100 1,815,000 1,815,000 1,815,000
2100 42365 4336 REIMBURSEMENTS 1,709,917 1,594,917 1,594,917 1,594,917
2100 42375 4336 REIMBURSEMENTS 575,150 525,000 525,000 525,000
2100 42380 4336 REIMBURSEMENTS 153,250 153,250 153,250 153,250
2100 42410 4336 REIMBURSEMENTS 6,900,000 7,400,000 7,400,000 7,400,000
2100 42415 4336 REIMBURSEMENTS 0 200,000 200,000 200,000
2100 42610 4336 REIMBURSEMENTS 152,000 197,000 197,000 197,000
TOTAL INTERGOVERNMENTAL 18,253,417 18,325,167 18,325,167 18,325,167
TOATL SOCIAL SERVICES FUND 24.028.417 24.491.500 24,491.500 2449,, 1.500
308
SOCIAL SERVICES FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2100 42110 ADMINISTRATION -REGULAR
2100 42115 OTHER PROGRAMS
2100 42200 CHILD SUPPORT ADMINISTRATION
2100 42365 COLORADO WORKS
2100 42370 NEEDY AND DISABLED
2100 42375 DAY CARE & ADMINISTRATION
2100 42380 OLD AGE PENSION
2100 42410 CHILD WELFARE & ADMINISTRATION
2100 42415 PLACEMENT ALTERNATIVE CARE
2100 42610 LEAP ADMINISTRATION & OUTREACH
2100 42700 GENERAL ASSISTANCE
TOTAL SOCIAL SERVICES
309
2009 2010 2010 2010
Budget Request Recommend Final
4,450,000 4,050,000 4,050,000 4,050,000
1,857,500 1,420,000 1,420,000 1,420,000
2,735,000 2,645,000 2,645,000 2,645,000
3,195,000 3,080,000 3,080,000 3,080,000
104,000 104,000 104,000 104,000
1,085,150 1,090,000 1,090,000 1,090,000
162,000 162,000 162,000 162,000
10,550,000 11,200,000 11,200,000 11,200,000
250,000 360,000 360,000 360,000
152,000 197,000 197,000 197,000
183,500 183,500 183,500 183,500
24.724,150 24,491,500 24.491.500 24,491.500
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 13,994,605
$ 15,180,500
$ 15,618,500
$ 15,618,500
Supplies
270,960
807,150
476,000
476,000
Purchased Services
2,663,289
2,910,500
2,653,000
2,653,000
Fixed Charges
6,645,043
6,086,500
6,004,500
6,004,500
Contra Expense
- 496,142
- 515,500
- 515,500
- 515,500
Capital
214,205
255,000
255,000
255,000
Gross County Cost
$ 23,291,960
$ 24,724,150
$ 24,491,500
$ 24,491,500
Revenue
18,345,008
18,974,150
18,325,167
18,325,167
Net County Cost
$ 4,949,952
$ 5,750,000
$ 6,166,333
$ 6,166,333
Budget Positions
246.5
263
263
263
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
310
STRATEGIC AREA: HUMAN SERVICES
Goal HHSI: "To continuously strengthen services and support innovation that leads to a culture that
empowers people to improve their quality of life."
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HH1-1:Increase quality
Implement continuous improvement
Develop methodology to gather statistics in
of work
system to accomplish the following:
order to establish baselines against which
Analyze current processes to determine
performance will be measured in future years.
if they are achieving expected
Continuous improvement system designed and
outcomes; develop remedies and
implemented within DHS
improvements; deploy follow up
Initial improvement teams launched addressing
tracking system measuring the
effectiveness of improvements; reduce
the duplication of services provided to
customers requiring wrap around
services
four key opportunities for improvement
Goal HHS2: Develop & deploy consistent performance management approaches across the Human Services
Department
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-l: Increase
retention of quality staff
Identify existing performance
management approaches within
Human Services to include individual
department approaches, County
approaches, and different performance
management philosophies & styles
within Human Services
Statistically valid retention baseline developed
- used to gauge realistic and appropriate
retention levels within DHS
HHS2-2: Increase
fulfillment of promotion
opportunities
Research Baldrige Category 5
(Workforce Focus) and implement
"best practice" concepts to include
factors affecting employee satisfaction
and engagement, staff development,
supervisory development, employee
safety and well-being, morale,
motivation and teamwork.
By the end of 2010 all employees will have
professional development plans incorporated
and addressed within their formal evaluation
system
311
STRATEGIC AREA: HUMAN SERVICES
(Continued)
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-3: Viable
Assess capacity and staffing levels to
Upper level DHS organizational structure
succession plans created
across the department
administer system
evaluated and assessed
Develop & deploy follow up tracking
system measuring the effectiveness of
the Human Services Department
Human Capital Management efforts
Define how employees are measured
Fully implement new county
performance management system
Implement and perfect performance
appraisal system
Train supervisors and staff on how to
use the new performance appraisal
system
HHS2-4: Team culture
Develop and deploy continuous
Increase employee core knowledge of all
developed across the
training and job sharing opportunities
departments across DHS (no wrong door)
board within the
that connect to organizational
Department of Human
knowledge, job performance and core
Services
values.
Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human
Services Department.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS3-I: Improved
Implement the best methods to
Improved information based website
customer and
communicate with clients, stakeholders
developed and launched
stakeholder access to
and other agencies to include using the
DHS program
intranet; newsletter; web page; email or
information and
services
newsletters.
Implement the best methods to review
policy with the county commissioners;
communicate with county departments; the
best methods to communicate with the rest
of the county
312
STRATEGIC AREA: HUMAN SERVICES
(Continued)
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS3-2: Ensure all DHS
Create team backups from each division to
Top five internal communication methods
staff are fully engaged in
the communications loop
maintain continuity
for DHS identified and validated
Form staff driven improvement teams
Train team members on project
management and process improvement
methodologies that will be used during the
process
Conduct research around the following:
The 5 most important methods to
communicate info in HS; Communication
methods that are currently working and
methods not working; The best way to
attain the voice of all staff
Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that
may impact the Department of Human Services.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS4-I: Increased
preparedness to handle
future contingencies
Develop & assess budget
Formulate program projections based on
increased demand
Identify mandatory program commitments
Identify discretionary programs
Forecast shell created through identified
reports and data that predict future trends
and needs
DHS revenue generating sources
compiled
Continuity of Operations Plan formulated
HHS4-2: Increased
flexibility and agility in
meeting future customer
demands
Explore ramifications of child welfare 90/10
to 80/20 switch
Conduct scenario planning addressing the
following: What can be cut first; the
consequences; the potential alternative
funding strategies and the business case in
supporting individual programs compared
to others
Identify "big ticket" items that must be
supported
HHS4-3: Enhanced
DHS emergency
preparedness
Form staff driven Continuity of Operations
project planning team
Develop and deploy Continuity of
Operations Plan
313
STRATEGIC AREA: HUMAN SERVICES
(Continued)
Goal [HISS: To develop a means to clearly and effectively communicate the value of Human Service
programs to any person inside and outside of the organization on a continuous basis.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-I: County
Commissioners and
other stakeholders
understand the tangible
value that Weld County
Human Services
provides to the local
community
Increase awareness of DHS programs and
services
Enhance image of DHS programs and
services
Individual DHS division education and
promotion plans developed
Organizational report card shell designed
DHS stakeholder and customer perception
baseline established
HHS5-2: High level
connections can be
demonstrated from the
services that each team
provides to any family
Analyze coordinated services within a
targeted group of customers and identify
what everyone is gathering
Expand coordinated service analysis after
targeted group analysis and construct ethics
guidelines regarding the information used in
conjunction with the coordinated service
analysis
HHS5-4: Effective
stewardship of the
taxpayer dollar
Build organizational report card:
Benchmark Adams County; Incorporated
"Return on Investment" language into report
card based on outcomes that can justify
current department activities
Validate the report card with stakeholders
Publish report card on a routine basis
314
STRATEGIC AREA: HUMAN SERVICES
(Continued)
Goal HH56: To develop and reinforce "best customer service" standards and commitment within all
employees and partners of the Weld County Department of Human Services
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS6-l: Increased
Ensure that customer goals are embedded
customer satisfaction
within employee performance standards
Individual DHS division customer
levels
satisfaction assessment tools developed
Test the feasibility in monitoring phone
calls to test for quality customer service
Develop multiple methods to assess the
quality of customer service (staff, partners,
boards, etc.); identify the meaning of
"respect" mean in the eyes of all customers?
Determine key requirements of all HS
customers - as well as their priorities (ease
of use, quality of contact, quality of service,
etc.)
Overall DHS customer satisfaction index
designed
Offer ongoing training to all staff to
improve basic customer service skills
Offer advanced customer service skills
training
Offer training for managers on the nuts and
bolts of reinforcing customer service
standards
Initial DHS customer satisfaction baseline
Ensure partner accountability to Human
established
Service customer service standards through
contract language that can be developed to
drive a closer alignment and assisting
partners by communicating standards,
training, and reinforcement
Develop strategies to quantify intangible
aspects of customer service (focus groups)
315
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110
DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and Operations,
attributable to Food Assistance, Medicaid, Adult Protection, and Common Support programs.
The State establishes an allocation that limits the reimbursement for administrative
expenditures.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,919,354
$ 3,200,000
$ 3,200,000
$ 3,200,000
Supplies
- 272,738
- 200,000
- 200,000
- 200,000
Purchased Services
862,481
1,300,000
900,000
900,000
Fixed Charges
73,842
0
0
0
Contra Expense
- 19,727
- 50,000
- 50,000
- 50,000
Capital
200,000
200,000
200,000
200,000
Gross County Cost
$ 2,763,212
$ 4,450,000
$ 4,050,000
$ 4,050,000
Revenue
3,782,748
3,560,000
3,750,000
3,750,000
Net County Cost
$ - 1,019,536
$ 890,000
$ 300,000
$ 300,000
Budget Positions
99
104.5
104.5
104.5
SUMMARY OF CHANGES: Many of the productivity issues surrounding the implementation of
CBMS have been dealt with. However, the inefficiencies that remain continue to impact the
time required to process cases and the number of cases in pending status. Food Assistance
and Medicaid caseloads continue to increase, dramatically. As the economy weakens, and as
Federal stimulus funds have been directed toward these programs, more Weld County citizens
are being placed in a position of requiring and requesting assistance. Unfortunately, this also
creates a greater possibility of clients obtaining benefits greater than the amount they are legally
eligible to receive.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
316
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out. uts
Case Load (Average)
16,000
16,640
16,640
Efficiency Measures
FTE's per 10,000/capita
3.750
4.153
3.900
Per capita cost
$ - 4.38
$4.70
$1.12
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
317
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, Parental Fee
Incentives, TANF Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
1,001,020
1,460,000
1,385,000
1,385,000
Net County Cost
$ 4,949,952
$ 5,750,000
$ 6,166,333
$ 6,166,333
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Property tax is budgeted at $6,166,333 for 2010. The difference is
a combination of special revenue from various department programs. Child Support Federal
Incentives are no longer received as direct revenue, but rather as a reimbursement of
expenditures, so they are reflected in Budget Unit 2100-42200. The Child Support TANF-
Retained Incentive has been increased from one-half to the full amount of the State Share,
estimated at $250,000. Federal Stimulus funds, however, have been appropriated to provide
temporary additional funding, within the Child Support appropriation, to make up the additional
Federal funds originally lost due to the Deficit Reduction Act. The County Contingency
appropriation has been abolished, and re -funded to the County Tax Base Relief Fund, from
which Weld County will not likely receive revenues. Parental Fee Incentives earned are
estimated at $140,000, the TANF Adjustment is $800,000 and the TANF Work Participation
Bonus is estimated to be earned at $145,000. Incentives earned as the result of claim
collections for Food Assistance, Medicaid, TANF, and State -only Programs are estimated to be
$50,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
318
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary
programs for the Department of Social Services. It includes Employment First, Medical Exams,
Fraud, Food Stamps Refunds, House Bill 04-1414 (IV -E), AFDC Retained Collections,
Collaborative Management, and Building Healthy Marriages.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 106,477
$ 683,000
$ 400,000
$ 400,000
Supplies
2,658
0
0
0
Purchased Services
15,828
7,500
20,000
20,000
Fixed Charges
1,844,950
1,167,000
1,000,000
1,000,000
Capital
0
0
0
0
Gross County Cost
$ 1,969,913
$ 1,857,500
$ 1,420,000
$ 1,420,000
Revenue
1,766,490
1,790,000
1,200,000
1,200,000
Net County Cost
$ 203,423
$ 67,500
$ 220,000
$ 220,000
Budget Positions
4.5
11.5
11.5
11.5
SUMMARY OF CHANGES: The Collaborative Management Incentive funds previously
managed, fiscally, by the Department of Human Services will be managed, instead, by the
Juvenile Assessment Center (JAC), per the direction of the Board of Weld County
Commissioners and the Collaborative Management Executive Committee.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
319
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
2,000
2,000 2,000
.188 .472 .429
$0.87 $0.44 $0.82
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
320
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non-TANF clients based on court
orders.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,014,481
$ 2,145,000
$ 2,145,000
$ 2,145,000
Supplies
55,015
200,000
100,000
100,000
Purchased Services
326,007
300,000
350,000
350,000
Fixed Charges
34,340
90,000
50,000
50,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,429,843
$ 2,735,000
$ 2,645,000
$ 2,645,000
Revenue
1,816,013
1,873,100
1,815,000
1,815,000
Net County Cost
$ 613,830
$ 861,900
$ 830,000
$ 830,000
Budget Positions
29
29
29
29
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
321
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6,500
1.208
6,500 6,500
1.190 1.082
$3.63 $3.54 $3.10
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
322
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,466,930
$ 1,400,000
$ 1,400,000
$ 1,400,000
Supplies
34,204
45,000
45,000
45,000
Purchased Services
144,208
65,000
150,000
150,000
Fixed Charges
1,301,157
1,700,000
1,500,000
1,500,000
Contra Expense
- 6,757
- 20,000
- 20,000
- 20,000
Capital
0
5,000
5,000
5,000
Gross County Cost
$ 2,939,742
$ 3,195,000
$ 3,080,000
$ 3,080,000
Revenue
2,179,958
1,709,917
1,594,917
1,594,917
Net County Cost
$ 759,784
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget Positions
11
11
11
11
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. CBMS continues to impact the productivity of staff and
create delays in the delivery of payments and benefits. Many of the inefficiencies creating these
delays are being resolved. New legislation enacted in the 2008 Legislative Session placed
restrictions on the amount of Reserve counties are allowed to maintain. Weld County is not
currently in danger of forfeiting any of its Reserves due to this legislation. We are, however,
researching means of accessing the funds forfeited by other counties to the State-wide Reserve
funds, in order to improve services to clients.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board, on October 26, 2009, authorized Human Services to purchase
$4,500,000 in additional TANF funds from other Colorado counties with excess TANF funds in
2009 to be carried over as TANF reserve for the 2010 and 2011 budget years. The local
matching funds of $660,810 to make the purchase of TANF funds will be transferred to the
Social Services Fund in 2009.
323
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Loads (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
500 520 520
.458
.451 .411
$3.26 $6.09 $5.54
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
324
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Fixed Charges
143,475
144,000
144,000
144,000
Contra Account
- 70,824
- 40,000
- 40,000
- 40,000
Gross County Cost
$ 72,651
$ 104,000
$ 104,000
$ 104,000
Revenue
0
0
0
0
Net County Cost
$ 72,651
$ 104,000
$ 104,000
$ 104,000
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
2,600 2,700 2,700
$0.31 $0.42 $0.39
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
325
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 574,549
$ 634,000
$ 600,000
$ 600,000
Supplies
12,687
51,150
20,000
20,000
Purchased Services
10,660
25,000
20,000
20,000
Contra Expense
- 2,351
- 50,000
- 50,000
- 50,000
Fixed Expense
450,713
425,000
500,000
500,000
Gross County Cost
$ 1,046,258
$ 1,085,150
$ 1,090,000
$ 1,090,000
Revenue
579,803
575,150
525,000
525,000
Net County Cost
$ 466,455
$ 510,000
$ 565,000
$ 565,000
Budget Positions
5.5
5.5
5.5
5.5
SUMMARY OF CHANGES: The Colorado Department of Human Services intends to
implement a new provider payment system, to replace the current CHATS system, for tracking
and reimbursing Child Care services being provided. This new system, if fully implemented as
envisioned, could have the impact of better identifying requests for payment which are not
allowable. It should provide us with much better tracking reports to manage the resources
available to the county in this program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
326
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
650 675 675
.229 .226
$2.00 $2.10
.226
$2.05
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
327
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380
DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors
who meet income, resource and age tests. Program costs are reimbursed 99.5 percent by the
state. Administrative costs are reimbursed 80 percent and are included as part of the Social
Services Administrative budget.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 101,419
$ 133,500
$ 133,500
$ 133,500
Supplies
6,066
9,000
9,000
9,000
Purchased Services
12,751
11,000
11,000
11,000
Fixed Charges
13,279
10,500
10,500
10,500
Contra Expense
- 4,772
- 2,000
- 2,000
- 2,000
Gross County Cost
$ 128,743
$ 162,000
$ 162,000
$ 162,000
Revenue
116,159
153,250
153,250
153,250
Net County Cost
$ 12,584
$ 8,750
$ 8,750
$ 8,750
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
328
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
2,200
$0.05
2,300 2,300
$0.05 $0.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
329
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in substitute 24 -hour care family foster
homes, group homes, residential treatment centers, and residential child care facilities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 7,575,381
$ 6,850,000
$ 7,500,000
$ 7,500,000
Supplies
430,845
700,000
500,000
500,000
Purchased Services
1,156,594
1,000,000
1,000,000
1,000,000
Contra Expenses
- 391,711
- 350,000
- 350,000
- 350,000
Fixed Charges
2,479,115
2,300,000
2,500,000
2,500,000
Capital
14,205
50,000
50,000
50,000
Gross County Cost
$ 11,264,429
$ 10,550,000
$ 11,200,000
$ 11,200,000
Revenue
8,364,314
6,900,000
7,400,000
7,400,000
Net County Cost
$ 2,900,115
$ 3,650,000
$ 3,800,000
$ 3,800,000
Budget Positions
89
93
93
93
SUMMARY OF CHANGES: The demand for Child Welfare services continues to expand in
Weld County, as it has throughout the State. The Department is continuing to seek out and
encourage the provision of services, with their associated costs, early in the involvement with
families, in order to avoid the need for more costly services as the involvement continues. The
Department is participating in State-wide discussions regarding the potential of a new method of
allocating available appropriations among counties.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
330
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1,100
1,100 1,150
3.542 3.815 3.471
$12.43 $14.98 $14.18
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
331
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the
foster care program primarily through counseling and parental education.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 58,584
$ 0
$ 60,000
$ 60,000
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
303,155
250,000
300,000
300,000
Capital
0
0
0
0
Gross County Cost
$ 361,739
$ 250,000
$ 360,000
$ 360,000
Revenue
190,997
0
200,000
200,000
Net County Cost
$ 170,742
$ 250,000
$ 160,000
$ 160,000
Budget Positions
3
3
3
3
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. Core Services will continue to be used to limit and
shorten the number of foster care placements and to meet the demands of the Drug Court and
associated programs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
332
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
150 160 160
$0.73
$1.03 $0.60
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
333
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 177,430
$ 135,000
$ 180,000
$ 180,000
Supplies
2,223
2,000
2,000
2,000
Purchased Services
12,033
15,000
15,000
15,000
Fixed Charges
1,017
0
0
0
Gross County Cost
$ 192,703
$ 152,000
$ 197,000
$ 197,000
Revenue
174,556
152,000
197,000
197,000
Net County Cost
$ 18,147
$ 0
$ 0
$ 0
Budget Positions
5.5
5.5
5.5
5.5
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Case Load (End of Program)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
4,500 5,000 5,000
.229 .225 .205
$0.08 $0.00 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
334
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents. Totally
funded by county. Expenditures from this program are not covered by TANF, OAP, AND, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
122,727
187,000
187,000
187,000
Contra Expense
0
- 3,500
- 3,500
- 3,500
Capital
0
0
0
0
Gross County Cost
$ 122,727
$ 183,500
$ 183,500
$ 183,500
Revenue
0
105,000
105,000
105,000
Net County Cost
$ 122,727
$ 78,500
$ 78,500
$ 78,500
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Expenditures for dental, vision, prescriptions, and in -kind services
have remained fairly stable over the last few years. The State budget problems have created a
stronger need for General Administrative funds. Below is a breakdown of the amounts
requested for the different categories under General Assistance:
Dental $ 17,000
Vision 22,000
Shelter 40,000
In -Kind 5,000
Prescription 5,000
Burial 78,000
Shelter Care Management 20,000
Refund -3 500
Total $183,500
335
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load excluding shelter (Average)
Efficiency Measures
Per capita cost (county support)
80 80 80
$0.53
$0.32 $0.30
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
336
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
HEALTH FUND
Revenue changes
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Solid Waste Trfs Chg for Services Federal/State Licenses & Miscellaneous Fund Balance General Fd Trfs
Permits
2010 Revenue
Total $9,251,014 (2009 $8,812,531)
Licenses &
Permits,
$390,400, 4%
Chg for Services,
$724,119, 8%
Solid Waste Trfs,
$507,909, 6%
Federal/State,
$3,733,185, 40%
General Fd Trfs,
$3,051,901, 33%
Miscellaneous,
$43,500, 0%
Fund Balance,
$800,000, 9%
337
HEALTH FUND
2010 Expenditures
Total $8,451,014 (2009 $8,112,531)
Health
Communications,
$1,328,935, 16%
Administration,
$191,450, 2%
Envirnmental 7 --
Health Services,
$2,429,649,
29%
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Community
Health Services,
$4,119,729,
49%
Health
Preparedness,
$381,251, 4%
N
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Expenditure Changes
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338
SEVEN YEAR TREND
Health Subsidy
4
MILLIONS
3.5
3
2.5
2
1.5
1
0.5
2004 2005 2006
2007
2008 2009
2010
339
PUBLIC HEALTH FUND SUMMARY
The 2010 budget for the Weld County Department of Public Health and Environment represents
a significant decrease of $538,570 (15%) to net county cost from the 2009 approved budget.
These projected reductions decrease county per capita support of health programming from
$14.73 to $11.39 and FTEs per 10,000 population from 3.84 to 3.37 in 2010. The reductions
were made more difficult because the department faces increased costs for insurance and
retirement funding for employees. The decrease in funding necessitates a reduction in public
health infrastructure with FTE investment projected to decrease in 2010 for the second year in a
row to 90.41 from 95.09 actual in 2008. Achieving targeted reductions of 15% cannot be
achieved without reducing the department's workforce even further in 2010. In preparing the
2010 budget, the department has worked diligently to cut costs while maintaining the ability to
provide essential public health services to an ever growing number of residents of Weld County.
The conundrum for health -focused businesses is that difficult economic times for communities
lead more people and families to seek needed health services in the public sector just at a time
when infrastructure is reduced to control expenses. Projected increases of $877,053 in non -
county general fund revenues for 2010 (mostly from new grants and some increases in fees to
recover program operating costs) help mitigate reductions in workforce and programming. The
2010 budget, as presented, is vital to support achieving our strategic goals and priorities, allow
for the provision of the ten essential public health services, enable core public health functions
to be fulfilled on behalf of the residents of Weld County, and maintain a fundamental readiness
and ability to respond to health emergencies that might occur in 2010 (e.g., novel H1N1
pandemic influenza).
The 2010 budget for the Administration Services Division projects increased insurance costs
and a 0.9% increase in County -funded contributions to PERA, resulting in an actual increase of
$17,322 in personnel services. Despite significant growth in the county's population, added
complexity of grant reporting requirements, and a greater dependence on billing third -party
payers for services rendered, the FTE commitment in this division has remained unchanged
since 2007. The division proposes a decrease of $14,500 in purchased services for 2010.
Revenue from the sale of copies of birth and death certificates is expected to decrease by
$23,550 as compared to the budgeted amount for FY2009.
The Health Communication, Education and Planning Division of the department (formerly known
as Health Promotion Section) projects a net decrease in county support for its programs of
$44,527 when compared to 2009. To achieve targeted reduction goals for 2010, the division
proposes to eliminate 1.0 FTE of a county -funded Health Communication Supervisor position.
Overall, division Personnel Costs for FY2010 decrease by $60,484; this reduction adds to
reductions in Personnel Services of $103,609 in 2009. Over a two-year period FTE's will have
been reduced from 15.0 to 10.75 leaving the division no choice but to limit vital health education
programming directed at increasing healthy behaviors in residents of Weld County. To more
accurately track activities related to Emergency Preparedness, the Personnel expenses of 0.5
FTE BT Health Planner will be transferred in 2010 from this division to the Division of Public
Health Preparedness (supervision of this staff person will remain with HCEP). Supply costs are
projected to increase by $67,866, largely due to a new grant -funded program (LiveWell).
Purchased Services are projected to increase by $165,978 due to programming in three primary
grant -funded programs: LiveWell, Cancer, Cardiovascular and Chronic Pulmonary Disease
(CCPD), and Tobacco Education and Prevention Program. Revenue for the division is
projected to increase in 2010 by $265,347 due to grants.
340
The Public Health Services Division (formerly known as Community Health Services) 2010
budget request includes a projected decrease in net county cost of $269,559, or 14.1%. A
significant portion (39%) of this projected decrease is related to reductions in Personnel
Services ($104,688). FTE's are projected to decrease by 2.19 to 43.41 from 45.60 in FY2009.
Supply costs are projected to increase by $78,776 as a result of two grant programs (Colorado
Family Planning Initiative and Women's Wellness Connection). Purchased Services expense is
anticipated to increase by $139,164 largely related to the same two programs -- CFPI and
WWC. Revenues are projected to increase by $397,164 for 2010 as a result of the department
being awarded additional contract funding in Women's Wellness Connection and Colorado
Family Planning Initiative, a new Juvenile Assessment Center program, and increases in fees
and donations for clinical services.
The Environmental Health Services Division 2010 budget submission proposes a decrease in
net county cost of $215,155, or 16%, when compared to the 2009 budget. The division's
Personnel Services are projected to be reduced by $34,690, despite an increase in insurance
costs and PERA contributions, through the elimination of 1.0 FTE Environmental Health
Specialist. This position is being eliminated in response to the projected loss of a contract to
perform storm water inspections and a reduced request for services in the ISDS and Land Use
Programs. The division projects a 1% increase ($2,775) in Supplies for 2010. Purchased
Services are proposed to increase by $21,069 primarily as a result of budgeting for temporary
staff in 2010; the hiring of temporary staff may be necessary to complete work assignments as a
result of the proposed elimination of the EH Specialist position. Despite the anticipated loss of
revenue in the ISDS Program ($7,900) and other revenue decreases in the Storm Water
($9,000) and STD ($11,825) Programs, revenue generated by this division is projected to
increase in 2010 by $234,569. The increase is due primarily to the additional appropriation of
$182,909 from the Solid Waste Fund, an increase of $56,600 from retail food establishment
fees authorized by the State of Colorado, and an increase of $24,000 in the division's Air Quality
Monitoring agreement with CDPHE. In the Final Budget, a position was added in the
Environmental Planning Division ($146,352) to be charged back to Planning Services.
The Public Health Preparedness Division 2010 proposed budget projects a decrease in net
county cost of $8,185. Personnel costs are projected to increase by $49,843; this projected
increase is due mostly to the transfer of a position from another division (HCEP is transferring
the BT Health Planner position to this division in FY2010), but also to anticipated higher
insurance expenses and PERA contributions. Supplies and Purchased Services are projected
to increase minimally ($9,948) in 2010; these increases will be directed at activities anticipated
to be necessary to control the spread of H1N1 influenza. Accounting for the transfer of a
position (0.50 FTE) to this division, FTE dedicated to emergency preparedness and response
activities is projected to remain the same in 2010.
The Department of Public Health and Environment remains challenged by keeping pace with
the demand for services as Weld County continues as one of the fastest growing regions of
Colorado. In addition, the complexity of the work and the intermittent surges in activity in the
area of Public Health (e.g., bioterrorism readiness, disease control and investigation of West
Nile virus infection, Pertussis, rabies, Q -fever, influenza, and other communicable diseases
endemic to our region, H1N1 readiness, etc.) create unique staffing issues that add to routine
functions. The department's 2010 proposal includes a 15% reduction in county revenue, and
attempts to judicially and conscientiously reduce the public health infrastructure available to
preserve, promote and protect the health of residents of Weld County and their environment for
future generations. While reductions in services and surge capacity will be necessary, the
budget will provide the Department the minimum resources needed to carry out its essential
services and core functions in support of Weld County's goals and objectives.
341
PUBLIC HEALTH FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
LICENSES AND PERMITS
2560 41400 4210 LICENSES
2560 41400 4221 PERMITS
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
2530 41300 4321 MEDICAID
2560 41400 4321 MEDICAID
2530 99900 4321 MEDICAID
2530 41300 4322 MEDICARE
2530 99900 4322 MEDICARE
2530 99900 4336 REIMBURSEMENTS
2500 41100 4340 GRANTS
2530 41300 4340 GRANTS
2535 41300 4340 GRANTS
2560 41400 4340 GRANTS
2580 41500 4340 GRANTS
2520 99900 4340 GRANTS
2530 99900 4340 GRANTS
2560 99900 4340 GRANTS
2580 99900 4340 GRANTS
2500 41100 4356 COUNTIES
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2500 41100 4410 CHARGE FOR SERVICES
2530 41300 4410 CHARGE FOR SERVICES
2560 41400 4410 CHARGE FOR SERVICES
2530 99900 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2560 41400 4510 FINES
2560 41400 4680 OTHER
2530 99900 4690 DONATIONS
2560 41400 4730 OTHER FEES
TOTAL MISCELLANEOUS
TRANSFERS
2560 41400 712700 TRANSFERS
TOTAL PUBLIC HEALTH FUND
2009 2010 2010 2010
Budget Request Recommend Final
110,800 167,400 167,400 167,400
230,900 223,000 223,000 223,000
341,700 390,400 390,400 390,400
48,300 48,300 48,300 48,300
17,800 16,000 16,000 16,000
203,188 214,056 214,056 214,056
4,000 8,000 8,000 8,000
1,000 1,000 1,000 1,000
42,000 42,000 42,000 42,000
412,171 413,315 413,315 413,315
0 21,731 21,731 21,731
94,659 0 0 0
12,225 3,360 3,360 3,360
6,000 0 0 0
509,535 774,882 774,882 774,882
1,399,825 1,844,460 1,844,460 1,844,460
80,800 104,800 104,800 104,800
232,902 241,281 241,281 241,281
3,590,471 3,051,901 3,051,901 3,051,901
6,654,876 6,785,086 6,785,086 6,785,086
215,000
181,780
274,875
88,800
760,455 724,119
191,450
182,369
261,500
88,800
191,450 191,450
182,369 182,369
261,500 261,500
88,800 88,800
724,119 724,119
2,500 2,500 2,500 2,500
2,000 2,000 2,000 2,000
18,000 28,000 28,000 28,000
8,000 11,000 11,000 11,000
30,500 43,500 43,500 43,500
325,000 507,909 507,909 507,909
8.112.531 $ 451,014
342
L451,014 8.451.014
PUBLIC HEALTH FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2500 41100 ADMINISTRATION
2520 41210 GENERAL HEALTH EDUCATION
2520 99900 UNALLOCATED GRANTS
2530 41300 NURSING
2530 99900 UNALLOCATED GRANTS
2535 41300 NURSING
2560 41400 ENVIROMENTAL
2560 99900 UNALLOCATED GRANTS
2580 41500 PUBLIC HEALTH PREPAREDNESS
2580 99900 UNALLOCATED GRANTS
TOTAL PUBLIC HEALTH FUND
343
2009 2010 2010 2010
Budget Request Recommend Final
215,000 191,450 191,450 191,450
629,567 566,303 566,303 566,303
478,548 762,632 762,632 762,632
940,956 797,598 797,598 797,598
2,915,324 3,322,131 3,322,131 3,322,131
135,844 0 0 0
2,307,434 2,327,508 2,327,508 2,327,508
102,801 102,141 102,141 102,141
125,976 141,160 141,160 141,160
261,081 240,091 240,091 240,091
8.112,531 8.451.014
8,451.014 8,451,014
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 5,698,359
$ 6,063,906
$ 5,931,209
$ 6,077,561
Supplies
601,696
418,398
573,065
573,065
Purchased Services
1,581,819
1,625,481
1,941,890
1,941,890
Fixed Charges
554,549
649,554
605,157
605,157
Contra Expense
- 550,078
- 644,808
-600,307
- 746,659
Capital
14,156
0
0
0
Gross County Cost
$ 7,900,501
$ 8,112,531
$ 8,451,014
$ 8,451,014
Revenue
5,231,577
4,522,060
5,399,113
5,399,113
Net County Cost
$ 2,668,924
$ 3,590,471
$ 3,051,901
$ 3,051,901
Budgeted Positions
95.09
93.10
89.41
90.41
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
344
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
4.07
3.84
$12.59 $14.73
3.37
$11.39
Goal HSI: To improve the health of our diverse communities by assuring individuals, families, and
communities gain greater control of factors that influence their health.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
HS1-1: Key health
indicators move in
a positive direction
Further enhance partnerships with local
community media organizations
In Process
In Process
In Process
Health disparities
will be diminished
Utilize best practice social marketing
techniques in all WCDPHE public
information campaigns
WCDPHE is a
leader and partner
with communities
in addressing local
health concerns
and underlying
causes; and is
included in health -
related community
planning and
policy making
Develop Public Health Briefs on various
public health issues
Improve our individual and organizational
cultural competence
Make improvements to WCDPHE web site
WCDPHE works
in partnership with
key stakeholders
keeping our core
values in mind
An ongoing
community
assessment process
including a multi-
year Community
Action Plan that
addresses health
factors and reduces
disparities
345
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HSI-2: Key health
indicators move in
a positive direction
Share information across divisions and with
community partners about the advocacy
roles currently used by health department
staff
In Process
In Process
In Process
Health disparities
will be diminished
Identify and define new advocacy roles for
staff and community partners
WCDPHE is a
leader and partner
with communities
in addressing local
health concerns
and their
underlying causes
Work with community health providers to
expand their capacity to accept Medicaid
and other government reimbursements
WCDPHE is
included in health -
related community
planning and
policy making
WCDPHE works
in partnership with
key stakeholders
keeping our core
values in mind
An ongoing
community
assessment process
including a multi-
year Community
Action Plan that
addresses health
factors and reduces
disparities
346
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
HSI-3: Key health
indicators move in
a positive direction
Create new partnerships and enhance
existing partnerships and collaborations that
engage community members in the work of
public health
In Process
In Process
In Process
Health disparities
will be diminished
WCDPHE is a
leader and partner
with communities
in addressing local
health concerns
and their
underlying causes
Increase communication and enhance
relationships with Federal, state, regional,
and peer health department partners to better
understand capacities, reduce competition,
and share resources
To the extent possible, use customized
public health promotion messages and
strategies in all of our diverse communities
WCDPHE is
included in health -
related community
planning and
policy making
WCDPHE works
in partnership with
key stakeholders
keeping our core
values in mind
An ongoing
community
assessment process
including a multi-
year Community
Action Plan that
addresses health
factors and reduces
disparities
347
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS2: To assure dignified access to necessary, appropriate, affordable, continuous, and timely health
care, including wellness and prevention services.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS2-1: Weld
County will have a
more integrated
(public) health care
system
Barrier to receiving
preventive services
will be diminished
or eliminated;
citizens will have
better access to
care
By 2009, gather information for decision
making on what the direct services role of
the Health Department will be in 2010
By 2010, expand, retain, or eliminate health
department services as guided by
community needs
By 2010, enhance Southwest County
service provision
Over the next three years, diversify funding
sources for health care and education
programs by seeking new and flexible
funding from Federal agencies and others
Done
In Process
In Process
HS2-2: Weld
County will have a
more integrated
(public) health care
system
Barrier to receiving
preventive services
will be diminished
or eliminated;
citizens will have
better access to
care
By 2009, increase WCDPHE's capacity to
use the North Colorado Health Alliance
Electronic Medical Record system for
program evaluation and planning purposes
By 2008, Northern Colorado Health
Alliance service providers will be
electronically linked to the Colorado CIIS
Immunization Registry through electronic
medical record system
N/A
Done
Done
N/A
N/A
N/A
Goal HS3: To lessen adverse public health impacts of chronic and communicable diseases, land use
developments, and disasters.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
HS3-I: WCDPHE
can mobilize an
effective public
health response to a
public health
event/emergency no
matter how large or
small
Within three years, we will develop and
strengthen partnerships with schools,
worksites, healthcare providers, and
community agencies to extend the work of
public health; we will also expand our use
of best practices in our surveillance
activities and intervention capacities for
chronic and communicable diseases
In process
In process
In process
WCDPHE is
recognized for its
preparedness work
348
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS3: To lessen adverse public health impacts of chronic and communicable diseases, land use
developments, and disasters.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
HS3-1: WCDPHE
can mobilize an
effective public
health response to a
public health
event/emergency no
matter how large or
small
Within three years, we will develop and
strengthen partnerships with schools,
worksites, healthcare providers, and
community agencies to extend the work of
public health; we will also expand our use
of best practices in our surveillance
activities and intervention capacities for
chronic and communicable diseases
In process
In process
In process
WCDPHE is
recognized for its
preparedness work
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS3-2: WCDPHE
can mobilize an
effective public
health response to a
public health
event/emergency
no matter how large
or small
WCDPHE is
recognized for its
preparedness work
Over the next three years bring in
national active community environment
experts to educate and assist at least four
Weld County municipalities/communities
in their planning for active community
environments
Work with those municipalities/
communities that desire assistance to
adopt code that promotes land use and
walkable/bikable communities by 2010
Over the next three years, continue to
minimize negative impacts to the
environment of proposed land use
developments
In process
In process
In process
HS3-3: WCDPHE
can mobilize an
effective public
health response to a
public health
event/emergency
no matter how large
or small
Continue to investigate complaints that
may impact the public's health
Whenever possible, work to resolve
identified issues and violations through
information and education and when
necessary enforce applicable laws
In process
In process
In process
WCDPHE is
recognized for its
preparedness work
349
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS3-4: WCDPHE
can mobilize an
effective public
health response to a
public health
event/emergency no
matter how large or
small
Continue to participate in the North East
All Hazards Regional collaborative
association (NEAHR
Pursue at least one additional
Public/Private Partnership each year and
continue to participate in the local Faith
Based Initiative
In process
In process
In process
WCDPHE is
recognized for its
preparedness work
Identify one new and non-traditional
funding possibility
Participate in emergency response, as
appropriate, with other external partner
organizations
Develop a key contact for all identified
Special Population Groups within Weld
County
Ensure all employees are trained to the
appropriate National Incident Management
System (NIMS) level
Perform semi-annual site threat assessment
of Health & Environmental office complex
(north complex only); address at least one
critical identified threat protection deficit,
by removal, mitigation or minimization
Complete production of the department's
Business Continuity Plan and train key
department staff to function in a Business
Continuity Plan
Conduct a Departmental Business
Continuity Exercise;
maintain the county's public health
laboratory capacity to respond to bio-terror
and other public health emergencies
350
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS4: To enhance our organization's effectiveness by continually monitoring our performance and
evaluating our programs.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS4-1: WCDPHE
will contribute to
the evidence base
of public health in
Colorado
WCDPHE leaders,
managers, and staff
will use
information in a
systematic way to
improve and
account for public
health actions
Program evaluation
will be practiced
consistently across
program areas and
will be integrated
into the day-to-day
management of
most programs
Monitor our progress toward achieving
our strategic objectives annually in
February of each year and report on our
accomplishments to the County
Commissioners, Board of Health, and
the public
By 2008, investigate performance
models applicable to local public health
agencies that evaluate return on
investment/cost per client
In process
Done
In process
N/A
In process
N/A
HS4-2: WCDPHE
will contribute to
the evidence base
of public health in
Colorado
WCDPHE leaders,
managers, and staff
will use
information in a
systematic way to
improve and
account for public
health actions
Program evaluation
will be practiced
consistently across
program areas and
will be integrated
into the day-to-day
management of
most programs
Complete a space needs assessment of
the health section of the north (Greeley)
complex; year 1
Define, assess, document, and prioritize
current evaluation skills, knowledge,
and practice. In year 1, public health
services; year 2, environmental health;
and year 3, health communication,
education and planning.
Assess capacity of and prioritize need
for existing and developing health
education programs targeting
community needs; year 1
Done
In process
Done
N/A
In process
N/A
N/A
In process
N/A
351
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
I -1S4-3: WCDPHE
will contribute to the
evidence base of
public health in
Colorado
In conjunction with community partners,
do county -wide community assessment in
2008 based on a proven approach (e.g.,
NACCHO MAPP) to community health
needs assessment
In process
In process
In process
WCDPHE leaders,
managers, and staff
will use information
in a systematic way
to improve and
account for public
health actions
Program evaluation
will be practiced
consistently across
program areas and
will be integrated
into the day-to-day
management of most
programs
By 2009, develop and then institute a
community action plan that addresses the
issues identified in the comprehensive
assessment
By 2010, in conjunction with community
partners, ongoing community assessment
and action planning efforts will be
routinized
HS4-4: WCDPHE
will contribute to the
evidence base of
public health in
By 2008, create an internal task force
whose charge is to reduce the public health
nursing staff turnover rate to less than 15%
by 2010
Done
N/A
N/A
Colorado
Done
N/A
N/A
WCDPHE leaders,
managers, and staff
will use information
in a systematic way
to improve and
account for public
health actions
Program evaluation
will be practiced
consistently across
program areas and
will be integrated
into the day-to-day
management of most
programs
By 2008, cross train southwest county staff
to fulfill day-to-day duties competently
Over the next three years, offer the
following workforce development
opportunities: (a) cultural competence
training, (b) vital statistics training, (c)
evaluation 101 (i.e., logic modeling, CDC
evaluation framework), (d) social
marketing strategies for programs, and (e)
public health nursing competency training
Develop and implement a succession
planning process in order to retain our
workforce skills and knowledge
In process
In process
In process
352
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health
funds.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
Supplies
Purchased Services
Fixed Charges
Capital
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
375,315
412,171
413,315
413,315
Net County Cost
$ - 375,315
$ - 412,171
$ - 413,315
$ - 413,315
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The State appropriation for per capita funding increased $1,144.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
353
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100
DEPARTMENT DESCRIPTION: Overall administration of Department of Public Health and
Environment, including personnel, fiscal management, data and records management,
procurement and facilities management. The Executive Director is the official registrar of vital
statistics for Weld County. Records of births and deaths that occur in Weld County are kept and
certified copies are available upon request from the deputy registrars.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 541,553
$ 581,576
$ 598,898
$ 598,898
Supplies
14,511
16,950
16,950
16,950
Purchased Services
138,902
179,018
164,518
164,518
Fixed Charges
0
0
0
0
Contra Expense
- 500,706
- 562,544
-588,916
-588,916
Capital
0
0
0
0
Gross County Cost
$ 194,260
$ 215,000
$ 191,450
$ 191,450
Revenue
194,260
215,000
$ 191,450
$ 191,450
Net County Cost
$ 0
$ 0
0
0
Budgeted Positions
8.0
8.0
8.0
8.0
SUMMARY OF CHANGES: Increased health insurance costs and a .9% increase in County
funded contributions to PERA resulted in the administration division's personal services
category increase of $17,322. The division's decrease of $14,500 in purchased services
represents decreases of $3,160 in postage, $50 in printing, $9,000 in phone services and
$2,290 in travel. Revenue from the sale of copies of birth and death certificates is expected to
decrease by $23,550 as compared to the budgeted amount for FY2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
354
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Birth / Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
17,308 16,000 16,000
.354
$3.56
.33 .30
$2.15 2.20
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
355
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210
DEPARTMENT DESCRIPTION: Health Communication, Education and Planning includes
grant funded and county funded health promotion/prevention programs that provide resources
and expertise for the department and the community. The Health Communication team serves
as the liaison with the local TV/radio/newspaper media for the health department. They plan,
develop and disseminate emergency communication and educational materials to the public.
The Health Communication team provides support internally for producing educational
materials, reports, and local health data. Health Communication partners with the community in
developing and implementing programs to promote healthy behaviors. Programs include traffic
safety and prevention of unintentional injuries, nutrition and fitness programs, diabetes and
asthma prevention, cancer prevention, tobacco use prevention, and abstinence education for
prevention of teen sex, unintended pregnancy and STI/HIV, and men's health screening.
Coalitions such as Drive Smart Weld County, the Diabetes Coalition, the Tobacco Coalition, and
the Weld Faith Network provide expertise to the department to address these important health
issues in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 814,564
$ 795,892
$ 735,408
$ 735,408
Supplies
56,846
53,784
121,650
121,650
Purchased Services
376,282
239,525
405,503
405,503
Fixed Charges
91,347
77,218
77,765
77,765
Contra Expense
-25,013
-58,304
-11,391
-11,391
Gross County Cost
$ 1,314,026
$ 1,108,115
$ 1,328,935
$ 1,328,935
Revenue
781,403
509,535
774,882
774,882
Net County Cost
$ 532,623
$ 598,580
$ 554,053
$ 554,053
Budget Positions
15.0
11.75
10.75
10.75
SUMMARY OF CHANGES: Personnel costs will decrease by $60,484. Total FTE will decrease
from 11.75 to 10.75 with the elimination of 1.0 FTE HC Supervisor position. LiveWell added a
1.0 FTE coordinator and a .25 OT III shifted from county funding; Tobacco reduced FTE by .5,
and .5 FTE BT Planner moved to Public Health Preparedness.
356
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
SUMMARY OF CHANGES (CONTINUED):
Supplies will increase by $67,865 with the new LiveWell grant and an increase in funding for the
CCPD grant supplies. Purchases Services increased by $165,978 with LiveWell grant, CCPD
and Tobacco grant increases. Fixed Charges will increase by $547. In Contra Expense a
transfer of BT funding offsets the Public Information Officer (PIO) salary for PI ($11,391). There
will be a decrease of $47,913 with the transfer of BT Planner position to OPHP budget.
Revenue will increase by $265,347 with the LiveWell grant increase in CCPD grant.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Classes, programs, events, worksite wellness 40,300 42,000 45,000
Radio programs, blogging 600,000 650,000 700,000
Efficiency Measures
FTE's per 10,000/capita .46 .48 .40
Per capita cost (county support) $2.31 $2.45 $2.07
Effectiveness results
Reduction in motor vehicle fatalities. 48 45 45
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data 32/1000 31/1000 30/1000
Number of obese adults -- BRFSS data 26% 25% 24%
Adult Smoking rates - - BRFSS data 18% 17% 16%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
357
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning,
international travel health, and Tuberculosis. It also provides immunizations, screening,
counseling, communicable disease surveillance, containment, treatment, and teaching.
Provides home visits for health promotion, evaluation, health assessment, and community
activities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 2,483,451
$ 2,777,745
$2,673,057
$2,673,057
Supplies
225,437
162,784
241,560
241,560
Purchased Services
546,363
747,272
886,436
886,436
Fixed Charges
236,600
304,323
318,676
318,676
Capital
7,980
0
0
0
Gross County Cost
$ 3,499,831
$ 3,992,124
$4,119,729
$4,119,729
Revenue
2,108,450
2,081,552
2,478,716
2,478,716
Net County Cost
$ 1,391,381
$ 1,910,572
1,641,013
1,641,013
Budgeted Positions
43.65
45.60
43.41
43.41
SUMMARY OF CHANGES: Personnel Services decreased by $104,688 due to a reduction of
2.19 FTE. There is an increase of $78,776 in supplies and an increase of $139,164 in
purchased services as a result of grants from CPI and WWC. Fixed charges increased $14,353
for overhead charges. Gross county costs increased $127,605.
Revenues increased $397,164 with new JAC program, CFPI, reimbursement increases with
WWC, fee and donation increases. Net county costs decreased by $269,559.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
358
COMMUNITY HEALTH SERVICES
(CONTINUED)
2500-41300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Immunizations given
Family Services
15,000
1.87
$7.56
7,000
1,500
15,000 13,280
1.87
$5.96
8,000
1,800
1.62
$6.12
6,080
2,000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
359
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and
perpetuate the public health of the citizens of the county with scientific risk assessments, the
development of policies, monitoring and inspections, consultation, and the enforcement of
regulations designed to protect food, water, and air supplies. Services include technical
assistance and consultation, monitoring and sampling, inspection and enforcement, education
and planning activities. The laboratory's purpose is to process medical and water samples and
aid in the evaluation of potential agents of bioterrorism events.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 1,650,840
$ 1,699,365
1,664,675
1,664,675
Supplies
293,318
164,530
167,305
167,305
Purchased Services
482,506
400,977
422,046
422,046
Fixed Charges
157,332
169,323
175,623
175,623
Contra Expense
- 24,359
- 23,960
0
0
Capital
6,176
0
0
0
Gross County Cost
$ 2,565,813
$ 2,410,235
2,429,649
2,429,649
Revenue
1,473,438
1,064,900
1,299,469
1,299,469
Net County Cost
$ 1,092,375
$ 1,345,335
1,130,180
1,130,180
Budgeted Positions
25.94
25.25
24.25
25.25
SUMMARY OF CHANGES: Overall, net county cost was reduced by 16%, or $215,155 when
compared to the division's approved budget for fiscal year 2009.
The Personnel Services request was reduced by $34,690, despite an increase to insurance
costs, due to the reduction of one Environmental Health Specialist position. This position is
being eliminated in response to the loss of a contract to perform storm water inspections and a
reduced request for services in the ISDS and Land Use programs. Note: In an effort to realize
savings in the current fiscal year, it is expected that this "reduction in force" will occur during the
3rd quarter of 2009.
The request for Supplies represents a 1% increase, or $2,775 from fiscal year 2009. The
request for Purchased Services represents an increase of $21,069 or 5%. The increase is
primarily the result of budgeting $20,000 for temporary staff, which may be necessary to
complete work assignments as the result of the reduction of an Environmental Health Specialist.
360
ENVIRONMENTAL
HEALTH SERVICES
(CONTINUED)
2560-41400
SUMMARY OF CHANGES (Continued):
Despite the expected loss of revenue ($7,900) in the ISDS program and other reduced revenue
in the Stormwater ($9,000) and STD programs ($11,825), revenue generated by the
Environmental Health Services Division is expected to increase by $234,569. The increase is
due primarily to the additional appropriation of $182,909 from the Solid Waste Fund, an
increase of $56,600 from retail food establishment fees, and an increase of $24,000 to the
contract with the CDPHE for air quality monitoring.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: In the final budget, the Board added a position equivalent to the Director of
Planning Services ($146,352) in the Environmental Planning (Program 4205) that will be
charged back entirely to the Department of Planning Services (Account 1000-17100-6379) to
maintain the employee's continuity in PERA. Net impact on this budget is zero.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs*
Food inspections, activities, complaints 2,478 2,550 2,475
Laboratory analyses 17,801 18,000 18,000
Household Hazardous Waste Disposed 412,479 415,000 420,000
(#'s)
Environmental Planning Reviews 312 288 288
I.S.D.S. Inspection, activities, complaints 312 295 295
Waste Inspections, activities, complaints 181 185 185
Biosolids Inspections, activities, complaints 171 171 171
Efficiency Measures
FTE's per 10,000/capita 1.08 1.04 .94
Per capita cost (county support) $4.68 $5.51 $4.22
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
361
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to,
incidents and events, which threaten the quality and quantity of life within the purview of health
and environment; develops exercises and evaluates various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation duties and
functions, along with regional bioterrorism laboratory duties and functions; houses the county
wide Health Alert Network, communications and warning operations; and is engaged in local,
regional, state and national collaborative efforts associated with these disciplines.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 207,951
$ 209,328
$ 259,171
$ 259,171
Supplies
11,584
20,350
25,600
25,600
Purchased Services
37,766
58,689
63,387
63,387
Fixed Charges
69,270
98,690
33,093
33,093
Capital
0
0
0
0
Gross County Cost
$ 326,571
$ 387,057
$ 381,251
$ 381,251
Revenue
298,711
238,902
241,281
241,281
Net County Cost
27,860
$ 148,155
$ 139,970
$ 139,970
Budgeted Positions
2.5
2.5
3.0
3.0
SUMMARY OF CHANGES: The 0.5 FTE change is not an actual increase in the overall
department, only a reflection of codifying the FTE assigned to the program. Previously, the 0.5
FTE was carried in Health Communications. Supplies and Services, are increased $5,250, and
$4,698, respectively, from grant revenue, and have been directed towards certain anticipated
activities related to projected H1 N1 mitigation. Fixed expenses are projected $65,597 less than
the previous year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
362
PUBLIC HEALTH
PREPAREDNESS
(CONTINUED)
2580-41500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000 capita
Per capita cost (county support)
.11
$.12 $.61 $.52
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Summary.
363
A*,tr
111k
COLORADO
364
SEVEN YEAR TREND
Human Services
$18
$16
$14
$12
cn $10
z
O
$8
$6
$4
$2
$0
2004
2005
2006
2007
2008
2009
2010
365
HUMAN SERVICES FUND SUMMARY
The Human Services Fund is funded at $8,487,338 for 2010, which is down $4,582,957, or
35.1% 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,
Weld County is relinquishing the Head Start ($3,172,500), Migrant Head Start ($1,615,000), and
Preschool ($147,520) programs. The Board, after an examination of the future of Head Start
Programs, determined the Head Start programs are better suited if 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 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. Other programs are stable with little change.
Being totally reliant upon state and federal funding sources, Human Services continues to
operate in an environment of uncertainty. The Human Services Fund budget has been
constructed based upon the best available information on the funding levels. It is very likely that
many of the amounts will be changed between now and the actual execution of the 2010
budget.
The primary programs of Human Services are associated with the Workforce Investment Act
(WIA) funded under the Department of Labor, Employment and Training Administration. This
program is anticipating $2,829,217 for 2010. In addition, the Job Service contract will be
$806,000, and Temporary Assistance to Needy Families (TANF) is funded at $738,220,
primarily for training of TANF clients.
The Human Services Fund is totally funded through state and federal programs with the
exception of the 25% local match for the Aging program, which amounts to $12,351.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2010 funding levels:
Supplemental Foods
Area Agency on Aging
Senior Nutrition
CSBG
$ 1,428,630
$ 1,914,441
$ 491,560
$ 279,270
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2010.
366
HUMAN SERVICES FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
INTERGOVERNMENTAL
2611 60000 4314 USDA
2617 60000 4314 USDA
2643 60000 4314 USDA
2654 60000 4314 USDA
261496 60000 4314 USDA
267695 60000 4314 USDA
2611 60000 4320 FEDERAL GRANTS
2627 60000 4320 FEDERAL GRANTS
2628 60000 4320 FEDERAL GRANTS
2636 60000 4320 FEDERAL GRANTS
2637 60000 4320 FEDERAL GRANTS
2640 60000 4320 FEDERAL GRANTS
2643 60000 4320 FEDERAL GRANTS
2644 60000 4320 FEDERAL GRANTS
2652 60000 4320 FEDERAL GRANTS
2652 60000 4320 FEDERAL GRANTS
2653 60000 4320 FEDERAL GRANTS
2654 60000 4320 FEDERAL GRANTS
2655 60000 4320 FEDERAL GRANTS
2657 60000 4320 FEDERAL GRANTS
2658 60000 4320 FEDERAL GRANTS
2673 60000 4320 FEDERAL GRANTS
261496 60000 4320 FEDERAL GRANTS
262695 60000 4320 FEDERAL GRANTS
262907 60000 4320 FEDERAL GRANTS
265995 60000 4320 FEDERAL GRANTS
267695 60000 4320 FEDERAL GRANTS
267895 60000 4320 FEDERAL GRANTS
267695 60000 4324 VALUE OF INVENTORY
2632 60000 4340 GRANTS
2635 60000 4340 GRANTS
2638 60000 4340 GRANTS
2646 60000 4340 GRANTS
2648 60000 4340 GRANTS
2649 60000 4340 GRANTS
2665 60000 4340 GRANTS
2666 60000 4340 GRANTS
2667 60000 4340 GRANTS
2671 60000 4340 GRANTS
262995 60000 4340 GRANTS
2651 60000 711000 TRANSFER
TOTAL INTERGOVERNMENTAL
2009 2010 2010 2010
Budget Request Recommend Final
CHARGE FOR SERVICES
2617 60000 4410 CHARGE FOR SERVICES
2645 60000 4410 CHARGE FOR SERVICES
2646 60000 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2643 60000 4690 DONATIONS
2652 60000 4690 DONATIONS
TOTAL MISCELLANEOUS
TOTAL HUMAN SERVICES FUND
217,500 217,500 217,500 0
12,000 12,000 12,000 0
33,250 33,250 33,250 33,250
10,450 10,450 10,450 10,450
42,600 42,600 42,600 0
208,500 208,500 208,500 208,500
2,814,779 2,955,000 2,955,000 0
33,000 33,000 33,000 33,000
50,000 50,000 50,000 50,000
376,710 582,000 582,000 582,000
597,893 549,473 549,473 549,473
25,000 25,000 25,000 25,000
299,073 433,500 433,500 433,500
166,610 0 0 0
64,600 64,600 64,600 64,600
230,330 230,330 230,330 230,330
271,860 271,860 271,860 271,860
31,000 31,000 31,000 31,000
20,210 20,210 20,210 20,210
2,910 2,910 2,910 2,910
5,740 6,830 6,830 6,830
85,310 85,310 85,310 85,310
1,489,860 1,572,400 1,572,400 0
780,000 806,000 806,000 806,000
18,000 27,220 27,220 27,220
998,280 998,280 998,280 998,280
1,220,131 1,220,130 1,220,130 1,220,130
191,990 279,270 279,270 279,270
1,411,850 0 0 0
738,220 738,220 738,220 738,220
130,750 155,200 155,200 155,200
54,578 54,578 54,578 54,578
151,200 130,000 130,000 130,000
255,750 217,695 217,695 217,695
83,051 83,051 83,051 83,051
10,000 0 0 0
5,000 7,000 7,000 7,000
10,000 10,000 10,000 10,000
476,520 476,520 476,520 476,520
178,500 178,500 178,500 178,500
12,351 12,351 12,351 12,351
13,815,356 12,831,738 12,831,738 8,032,238
135,510 135,510 135,510 0
240,000 240,000 240,000 240,000
70,000 70,000 70,000 70,000
445,510 445,510 445,510 310,000
145,000 145,000 145,000 145,000
100 100 100 100
145,100 145,100 145,100 145,100
14,495,996 13 422,348 13,422,348 8,487 338
367
HUMAN SERVICES FUND
SUMMARY OF EXPENDITURES
2010
Fund Org
2611 60000
261496 60000
2617 60000
262695 60000
2627 60000
2628 60000
262995 60000
2632 60000
2635 60000
2636 60000
2637 60000
2638 60000
263907 60000
2640 60000
2643 60000
2644 60000
2645 60000
2646 60000
2648 60000
2649 60000
2651 60100
2651 60105
2651 60110
2652 60000
2652 60100
2652 60105
2652 60110
2653 60000
2653 60100
2653 60110
2653 60115
2654 60000
2655 60000
2655 60105
2655 60110
2657 60105
2657 60110
2658 60000
2658 60110
265995 60000
265995 60100
265995 60110
Expenditure Function
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
HUMAN SERVICES
ADMIN COST POOL
EMPLOYMENT SERVICES COST POOL
AREA AGENCY ON AGING COST POOL
HUMAN SERVICES
ADMIN COST POOL
EMPLOYMENT SERVICES COST POOL
AREA AGENCY ON AGING COST POOL
HUMAN SERVICES
ADMIN COST POOL
AREA AGENCY ON AGING COST POOL
TRANSPORTATION COST POOL
HUMAN SERVICES
HUMAN SERVICES
EMPLOYMENT SERVICES COST POOL
AREA AGENCY ON AGING COST POOL
EMPLOYMENT SERVICES COST POOL
AREA, AGENCY ON AGING COST POOL
HUMAN SERVICES
AREA AGENCY ON AGING COST POOL
HUMAN SERVICES
ADMIN COST POOL
AREA AGENCY ON AGING COST POOL
2665 60000 HUMAN SERVICES
2666 60000 HUMAN SERVICES
2667 60110 AREA AGENCY ON AGING COST POOL
2671 60000 HUMAN SERVICES
2671 60100 ADMIN COST POOL
2671 60110 AREA AGENCY ON AGING COST POOL
2671 60115 TRANSPORTATION COST POOL
2673 60000 HUMAN SERVICES
2673 60100 ADMIN COST POOL
2673 60105 EMPLOYMENT SERVICES COST POOL
2673 60110 AREA AGENCY ON AGING COST POOL
267695 60000 HUMAN SERVICES
267695 60100 ADMIN COST POOL
267895 60000 HUMAN SERVICES
267895 60100 ADMIN COST POOL
267895 60110 AREA AGENCY ON AGING COST POOL
TOTAL HUMAN SERVICES FUND
368
2009
Budget
3,032,279
1,532,460
147,510
780,000
33,000
50,000
178,500
738,220
130,750
376,710
597,893
54,578
18,000
25,000
299,073
166,610
240,000
221,200
255,750
83,051
57,321
5,990
13,640
115,840
3,860
260
110,470
231,240
2,020
137,930
78,920
41,450
2,180
30
18,000
90
2,820
570
5,170
45,890
17,060
935,330
10,000
5,000
10,000
258,680
7,660
160,180
50,000
42,500
3,850
30
38,930
2,834,481
6,000
122,000
18,500
51,490
14.405.966
2010
Request
3,172,500
1,615,000
147,510
806,000
33,000
50,000
178,500
738,220
155,200
582,000
549,473
54,578
27,220
25,000
433,500
0
240,000
200,000
217,695
83,051
57,321
5,990
13,640
115,840
3,860
260
110,470
231,240
2,020
137,930
78,920
41,450
2,180
30
18,000
90
2,820
6,830
0
45,890
17,060
935,330
0
7,000
10,000
258,680
7,660
160,180
50,000
42,500
3,850
30
38,930
1,422,630
6,000
209,280
18,500
51,490
2010
Recommend
3,172,500
1,615,000
147,510
806,000
33,000
50,000
178,500
738,220
155,200
582,000
549,473
54,578
27,220
25,000
433,500
0
240,000
200,000
217,695
83,051
57,321
5,990
13,640
115,840
3,860
260
110,470
231,240
2,020
137,930
78,920
41,450
2,180
30
18,000
90
2,820
6,830
0
45,890
17,060
935,330
0
7,000
10,000
258,680
7,660
160,180
50,000
42,500
3,850
30
38,930
1,422,630
6,000
209,280
18,500
51,490
13,422.348 13.422.348
2010
Final
0
0
0
806,000
33,000
50,000
178,500
738,220
155,200
582,000
549,473
54,578
27,220
25,000
433,500
0
240,000
200,000
217,695
83,051
57,321
5,990
13,640
115,840
3,860
260
110,470
231,240
2,020
137,930
78,920
41,450
2,180
30
18,000
90
2,820
6,830
0
45,890
17,060
935,330
0
7,000
10,000
258,680
7,660
160,180
50,000
42,500
3,850
30
38,930
1,422,630
6,000
209,280
18,500
51,490
8,487.338
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary — All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 6,802,008
$ 7,073,472
$ 7,318,085
$ 4,238,185
Supplies
2,180,281
2,088,010
2,077,310
1,417,200
Purchased Services
3,692,099
3,905,813
4,023,953
2,831,953
Fixed Charges
5,934
3,000
3,000
0
Gross County Cost
$ 12,680,322
$ 13,070,295
$ 13,422,348
$ 8,487,338
Revenue
12,667,971
13,057,944
13,409,997
8,474,987
Net County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budget Positions
- -
- -
- -
--
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
369
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Head Start Program - - 60000-2611
DEPARTMENT DESCRIPTION: Health, nutrition, education and day care programs for
economically disadvantaged pre-school age children.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,031,831
$ 1,836,142
$ 1,976,000
$ 0
Supplies
416,799
473,500
473,500
0
Purchased Services
579,944
719,637
720,000
0
Fixed Charges
4,775
3,000
3,000
0
Gross County Cost
$ 3,033,349
$ 3,032,279
$ 3,172,500
$ 0
Revenue
3,033,349
3,032,279
3,172,500
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. The personnel cost increases are the result of ARRA-
Stimulus funding made available to the Head Start program. The permanent impact of these
increases will actually only result in a permanent increase of 3.06%. However, the program was
also allowed a provision of a one-time, temporary, increase to workers, which will continue
through Mid -2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: On October 19, 2009, the Board of Weld County Commissioners formally
notified the federal government that effective December 31, 2009, Weld County will relinquish
the Head Start program. The Board, after an examination of the future of Head Start programs
determined that Head Start programs are better suited if operated by a non-profit or school
system, rather than a county government that is not primarily in the education business. As a
result, the budget for Head Start for 2010 was eliminated in the Final Budget.
370
HEAD START
PROGRAM
(CONTINUED)
60000-2611
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients Served
Efficiency Measures
Per capita cost
Per capita cost In -Kind
Effectiveness Measures (desired results)
Maintain full case load slots
562 562 0
$13.39 $12.44 0
$3.35 $3.11 0
562 562 0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
371
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Migrant Head Start - - 60000-2614
DEPARTMENT DESCRIPTION: Health, nutrition and day care programs for infant/toddler and
preschool -age migrant children in Northeast Colorado and the Western slope.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,433,076
$ 941,387
$ 1,015,000
$ 0
Supplies
241,351
146,600
150,000
0
Purchased Services
687,948
444,473
450,000
0
Fixed Charges
1,159
0
0
0
Gross County Cost
$ 2,363,534
$ 1,532,460
$ 1,615,000
$ 0
Revenue
2,363,534
1,532,460
1,615,000
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: At the end of CY 2008, Weld County decided to relinquish the
Western Slope portion of the Migrant Head Start Program. The personnel cost increases are
the result of ARRA-Stimulus funding made available to the Head Start program. The permanent
impact of these increases will actually only result in a permanent increase of 3.06%. However,
the program was also allowed a provision of a one-time, temporary, increase to workers, which
will continue through Mid -2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: On October 19, 2009, the Board of Weld County Commissioners formally
notified the federal government that effective December 31, 2009, Weld County will relinquish
the Migrant Head Start program. The Board, after an examination of the future of Head Start
programs determined that Head Start programs are better suited if operated by a non-profit or
school system, rather than a county government that is not primarily in the education business.
As a result, the budget for Migrant Head Start for 2010 was eliminated in the Final Budget.
372
MIGRANT HEAD START
(CONTINUED)
60000-2614
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 180 180 0
Efficiency Measures
Per capita cost $6.29 $6.29 0
Per capita cost (county support) In -kind $1.53 $1.53 0
Effectiveness Measures (desired results)
Maintain performance standards Yes Yes n/a
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
373
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Preschool Fund - - 60000-2617
DEPARTMENT DESCRIPTION: Contracted Preschool slots with various school districts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 99,046
$ 88,900
$ 88,900
$ 0
Supplies
25,470
36,610
36,610
0
Purchased Services
13,739
22,000
22,000
0
Gross County Cost
$ 138,255
$ 147,510
$ 147,510
$ 0
Revenue
138,255
147,510
147,510
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
--
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: On October 19, 2009, the Board of Weld County Commissioners formally
notified the federal government that effective December 31, 2009, Weld County will relinquish
the Head Start program. The Board, after an examination of the future of Head Start programs
determined that Head Start programs are better suited if operated by a non-profit or school
system, rather than a county government that is not primarily in the education business. Since
the county will no longer be doing Head Start, the Board notified RE -1 School District and the
state that after December 31, 2009, Weld County will no longer contract the Preschool program.
As a result, the budget for Preschool program for 2010 was eliminated in the Final Budget.
374
PRESCHOOL
PROGRAM
(CONTINUED)
60000-2617
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Full slots maintained
ACTUAL ESTIMATED PROJECTED
41 41 0
$0.61 $0.61 0
Yes
Yes N/A
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
375
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 60000-2626
DEPARTMENT DESCRIPTION: Administer all Job Service activities to the residents of Weld
County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 597,454
$ 686,400
$ 686,400
$ 686,400
Supplies
24,805
28,860
28,860
28,860
Purchased Services
50,347
64,740
90,740
90,740
Gross County Cost
$ 672,606
$ 780,000
$ 806,000
$ 806,000
Revenue
672,606
780,000
806,000
806,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. We will be expending additional ARRA (Stimulus) funds
on this program during the first six months of 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as RECOMMENDed.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Job placements
ACTUAL ESTIMATED PROJECTED
19,000 19,000 19,000
$2.97 $3.20 $3.01
64% 64% 64%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
376
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - - 60000-2627
DEPARTMENT DESCRIPTION: Administer youth employment program for the summer
months.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 29,301
$ 29,300
$ 29,300
$ 29,300
Supplies
132
500
500
500
Purchased Services
3,567
3,200
3,200
3,200
Gross County Cost
$ 33,000
$ 33,000
$ 33,000
$ 33,000
Revenue
33,000
33,000
33,000
33,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
2,750 2,750 2,750
$0.14 $0.14 $0.13
515 515 515
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
377
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Consumer Navigator - - 60000-2628
DEPARTMENT DESCRIPTION: Program to enhance workforce center services to the
disabled of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 44,737
$ 45,000
$ 45,000
$ 45,000
Supplies
2,058
2,000
2,000
2,000
Purchased Services
859
3,000
3,000
3,000
Gross County Cost
$ 47,654
$ 50,000
$ 50,000
$ 50,000
Revenue
47,654
50,000
50,000
50,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Output goals maintained
ACTUAL ESTIMATED PROJECTED
260 260 260
$0.21 $0.19 $0.18
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
378
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Employment First - - 60000-2629
DEPARTMENT DESCRIPTION: This program allows eligible Food Stamp clients to participate
in various job search and development activities to retrain them for better paying jobs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 78,540
$ 120,000
$ 120,000
$ 120,000
Supplies
2,058
2,500
2,500
2,500
Purchased Services
66,918
56,000
56,000
56,000
Gross County Cost
$ 147,516
$ 178,500
$ 178,500
$ 178,500
Revenue
147,516
178,500
178,500
178,500
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
1,750 1,750 1,750
$0.73 $0.73 $0.67
350 350 350
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
379
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: WIRED Grant -60000-2644
DEPARTMENT DESCRIPTION: This grant will develop the Multi Industry System Technician
(MIST) training program to provide skills necessary for employment in energy and related
industries.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$ 48,100
$
0
$
0
Supplies
0
11,100
0
0
Purchased Services
0
107,410
0
0
Gross County Cost
$
0
$ 166,610
$
0
$
0
Revenue
0
166,610
0
0
Net County Cost
$
0
$ 0
$
0
$
0
SUMMARY OF CHANGES: This grant will be completed during 2009.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
380
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Assistance to Needy Families - - 60000-2632
DEPARTMENT DESCRIPTION: Employment/Training program for clients on welfare.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 421,432
$ 497,070
$ 497,070
$ 497,070
Supplies
0
0
0
0
Purchased Services
150,395
241,150
241,150
241,150
Gross County Cost
$ 571,827
$ 738,220
$ 738,220
$ 738,220
Revenue
571,827
738,220
738,220
738,220
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost (county support)
Effectiveness Measures (desired results)
Meet Federal participation rates
ACTUAL ESTIMATED PROJECTED
330 330 330
$3.03 $3.03 $2.76
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
381
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Admin.) 60000-2635
DEPARTMENT DESCRIPTION: This program tracks the administration for all of the
Workforce Investment Act grants.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 142,140
$ 115,000
$ 145,000
$ 145,000
Supplies
46
200
200
200
Purchased Services
9,756
15,550
10,000
10,000
Gross County Cost
$ 151,942
$ 130,750
$ 155,200
$ 155,200
Revenue
151,942
130,750
155,200
155,200
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.54
$0.54 $0.58
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
382
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Adult) 60000-2636
DEPARTMENT DESCRIPTION: This program provides employment and training for eligible
adults.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 261,055
$ 181,000
$ 260,000
$ 260,000
Supplies
24,890
25,000
25,000
25,000
Purchased Services
275,153
170,710
297,000
297,000
Gross County Cost
$ 561,098
$ 376,710
$ 582,000
$ 582,000
Revenue
561,098
376,710
582,000
582,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. Additional ARRA (Stimulus) funds for this program are
expected during the first six months of 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
ACTUAL ESTIMATED PROJECTED
210 210 210
$1.55 $1.55 $2.17
86% 86% 86%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Youth) 60000-2637
DEPARTMENT DESCRIPTION: This program provides employment and training programs for
in -school and out -of -school youth.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 178,794
$ 448,420
$ 400,000
$ 400,000
Supplies
540
10,000
10,000
10,000
Purchased Services
92,584
139,473
139,473
139,473
Gross County Cost
$ 371,918
$ 597,893
$ 549,473
$ 549,473
Revenue
371,918
597,893
549,473
549,473
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth served 294 294 294
Efficiency Measures
Per capita cost $2.45 $2.45 $2.05
Effectiveness Measures (desired results)
Entered Employment rate (Older Youth) 57% 57% 57%
Skill Attainment rate (Younger Youth) 69% 60% 60%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
384
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Multi -Disciplinary Youth Assessment - - 60000-2638
DEPARTMENT DESCRIPTION: This program provides planning and treatment plans for at -
risk youth in combination with the DA, SS, North Range and Island Grove.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 42,764
$ 50,070
$ 50,070
$ 50,070
Supplies
84
500
500
500
Purchased Services
0
4,008
4,008
4,008
Gross County Cost
$ 42,848
$ 54,578
$ 54,578
$ 54,578
Revenue
42,848
54,578
54,578
54,578
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain requirements of contract
ACTUAL ESTIMATED PROJECTED
120 120 120
$0.22 $0.22 $0.20
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
385
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 13,724
$ 14,220
$ 14,220
$ 14,220
Supplies
0
0
0
0
Purchased Services
12,546
3,780
13,000
13,000
Gross County Cost
$ 26,740
$ 18,000
$ 27,220
$ 27,220
Revenue
26,740
18,000
27,220
27,220
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.07 $0.07 $0.10
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
386
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640
DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of
the WIA programs and are used for staff training, administration, contracted services and other
programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 4,154
$ 4,000
$ 4,000
$ 4,000
Supplies
4,920
8,000
5,000
5,000
Purchased Services
19,859
13,000
16,000
16,000
Gross County Cost
$ 28,933
$ 25,000
$ 25,000
$ 25,000
Revenue
28,933
25,000
25,000
25,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.13 $0.11 $0.09
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
387
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Dislocated Worker Program) 60000-2643
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 220,208
$ 165,000
$ 220,000
$ 220,000
Supplies
25,121
23,500
23,500
23,500
Purchased Services
304,803
110,573
190,000
190,000
Gross County Cost
$ 550,132
$ 299,073
$ 433,500
$ 433,500
Revenue
550,132
299,073
433,500
433,500
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding. We will be expending additional ARRA (Stimulus) funds
on this program during the first six months of 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
ACTUAL ESTIMATED PROJECTED
120 120 120
$1.23 $1.23 $1.62
91% 91% 91%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
388
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - - 60000-2645
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer
Education Lab.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 130,594
$ 140,000
$ 140,000
$ 140,000
Supplies
70,128
60,000
60,000
60,000
Purchased Services
41,100
40,000
40,000
40,000
Gross County Cost
$ 241,822
$ 240,000
$ 240,000
$ 240,000
Revenue
241,822
240,000
240,000
240,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
LED's obtained
ACTUAL ESTIMATED PROJECTED
1,135 1,200 1,350
$.98 $.98 $.90
90 90 90
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
389
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Program - - 60000-2646
DEPARTMENT DESCRIPTION: The Youth Corp program is the Federal AmeriCorps program
for youth to receive stipends and college tuition credits for public service work.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 122,110
$ 187,428
$ 150,000
$ 150,000
Supplies
16,964
15,000
15,000
15,000
Purchased Services
35,653
18,772
35,000
35,000
Gross County Cost
$ 174,727
$ 221,200
$ 200,000
$ 200,000
Revenue
174,727
221,200
200,000
200,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outauts
Participants in program
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients completing program
ACTUAL ESTIMATED PROJECTED
12 12 12
$0.91 $0.91 $0.75
6
6 6
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
390
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Tight Corp Program - - 60000-2648
DEPARTMENT DESCRIPTION: This Youth Corp Program engages youth in community
service and educational activities in lieu of out of home placement with the Department of Social
Services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 89,531
$ 109,295
$ 109,295
$ 109,295
Supplies
4,475
8,400
8,400
8,400
Purchased Services
99,776
138,055
100,000
100,000
Gross County Cost
$ 193,782
$ 255,750
$ 217,695
$ 217,695
Revenue
193,782
255,750
217,695
217,695
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Participants
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Participants completing program
24 24 24
$1.05 $1.05 $.82
19 19 19
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
391
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Pillars of Successful Independence - - 60000-2649
DEPARTMENT DESCRIPTION: A TANF Program for foster children, ages 13-1/2 to 15
preparing them for transition to adulthood.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 27,146
$ 57,860
$ 57,860
$ 57,860
Supplies
0
600
600
600
Purchased Services
4,131
24,591
24,591
24,591
Gross County Cost
$ 31,279
$ 83,051
$ 83,051
$ 83,051
Revenue
31,279
83,051
83,051
83,051
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
To enhance the ability of Foster children to
gain independence.
ACTUAL ESTIMATED PROJECTED
15 15 15
$0.34 $0.34 $0.31
15 15 15
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
392
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Admin.) 60000-2651
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 51,430
$ 10,830
$ 10,830
$ 10,830
Supplies
380
0
0
0
Purchased Services
20,580
66,121
66,121
66,121
Gross County Cost
$ 72,390
$ 76,951
$ 76,951
$ 76,951
Revenue
60,039
64,600
64,600
64,600
Net County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (county support)
Per capita cost (other)
11
11 11
$0.05 $0.05 $0.05
$0.26 $0.25 $0.24
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
393
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Support) 60000-2652
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly;
adult day care, ombudsman services, peer counseling, outreach, respite services and legal
counseling.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 77,890
$ 91,460
$ 91,460
$ 91,460
Supplies
20
20
20
20
Purchased Services
111,250
138,950
138,950
138,950
Gross County Cost
$ 189,160
$ 230,430
$ 230,430
$ 230,430
Revenue
189,160
230,430
230,430
230,430
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Outreach — Hispanic Senior Outreach 1,600 500 1,000
Adult day care 7,900 7,000 2,100
Peer Counseling 2,300 2,000 2,000
Legal consultation/representation 1,100 900 900
Homemaker and personal care 1,200 1,100 1,000
Ombudsman Services 1,600 1,600 1,600
Efficiency Measures
Per capita cost $.95 $.95 $.86
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
394
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Congregate Meal Program) 60000-2653
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 21
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 145,470
$ 98,080
$ 98,080
$ 98,080
Supplies
7,800
5,890
5,890
5,890
Purchased Services
211,680
346,140
346,140
346,140
Gross County Cost
$ 364,950
$ 450,110
$ 450,110
$ 450,110
Revenue
364,950
450,110
450,110
450,110
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Meals served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
52,000 52,000 52,000
$1.85 $1.85 $1.68
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
395
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Home Delivered Meals) 60000-2654
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
44,170
41,450
41,450
41,450
Gross County Cost
$ 44,170
$ 41,450
$ 41,450
$ 41,450
Revenue
44,170
41,450
41,450
41,450
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Meals Served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained.
ACTUAL ESTIMATED PROJECTED
13,400 13,400 13,400
$0.17 $0.17 $0.16
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
396
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Health Services) 60000-2655
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports the annual senior health fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 7,520
$ 16,490
$ 16,490
$ 16,490
Supplies
290
1,700
1,700
1,700
Purchased Services
2,070
2,020
2,020
2,020
Gross County Cost
$ 9,880
$ 20,210
$ 20,210
$ 20,210
Revenue
9,880
20,210
20,210
20,210
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
450 450 450
$0.08 $0.08 $0.08
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
397
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Elder Abuse Grant) 60000-2657
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 840
$ 1,010
$ 1,010
$ 1,010
Supplies
0
0
0
0
Purchased Services
10
1,900
1,900
1,900
Gross County Cost
$ 850
$ 2,910
$ 2,910
$ 2,910
Revenue
850
2,910
2,910
2,910
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Educated CNA, staff, NH residents/families 200 200 200
Efficiency Measures
Per capita cost $0.01 $0.01 $0.01
Effectiveness Measures (desired results)
Education of long term staff Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
398
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Special Ombudsman) 60000-2658
DEPARTMENT DESCRIPTION: These funds supplement the support services fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 4,500
$ 3,910
$ 5,000
$ 5,000
Supplies
0
0
0
0
Purchased Services
610
1,830
1,830
1,830
Gross County Cost
$ 5,110
$ 5,740
$ 6,830
$ 6,830
Revenue
5,110
5,740
6,830
6,830
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Complaints investigated
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work outputs are maintained
ACTUAL ESTIMATED PROJECTED
150 150 150
$0.02 $0.02 $0.03
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
399
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Single Entry Point) 60000-265995
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 4,500
$ 866,030
$ 866,030
$ 866,030
Supplies
0
5,710
5,710
5,710
Purchased Services
610
126,540
126,540
126,540
Gross County Cost
$ 5,110
$ 998,280
$ 998,280
$ 998,280
Revenue
5,110
998,280
998,280
998,280
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from
Institutional care to cost effective home care
ACTUAL ESTIMATED PROJECTED
1,000 1,000 1,000
$4.10 $4.10 $3.73
1,000
1,000 1,000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
400
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (NCMC) - - 60000-2666
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
7,470
3,900
7,000
7,000
Gross County Cost
$ 7,470
$ 3,900
$ 7,000
$ 7,000
Revenue
7,470
3,900
7,000
7,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This is a year-to-year grant. The department will be applying for
this grant again this year. No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
10 10 10
$0.02 $0.02 $0.03
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
401
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (VALE) - - 60000-2667
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
5,460
10,000
10,000
10,000
Gross County Cost
$ 5,460
$ 10,000
$ 10,000
$ 10,000
Revenue
5,460
10,000
10,000
10,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
600 600 600
$0.04 $0.04 $0.04
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
402
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (State Funds) 60000-2671
DEPARTMENT DESCRIPTION: Supplemental funding source started 7/1/2000. This
department utilizes a combination of HB-1108 funds and General Fund Long Bill monies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 91,400
$ 119,260
$ 119,260
$ 119,260
Supplies
300
1,500
1,500
1,500
Purchased Services
159,600
355,760
355,760
355,760
Gross County Cost
$ 251,300
$ 476,520
$ 476,520
$ 476,520
Revenue
251,300
476,520
476,520
476,520
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
DentalNision/Hearing Clients Served 100 100 100
Meals served 13,000 3,700 6,500
Loneliness contacts
Ombudsman clients served
Chore clients served
Efficiency Measures
Per capita cost
1,700 1,500 1,500
600 300 600
35 45 30
$1.95
$1.95 $1.78
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
403
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Part E Family Caregiver Support - - 60000-2673
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 27,800
$ 26,120
$ 26,120
$ 26,120
Supplies
1,030
190
190
190
Purchased Services
27,810
59,000
59,000
59,000
Gross County Cost
$ 56,640
$ 85,310
$ 85,310
$ 85,310
Revenue
56,640
85,310
85,310
85,310
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Care giver Support - units of services 1,900 1,900 1,900
Grandparents raising grandkids - clients
served 300 300 300
Efficiency Measures
Per capita cost $0.35 $0.35 $0.32
Effectiveness Measures (desired results)
Maintain requirements of grant Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
404
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Supplemental Foods - - 60000-267695
DEPARTMENT DESCRIPTION: This program distributes USDA commodities to low income
eligible mothers, infants and children, and elderly of the County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,730
$ 10,000
$ 10,000
$ 10,000
Supplies
1,110,270
1,220,130
1,220,130
1,220,130
Purchased Services
220,740
198,500
198,500
198,500
Gross County Cost
$ 1,332,740
$ 1,428,630
$ 1,428,630
$ 1,428,630
Revenue
1,332, 740
1,428,630
1,428,630
1,428,630
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain or increase average monthly
participation rate
ACTUAL ESTIMATED PROJECTED
4,400 4,400 4,400
$5.86 $5.86 $5.33
Yes
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
405
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Community Services Block Grant - - 60000-267895
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 92,600
$ 65,690
$ 65,690
$ 65,690
Purchased Services
176,530
213,580
213,580
213,580
Gross County Cost
$ 269,130
$ 279,270
$ 279,270
$ 279,270
Revenue
269,130
279,270
279,270
279,270
Net County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2010.
However, as fiscal pressures are dealt with at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Transportation of elderly
Volunteer support
Employment opportunities low-income
unskilled adult labor force
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals maintained
5,250 6,000 6,100
1,500
2,330
$1.15
Yes
1,500 1,500
2,330 2,330
$1.15 $1.04
Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
406
SPECIAL REVENUE FUNDS
Special Revenue Funds are established to account for taxes or other earmarked revenue of the
county which finance specified activities as required by law or administrative action.
CONTINGENCY FUND:
The Contingency Fund is funded at the level of $7,400,000. Given the uncertainty of state and
federal funding and tax collections, it is recommended that this amount, coupled with the
approximate $3,000,000 carry-over fund balance in the General Fund be retained.
SOLID WASTE FUND:
The Solid Waste Fund is funded at the anticipated revenue level of fees at $660,000. There is
an anticipated beginning fund balance of $200,000. The Department of Public Health and
Environment costs will be $373,127 for the Household Hazardous Waste program; $134,782 is
funded for solid waste inspections and monitoring by the Health Department; $15,000 for
community cleanups; and $52,091 to fund the roadside trash pickup program with Useful Public
Service clients. $85,000 is funded by a transfer to the Sheriffs Office to support code
enforcement for illegal dumping.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $435,000 based upon the anticipated operating
costs for 2010. The budget reflects funding of Island Grove Park only.
EMERGENCY RESERVE FUND:
The Emergency Reserve Fund is established per Amendment One (TABOR), passed
November 3, 1992. The amendment requires that an emergency reserve be created to be used
for declared emergencies only. It also requires each local government to reserve one percent
or more for 1993, two percent or more for 1994, and three percent or more for all later years of
the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next
year's reserve. A reserve of $6,000,000 has been established for 2010, which is greater than
the required three percent of fiscal spending.
407
CONSERVATION TRUST FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
LOTTERY
2200 73700 4332 LOTTERY
MISCELLANEOUS
2200 73700 4610 EARNINGS ON INVESTMENTS
TOTAL CONSERVATION TRUST FUND
408
2009 2010 2010
Budget Request Recommend
420,000
430,000
5,000
430,000
2010
Final
430,000
5,000 5,000
435.000 435.000 435 000
CONSERVATION TRUST FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2200 73700 CONSERVATION TRUST
TOTAL CONSERVATION TRUST FUND
409
2009 2010 2010 2010
Budget Request Recommend Final
425,000 435,000 435,000 435,000
425,000 435,000 435,000 435,000
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to
be used for the acquisition, development, and maintenance of new conservation sites within
Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
396,667
401,601
405,574
374,962
Fixed Charges
0
0
0
0
Capital
0
23,399
29,426
60,038
Gross County Cost
$ 396,667
$ 425,000
$ 435,000
$ 435,000
Revenue
438,671
425,000
435,000
435,000
Net County Cost
$ - 42,004
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: Revenues from the Colorado Lottery are being projected at
$430,000 and $5,000 from interest earnings. Island Grove Park will have a gross cost of
$497,574, less than $92,000 in revenue, for a net of $405,574, up $3,973 or less than 1% from
2009. Increase is due to increased usage raising utility costs for the building. A total of $29,426
is allocated for capital improvements to the buildings. Since 2002, the Missile Site Park has
been funded in the General Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Historically, the following is the amount
of money received annually since the lottery started:
1983 $ 194,698
1984 195,304
1985 151,033
1986 138,069
1987 162,736
1988 154,074
1989 130,764
1990 136,726
1991 200,103
1992 220,219
1993 264,371
1994 205,534
1995 327,162
1996 $312,024
1997 356,262
1998 373,962
1999 286,971
2001 358,802
2002 391,780
2003 385,070
2004 361,926
2005 333,837
2006 453,233
2007 431,372
2008 438,671
410
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): The funds have been
used for maintenance and development of Island Grove Park and the Missile Site Park, with the
exception of the following items:
Entity
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Amount
$ 141,464
$ 143,000
$ 90,000
Civic Auditorium $ 51,500
Community Center 10,000
Park System 7,500
Park Improvements 3,000
Park Improvements 6,000
Pearsin Park Sports Complex 10,000
Headquarters Facility 5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002 only Island
Grove Park has been funded.
In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of
Weld County lottery funds. This policy remains in force today:
1. To maintain and develop the two existing county parks.
2. Projects must enhance the quality of life for the citizens of Weld County.
3. Projects must contribute to or compliment the economic development activities of
Weld County.
4. Projects must have an area impact or significance.
5. Funds used for local community projects must have substantial local support.
6. Outside of existing county parks, no operating funds shall be contributed to
projects.
411
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
BOARD ACTION: Due to the City of Greeley not giving employees raises in 2010 and a new
fee schedule, the net expenditures have been reduced to $374,962, which is a reduction of
$30,612. The unallocated amount will increase from $29,426 to $60,038 in the Final Budget.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Island Grove Park Visitors
Efficiency Measures
Per capita cost (county support)
Cost Per Visitor
412,000 415,000 420,000
$1.74
$0.98
$1.65
$1.40
$0.97 $0.89
412
CONTINGENCY FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
2300 90300 4112 CURRENT PROPERTY TAXES
TOTAL CONTINGENCY FUND
413
2009 2010 2010 2010
Budget Request Recommend Final
0 20,734,672 20,734,672 20,567,181
0 20,734,672 20,734,672 20,567,181
CONTINGENT FUND
SUMMARY OF EXPENDITURES
2010
Fund Orq Expenditure Function
2300 90300 CONTINGENT
TOTAL CONTINGENT FUND
414
2009
Budget
7400,000
7,400,000
2010 2010 2010
Request Recommend Final
7,400,000 7,400,000 7,400,000
7.400.000 7,400,000 7,400,000
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
7,400,000
7,400,000
7,400,000
Capital
0
0
0
0
Gross County Cost
$ 0
$ 7,400,000
$ 7,400,000
$ 7,400,000
Revenue/Fund Bal.
1,998,666
7,400,000
28,185,599
27,018,108
Net County Cost
$ - 1,998,666
$ 0
$ 20,785,599
$ 19,618,108
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $7,400,000 with a
carry-over fund balance of $6,450,927, and property tax of $20,567,181. An ending fund
balance of $19,618,108 is projected.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommmended that all new 2010
property tax and any savings of property tax in the General Fund in 2010 be budgeted in the
Contingency Fund for 2010 to level spending and revenues in 2011 and 2012.
BOARD ACTION: The Board approved transferring, in 2009, $1,000,000 to the Emergency
Reserve to meet TABOR Reserve requirements. This reduced the beginning fund balance to
$6,400,000.
415
EMERGECNY RESERVE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
2400 53100 4112 CURRENT PROPERTY TAXES
TOTAL EMERGENCY RESERVE FUND
2009 2010 2010
Budget Request Recommend
0 0 0
0 0
2010
Final
0
416
EMERGENCY RESERVE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2400 53100 EMERGENCY RESERVE
TOTAL EMERGENCY RESERVE FUND
417
2009 2010 2010 2010
Budget Request Recommend Final
5,000,000 5,000,000 5,000,000 6,000,000
5.000,000 5.000,000 5,000.000 6,000,000
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per
Amendment One (TABOR), passed November 3, 1992, which requires that an emergency
reserve be established to be used for declared emergencies only, and that each local
government shall reserve for 1993 1 percent or more, for 1994 2 percent or more, and for all
later years 3 percent or more of the fiscal year spending, excluding bonded debt service.
Caused reserves apply to the next year's reserve.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$
0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
5,000,000
5,000,000
6,000,000
Capital
0
0
0
0
Gross County Cost
$
0
$ 5,000,000
$ 5,000,000
$ 6,000,000
Revenue
0
0
0
0
Net County Cost
$
0
$ 5,000,000
$ 5,000,000
$ 6,000,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The emergency reserve is funded at $6,000,000, which meets the
three percent fiscal year spending requirement.
FINANCE/ADMINISTRATION RECOMMENDATION: It is Recommended that $6,000,000 be
funded to comply with the TABOR Amendment requirement passed in 1992. Reserve is funded
from carry-over fund balance.
BOARD ACTION: The Board approved the increase of the reserve to $6,000,000 to comply
with the TABOR Amendment requirements.
418
SOLID WASTE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE FUND
2009 2010 2010 2010
Budget Request Recommend Final
660,000
660,000
660,000 660,000 660,000
660,000 660,000
660,000
419
SOLID WASTE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2700 21240 TRANSFER
2700 90200 SOLID WASTE
2700 90200 TRANSFER
TOTAL SOLID WASET FUND
420
2009
Budget
2010
Request
0 65,000
330,000 67,091
330,000 507,909
660,000 660.000 660.000 660.000
2010
Recommend
85,000
67,091
507,909
2010
Final
85,000
67,091
507,909
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240
DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal
dumping, and roadside trash pick-up program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
85,000
85,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 85,000
$ 85,000
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the
Animal Control function in the Sheriff's Office. The cost of the code enforcement function is
$85,000. See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION: Approved as Recommended.
PERFORMANCE MEASURES
Work Outputs
Number of Complaints
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
800 800 800
$0.351 $0.00 $0.317
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
421
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200
DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites to combat environmental problems, promote trash
clean-up, provide for the household hazardous materials program, and to further improve and
develop landfill sites within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
225,554
660,000
575,000
575,000
Fixed Charges
1,147,377
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,372,931
$ 660,000
$ 575,000
$ 575,000
Revenue
713,402
660,000
575,000
575,000
Net County Cost
$ 659,529
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Due to the annexation of the Erie Laidlaw landfil , the revenue from
that site ($740,000 annually), have not be received since 2007. Therefore, the revenue
estimate is $660,000. The Department of Public Health and Environment costs for the
Household Hazardous Waste program will be $373,127. $15,000 is budgeted for community
clean-ups, and $52,091 to fund the roadside trash pick-up program with Useful Public Service
clients. $134,782 is funded for solid waste inspections and monitoring by the Health
Department. Since the landfill sites no longer impact county roads due to being located off of
state highways no funds are provided for road projects to mitigate landfill impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. There are no
undesignated funds in the 2010 budget to mitigate impacts of landfills, such as road access,
cleanups, and transfer stations. A $200,000 fund balance also exists for the same needs if
required.
As indicated above, revenues have been held conservative. Due to the annexation of the
second Erie landfill, the county has lost the revenue from that site. Erie will pay approximately
$13,000 for Health Department inspections of the landfill in Erie, and for costs to offset the
receiving of household hazardous wastes from Erie residents.
BOARD ACTION: Approved as Recommended.
422
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Landfill Inspections 45 45 45
Household Hazardous Material (HHM) $707,377 $335,000 $373,127
Surcharge Collected $635,000 $660,000 $660,000
Efficiency Measures
Per capita cost (collected) $3.06 $2.71 $2.46
Per capita HHM cost $3.03 $1.37 $1.39
423
AO�'1�1
COLORADO
424
SEVEN YEAR TREND
Capital Expenditures
18
16.40
MILLIONS
16
14
12
10
8
6
4
2
2.28
2004
6.63
2005
13.21
2006
6.38
2007
r
£x)08
2009
10.00
2010
425
CAPITAL EXPENDITURES FUND SUMMARY
The Capital Expenditures Fund was established to budget for financial resources used for the
acquisition or improvement of capital facilities of the county. A detailed Long Range Capital Plan
for 2010-2014 is presented in this section and relates to the specifics of the 2010 capital project
budget.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2010 program is funded at $10,000,000, with $7,300,000 from property tax,
$100,000 from capital expansion fees, $2,000,000 from Energy Impact Grants, $500,000 from a
federal criminal justice grant for the crime lab, and $100,000 from interest. Anticipated projects
include $5,000,000 for a Regional Crime Lab Building, $250,000 for remodels and upgrades of
Public Works facilities, and $100,000 for special projects. A carry-over beginning fund balance
of $2,500,000 is anticipated, and $7,150,000 ending reserve fund balance is anticipated at the
end of 2010.
Capital projects impacting the 2010 and future years' operational costs include the additional
Community Corrections facility that will be completed in mid -2010. The facility will add $80,000
in 2010 in utilities and operational costs and $160,000 in 2011. Program costs for the facility
are paid entirely from state Community Corrections grants. The costs will be offset from rental
of the facility to the contractor operating the facility. The Administrative Building will add
$180,000 in 2013 for operational costs, the same as the District Attorney's Building in 2015.
The Regional Crime Lab will add $240,000 in operational and maintenance costs in 2011;
however, the participating law enforcement agencies will each pay one -eighth of the costs, so
Weld County's share will only be $30,000. Court remodels are in existing space and once
completed will not add to maintenance costs, and the staff are all state employees. It is
estimated that the additional jail space planned for construction in 2014 will impact the
operational budget by $1,210,000 in 2014, $770,000 in 2015, and $1,100,000 in 2016.
Special projects and Public Works facility projects are primarily cosmetic enhancements to
buildings that will not impact operating costs, but will improve the appearance and functionality
of the buildings involved.
426
CAPITAL EXPENDITURE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
4000 17500 4340 GRANTS
MISCELLANEOUS
4000 17500 4610 EARNINGS ON INVESTMENTS
FEES
4000 17500 4730 OTHER FEES
TOTAL CAPITAL EXPENDITURE FUND
2009 2010 2010
Budget Request Recommend
8,000,000
8,000,000
100,000
7,300,000
2,500,000
100,000
300,000 100,000
16.400.000 10, 0OO0
427
7,300,000
2,500,000
100,000
100,000
2010
Final
7,300,000
2,500,000
100,000
100,000
10.000.000 10.000.000
CAPITAL EXPENDITURE FUND
SUMMARY OF EXPENDITURES
2010
2009 2010 2010 2010
Fund Org Expenditure Function Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 16,400,000 10,000,000 10,000,000 10,000,000
TOTAL CAPITAL EXPENDITURE FUND 16.400,000 10,000.000 10,000.000 10,000.000
428
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in
accordance with C.R.S. 29-1-301(1.2) April 5, 1984. Formerly Public Works - County Buildings
Fund (Fund 33).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Capital
11,871,635
16,400,000
10,000,000
10,000,000
Gross County Cost
$ 11,871,635
$ 16,400,000
$ 10,000,000
$ 10,000,000
Revenue
3,582,532
8,400,000
2,700,000
2,700,000
Fund Balance
- 2,295,232
0
0
0
Net County Cost
$ 5,993,871
$ 8,000,000
$ 7,300,000
$ 7,300,000
SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capita
improvement projects for county buildings. The 2010 program is funded at $10,000,000, with
$7,300,000 from property tax, $100,000 from capital expansion fees, $2,000,000 from Energy
Impact Grants, $500,000 from a federal criminal justice grant for the crime lab, and $100,000
from interest. Anticipated projects include $5,000,000 for a Regional Crime Lab Building,
$250,000 for remodels and upgrades of Public Works facilities, and $100,000 for special
projects. A carry-over beginning fund balance of $2,500,000 is anticipated, and $7,150,000
ending reserve fund balance is anticipated at the end of 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2010 funding level of
the Proposed Long Range Capital Plan for 2010 - 2014. The actual plan is on the pages
immediately following.
BOARD ACTION: The Board approved the budget as recommended. However, in the event
an Energy Impact grant in the amount of $2,000,000 is not received in 2010, the Board will
revisit the Crime Lab project. Until the grant is acted upon by the State, the Crime Lab project
will not proceed.
429
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2010 - 2014
Presented By: Donald D. Warden, Director
Finance and Administration
May, 2009
430
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2010 - 2014
INTRODUCTION:
Section 14-3 of the Weld County Home Rule Charter provides:
"The Board may require that the Director of Finance and Purchasing submit, at
the time of submission of the annual budget, a five-year capital improvements
program and budget. Such program shall include recommended projects,
construction schedule, estimate of cost, anticipated revenue sources, methods of
financing, and such other information as may be required."
This five-year plan projects capital improvements for 2010 - 2014.
The recommended program for capital construction is intended as a guideline to be adjusted by
the Board of County Commissioners on an annual basis. It represents flexible goals for
organizing solutions to county program needs, and it is intended to provide the Board of County
Commissioners with the perspective for making fiscal policy decisions. Annual modifications in
the plan will reflect necessary adjustments and priorities, changes in programs, and
readjustments of other county fiscal requirements.
This report has four (4) sections:
1. Introduction
2. Financing Alternatives
3. 2010 - 2014 Five-year Plan
4. 2010 Budgetary Impact
The section on financing recommends a program for funding the next five years' capital
construction. This section lists the various sources of revenue currently available to the county,
and the alternatives available for financing the remainder of the capital projects program. The
2009 - 2014 five-year plan section provides a list of recommended projects and the time
schedule for the next five fiscal years. Additionally, it provides justification for the
recommendation and attempts to enumerate problems and recommended solutions for the
capital improvements program over the next five years. The project section describes each
recommended project, and provides information on the existing situation, the proposed solution,
and the financing plan for each project.
The last section of the report provides a recommended 2010 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2010 county budget.
431
FINANCING ALTERNATIVES
432
FINANCING
Overview:
There are a number of ways to finance capital improvement projects. Some of the most
common methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues --
paying cash instead of borrowing against future revenues. Pay as you go has
several advantages. First, it saves interest cost. Second, pay as you go protects
borrowing capacity for unforeseen major outlays that are beyond any current
year's capacity. Third, when coupled with regular, steady completion of capital
improvements and good documentation and publicity, pay as you go fosters
favorable bond ratings when long term financing is undertaken. Finally, the
technique avoids the inconvenience and considerable cost associated with
marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go
policy. First, pay as you go puts a heavy burden on the project year. Second, it
creates awkward fluctuating expenditure cycles which do not occur with extended
financing. Third, a long life asset should be paid for by its users throughout its
normal life rather than all at once by those who may not have the use of it for the
full term. Finally, when inflation is driving up construction costs, it may be
cheaper to borrow and pay today's prices rather than wait and pay tomorrow's.
2. All borrowing policy:
An all borrowing policy or a substantial reliance on debt financing is another
approach. The annual available resources could be used entirely for debt
service with the size of the annual resources setting the limit on the amount that
could be borrowed.
3. Capital reserve:
A capital reserve plan is an approach where the annual resources available could
be accumulated in one or more capital reserve funds, the amounts invested, and
when any funds become adequate to pay for a proposed project, the fund could
be expended. This is a good approach when a county has a capital requirement
which can wait. Accumulation of the necessary capital funds over a period of
time is a feasible approach, assuming a relatively stable construction dollar.
HB1111 passed in 1982 specifically provides for a capital improvements trust
fund for capital reserves.
433
4. Partial pay as you go policy:
A partial pay as you go policy is a common approach. Some of the annual
resources would be used to finance capital improvements directly, and the
remainder would go for supporting a debt program. Even if a local government
pursues a borrowing policy, an initial down payment out of current revenues is a
possibility. A customary five to ten percent down is a limited pay as you go
policy, and assures that the voters authorizing the approval will make a cash
contribution so all of the burden will not be postponed.
5. Joint financing:
An ever increasing number of cities and counties are benefitting from joint
development of a project. The construction of a city/county office building and
recreational areas are examples. This avenue of funding and planning capital
projects normally is advantageous to both jurisdictions.
6. Lease/Purchase:
Local governments can utilize lease/purchase methods for needed public works
projects by having it constructed by a private company or authority. The facility is
then leased by the jurisdiction on an annual or a monthly rental. At the end of the
lease period, the title to the facility can be conveyed to the jurisdiction without
any future payments. The rental over the years will have paid the total original
cost plus interest. This method has been used successfully in a number of
jurisdictions. The utilization of a building authority would fall under this category
of financing.
Numerous considerations are involved in the selection of the foregoing approaches, or some
combination thereof:
1. Political realities may preclude utilization of one or more of the above
alternatives. For example, the passage of general obligation bonds as a debt
financing mechanism has not met recent success at the polling places in most
jurisdictions.
2. The pay as you go concept has three distinct advantages.
A. It provides great flexibility to the county for future periods of economic
recession or depression but does not accumulate large fixed -charge
costs.
B. It avoids the payment of interest charges.
C. It imposes upon public officials the full political responsibility for levy of
the taxes necessary to pay the local share of such projects.
3. The debt financing approach has the advantage of spreading the cost over a
generation of current users of public facilities, thereby imposing upon each a
significant portion of the cost of each project.
4. In an inflationary period, one must take into account the extent to which
prepayment for capital outlay is warranted, when the opportunity for repayment of
the principal and interest in dollars that are less expensive can be arranged.
434
5. During periods of rapid rise in costs, the time delay necessary to accumulate
down payments or full pay as you go resources invites higher costs which may
wipe out most, if not all, of the advantages of non-payment of interest.
In the five-year capital projects plan, a combination of funding methods will be recommended to
finance capital construction in an attempt to balance the economy of a payment in full program
with the fairness of sharing the burden among present and future taxpayers.
This recommended financial program reflects consideration of many factors, including the
availability of cash, anticipated interest rates at the time of construction, and projected
inflationary cost increases that would result from project delays.
435
DEBT FINANCING
Before discussing specific types of borrowing, it is appropriate to review some of the basic
constitutional statutory provisions which generally are applicable to debt financing.
Article XI, Section 6 of the Colorado Constitution provides that no debt may be created by a
political subdivision of the state, unless the question of incurring such debt has been approved
by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out
of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad
vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957).
In addition to voter approval, Article XI, Section 6 requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may
be pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed 3
percent of the assessed value in the county, which is slightly over $108 million dollars in Weld
County.
Section 4 of Article X, Section 20 (TABOR Amendment) requires voter approval for any form of
multi -year debt. It states that an election is required: "Except for the refinancing of district
bonded debt at a lower interest rate or adding new employees to existing district pension plans,
creation of any multiple -fiscal year direct or indirect district debt or other financial obligation
whatsoever without adequate present cash reserves pledged irrevocable and held for payments
in all future fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with
the laws of the state, including the borrowing of money to fund county projects,
the pledging of project revenues and repayment thereof, and the issuance of
revenue warrants, or revenue bonds, or other forms of evidence of such
obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to
maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes
due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the
higher the yields or return on investment demanded by the market price. Thus, a bond issue
that runs thirty years will pay a higher net effective interest rate than a bond issue that runs
twenty years.
436
General Obligation Bonds:
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and
interest of the bond issue. Consequently, general obligation bonds are a debt subject to the
constitutional and statutory provisions discussed earlier. Because the issue of general
obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes
necessary to repay the principal and interest of the bond, it is generally agreed to be a more
secure investment than other types of bonds. Thus, the major advantage of general obligation
financing is the low rate of interest as compared to the interest of other types of bonds. The law
permits general obligation bonds to have a thirty-year term; however, general obligation bond
issues usually have terms of twenty years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter
approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond
election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for
enterprise funds and operations.
Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds
and the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are considered to be less secure than general obligation bonds because of the
inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there
is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond
twenty years, frequently as long as thirty years.
The concept of issuing revenue bonds is based on the theory that certain projects which benefit
only certain individuals should be self-supporting and should be paid for by the user of that
project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air
travelers and airlines and parking revenue bonds are paid for by users, etc.
437
In order for a county to issue a revenue bond, the system which generates the revenues to
repay the principal and interest of the bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
operating statistics and coverages, but also at more basic elements, such as the necessity of
the service, control over competition, and delinquency procedures. Revenue bonds are
becoming more popular because they do not require voter approval and do not apply in
statutory debt limits.
Leases:
A less traditional method of financing county facilities is a lease arrangement. A lease is
executed with the county, which gives the county the option to purchase the equipment or
facility during the term of the lease. All or part of the lease payments may be applied to the
purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is
a debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2. No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non -property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which
underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the
system. Rather, it is usually a promise to pay only one year at a time, with an implied intention
to continue payment until ownership is transferred. As ultimate security, the holder of the lease
may look to the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation
to continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally are short, usually from seven to ten
years. Because the security underlying the lease is not good compared with conventional
financing, interest rates on leases are higher.
438
Building Authority:
A building authority is a non-profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987 named the Weld County
Finance Corporation. The directors are the Director of Finance and Administration, County
Attorney, and Director of Public Works, each appointed for ten year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service that the interest on the authority's bonds is exempt from
Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are
issued on behalf of a political subdivision, which is determined based upon the following factors
as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and
other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After
receiving a favorable ruling from the IRS, a "no action" letter should be secured from the
Security and Exchange Commission, exempting the authority's bonds from these requirements.
The authority then issues bonds pledging the annual rental payments as security. After
issuance of bonds and construction of the facilities, the authority leases the facilities to the
county. Again, this must be a bona fide lease and possess all the elements discussed under
Lease/Purchase.
The bonds of a building authority are similar to municipal leases in the manner in which they are
viewed by investors. As with a simple municipal lease, building authority bonds are less secure
than general obligation or revenue bonds. As a result, bonds issued through a building authority
bear higher interest than more secure issues.
439
Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical
matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing
assignment of proportionate undivided interests in rights to receive certain revenues in the form
of a lease or rental amount for the purpose of providing funding for capital improvements. The
lease and COP do not constitute a general obligation or other indebtedness of the county within
the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a
year-to-year obligation.
The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has
ever used in the implementation of its debt policy options. The only COP issued by Weld
County was done in 1997, and was paid off August 1, 2007. No outstanding debt exists for
Weld County.
440
BUILDING AUTHORITY FINANCE
The Philosophy:
Tax-exempt financing is available through a building authority with the issuance of bonds when
the facilities financed are for public purposes and the benefit is to the sponsoring public entity.
The Building Authority:
A building authority is a Colorado non-profit corporation created by the county itself. The county
adopts a resolution calling for the creation of the Building Authority and directing counsel to
draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of
directors is formed. The board may consist of County Commissioners or administrative
personnel or individuals not associated with any public entity. The Weld County Finance
Corporation, created in 1987, consists of the Director of Finance/Administration, County
Attorney, and Director of General Services as directors.
Tax -Exemption of Interest:
Once the non-profit corporation is created, the tax-exempt nature of interest paid on the
corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue
Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1
and Revenue Ruling 63-20, and on the tax-exempt status of interest paid.
Such an application involves considerable work and a detailed analysis of the situation which is
presented to the Internal Revenue Service. The application includes information as to public
purpose, the county, the agency using the facilities, the proposed lease terms, terms of title
reversion to the county and the proposed method of financing.
Corporate Bonds and the S.E.C.:
As corporate bonds are subject to registration requirements of the Securities and Exchange
Commission, a "no action" letter must be obtained from the S.E.C. In essence, the S.E.C. says
that no action will be taken if the bonds of the building authority/non-profit corporation are not
registered.
The Purchase Contract
Once the building authority is created with powers to act, it may enter into a contract to
purchase the facility. The contract should be subject to:
1. A favorable revenue ruling from the Internal Revenue Service.
2. Receipt of an S.E.C. "no action" letter.
3. Finalization of financing.
441
The Bond Issue:
When all legal and tax questions are answered the building authority may issue bonds for the
purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells
the bonds to the ultimate investor.
The bonds that are issued will be an obligation of the building authority only and not a debt
obligation of the county.
The County Lease:
Upon the issuance of the bonds and the purchase of the building by the building authority, the
county can lease the building from the authority. The lease would be from year-to-year with
automatic renewal unless otherwise terminated. A county lease for any period in excess of one
year constitutes a debt and must be approved by voters.
The Bond Security:
The security of the bond holders may be only in a pledge of lease revenues by the authority.
The bond holders may also have a first mortgage lien on the building. The combination of the
two results in a more secure bond and a correspondingly lower rate of interest.
Partial Seller Financing:
Depending on factors such as the seller's motivation, whether there is an existing loan on the
building, and negotiations, a bond issue can be for only the amount necessary for a down
payment. The sellers can carry back the balance, receiving installment sale tax benefits on the
capital gains. A revenue ruling would be required; however, interest paid on a promissory note
to the seller may also be tax exempt. The total cost to the county and the building authority then
may be substantially lower on this basis.
442
COMPLETED CAPITAL PROJECTS
2004-2008
Requirements
Total
Actual
2004
Actual
2005
Actual
2006
Actual
2007
Actual
2008
Centennial Complex
$ 5,982,573
$ 2,457,424
$ 1,009,526
$ 21,400
$ 628,871
$ 1,865,352
Courthouse
371,722
264,443
97,969
9,310
West Annex
190,633
179,783
10,850
Downtown Greeley
Future Expansion
933,046
748,333
41,879
142,834
Planning Building
495,727
495,727
Grader Sheds
560,502
151,926
180,012
228,564
Human Services
34,455
34,455
Health Department
17,576
17,576
Island Grove
1,013,824
34,717
44,627
753,445
181,035
Jail
20,069,861
265,562
269,087
8,182,712
10,991,973
360,527
North County
Complex
1,909,007
1,909,007
Public Works
117,381
53,010
64,371
Social Services
3,784,910
17,546
500,923
3,266,441
Southeast Building
5,036,889
206,432
1,371,376
2,492,806
966,275
South County, Other
165,347
165,347
North Admin Bldg
2,128,789
929,713
1,199,076
Alternative Use Bldg
4,313,418
1,887,721
2,425,697
Comm. Corrections
Building
81,145
81,145
Building & Grounds
Headquarters
755,685
755,685
Miscellaneous
1,187,715
148,844
500,073
309,525
229,273
$49,150,205
$ 6,582,520
$ 4,497,990
$13,040,370
$16,303,073
$8,726,252
NOTE: Expenditures listed in year incurred.
443
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2010 - 2014
Requirements
Total
2010
2011
2012
2013
2014
Capital
Reserve
$1,650,000
$4,650,000
$2,850,000
$4,850,000
$6,550,000
$(17,250,000)
Jail Expansion
20,000,000
0
0
0
0
20,000,000
Courts
1,500,000
0
0
1,500,000
0
0
Admin Bldg
5,000,000
0
5,000,000
0
0
0
Misc Projects
500,000
100,000
100,000
100,000
100,000
100,000
PW Projects
500,000
250,000
250,000
0
0
0
Regional Crime
Lab
5,000,000
5,000,000
0
0
0
0
DA Building
5,000,000
0
0
0
0
5,000,000
$39,150,000
$10,000,000
$8,200,000
$6,450,000
$6,650,000
$7,850,000
444
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
445
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2010 - 2014
2010
PROPERTY
TAX
$ 7,300,000
GRANTS
$ 2,500,000
INTEREST
$ 100,000
FEES
$ 100,000
TOTAL
$ 10,000,000
2011
6,850,000
1,000,000
250,000
100,000
8,200,000
2012
6,000,000
0
350,000
100,000
6,450,000
2013
6,000,000
0
500,000
150,000
6,650,000
2014
6,000,000
1,000,000
700,000
150,000
7,850,000
446
CASH FLOW ANALYSIS
BEGINNING
FUND
BALANCE
REVENUE
RESOURCES
EXPENDITURES
ENDING
FUND
BALANCE
2010
$ 2,500,000
$ 10,000,000
$ 12,500,000
$ 5,350,000
$ 7,150,000
2011
7,150,000
8,200,000
15,350,000
5,350,000
$ 10,000,000
2012
10,000,000
6,450,000
16,450,000
1,600,000
$ 14,850,000
2013
14,850,000
6,650,000
21,500,000
100,000
$ 21,400,000
2014
21,400,000
7,850,000
29,250,000
25,100,000
$ 4,150,000
447
CORRECTIONAL FACILITY
Existing Situation:
The Centennial Complex Jail was constructed in 1978, and was remodeled three times to
increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed
with 160 beds and all the core service facilities. The North Jail Complex is currently designed
for a build out of 640 beds, but the site can accommodate a 960 -bed facility. Each phase would
be in increments of approximately 160 - 226 beds. Jail population continues to grow in Weld
County. Phase II has been completed and opened in January, 2004. Phase II added 226 beds
based upon the design. Construction of Phase II allowed for the closure of the Centennial Jail
and conversion of the space to accommodate Court needs. Phase III which added 374 beds,
was constructed in 2006 - 2007, and was opened in February 2008.
Proposed Solution:
It is proposed that additional phases of the North Jail Complex be constructed in increments of
160 - 226 beds as needed. The total project of approximately 211,355 square feet will be
constructed in phases. The first phase constructed in 1997 was 125,775 square feet. It
included the core service facilities, such as kitchen, administrative offices, medical detention,
booking area, and lobby to accommodate 640 inmates. Phase II has 226 beds and is both
maximum and medium security to accommodate the projected inmate classifications. Phase II
was constructed in the 2002 - 2003 time frame and became fully operational as of 2004. Phase
III has 374 beds and was constructed in 2006 - 2007.
Financing:
It is recommended that the county budget $20,000,000 in the 2010 - 2014 capital plan budget
for 350 additional beds. Nothing will be in the Capital budget in 2010 for jail construction.
Impact on Operational Costs:
In 2015 it is anticipated that the new jail capacity will be opened. The use of the capacity will be
phased in over a two to three year period, depending on inmate population growth. Based upon
past phased openings of the jail, the estimated additional annual costs are:
Item
2014
2015
2016
Staffing
$ 1,210,000
$ 770,000
$ 1,100,000
Medical Costs
0
600,000
320,000
Food
0
400,000
200,000
Utilities
0
60,000
0
Maintenance
0
60,000
0
448
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987 Weld County acquired 160 acres located in the southwest corner of "O" Street and
North 11th Avenue in Greeley. Funds for the property came from the sale of the Health
Building.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area.
The utilities and site improvement were developed in 1988 at an estimated cost of $1,750,000
with the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000
square foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres
have been developed for building and storage sites and approximately 60 acres can be mined
for gravel and reclaimed in an attractive way. The new correctional facility is located on this
site, as well as Human Services, Health Department, Household Hazardous Waste Building,
Training Center, Motor Pool, Public Works, Law Administration, Buildings and Grounds,
Alternative Programs Facility, and two administrative buildings. A portion of the property was
made available for commercial development and offered at no cost or low cost to private parties
for economic development incentives. A PUD was approved for land use purposes in 1989.
Financing:
Development, using future years' funds, is programmed into the long-range plan under specific
projects, which include a correction facility ($20,000,000), and Administrative Facility
($5,000,000).
Impact on Operational Costs:
See individual projects for cost impacts.
449
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The county currently has 18 grader sheds throughout Weld County, to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. Seventeen have recently been replaced -- Nunn
(1981), Gwonda (1982), Vim (1983), New Raymer (1984), Mead (1985), Rockport (1986), Kiowa
(1987). Severance (1987), Gilcrest (1989), Ault (1989), Briggsdale (1991), Keenesburg (1994)
Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001), Galeton (2003), and New
Raymer (2004), Rockport (2007), and Kersey (2009). In addition, four ice control storage
buildings were constructed in 2001- 2003. An additional storage facility at the Public Works
Headquarters was built in 2003. A new Buildings and Grounds facility was built in 2007, and the
old facility was converted to a storage garage for emergency vehicles. An additional storage
facility was purchased in 2009.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have
been identified.
Financing:
The county, since 1982, has totally reconstructed and upgraded all grader and road
maintenance facilities. The county should continue a sound maintenance and replacement
program, so the buildings do not fall into the disrepair condition they were in prior to 1982. The
funding mechanism should be a pay-as-you-go function out of the Capital Fund. Funds in the
amount of $250,000 per year in 2010 - 2011 are included for other Public Works facilities.
Impact on Operational Costs:
Since the old grader sheds are being replaced with new sheds, the county's experience is that
there is approximately a $1,000 per year savings on the utilities due to the use of radiant heat
and improved insulation. Staffing is unchanged.
450
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings.
It provides for the space needs of the 19th Judicial District. Under state law the county is
obligated to provide and maintain the facilities for court related activities. The Courthouse was
built in 1917 and is maintained on the Federal Register of Historical Buildings. After many
remodels and upgrades it still functions as the main court facility for Weld County. In the mid -
1980's two buildings across the street from the Courthouse were acquired and remodeled to
house the Probation Department. In 2001, the West Courthouse Annex Building was acquired
to house the District Attorney Juvenile Division. As the population grows and court related
activities grow the space requirements continue to expand. Four courtrooms were added in
2008.
Proposed Solution:
With the growing needs of the courts it will require that the county convert the Centennial
Center, including the jail, to courtrooms and court -related offices. With the construction of
Phase II of the North Jail, the Centennial Jail was closed and remodeled into court -related
space in 2004. All Sheriff's office administrative functions, along with Communications and
Records, were moved to the new Public Safety Administrative Building next to the North Jail in
2003. Over time the entire Centennial Complex will become court -related space, as well as the
two annex buildings to the west and east of the Courthouse. In 2004, three additional district
courtrooms were created, a juvenile courtroom, and one additional county courtroom, and in
2007 four additional court rooms were built. These courtrooms will supplement the current
vacant district courtroom and the visiting judge courtroom to accommodate four anticipated
additional judges through 2011. The first floor of the Centennial Jail has been converted into
courtrooms. The second and third floors of the jail are being remodeled for additional court and
office facilities. First floor Centennial offices were converted into office space for the Clerk to
the Court. The space in the Courthouse occupied by the Clerk to the Court was converted into
a district courtroom. Space occupied by the Weld County Commissioners and administrative
functions will be converted to court -related space after these functions move to a new
administrative building sometime after 2012.
Financing:
The county can accommodate court related activities in the space of the Justice Center for
several years. In addition, the block to the southeast of the Centennial Complex has been
acquired by the county and converted into a parking lot. In the future when the need arises, that
block can serve as a site for court building expansion and a parking garage structure to
accommodate court space needs. Also, in the next decade it may be necessary to have court
facilities in the southern part of Weld County where the population is growing at a rapid rate.
The funding mechanism for all court facility needs should be a pay-as-you-go function out of the
Capital Fund. The following page is a schedule of proposed conversion of Justice Center
space.
451
CAPITAL PLAN
FOR
JUSTICE CENTER
YEAR
CURRENT USE
NEW USE
COST
2008
Vacant
Work Release (30,000 sf)
$ 4,275,000
2008
Second Floor Old Jail
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
DA Offices
$ 1,000,000
2011
Vacant
Administrative Bldg.
$ 5,000,000
2012
Planning
Probation
$ 100,000
2012
Third Floor Centennial
2 Courtrooms
$ 1,200,000
2012
First Floor Centennial
1 Courtroom
$ 200,000
2013
Vacant
DA Building
$ 5,000,000
2014+
Third Floor Centennial (DA)
2 Courtrooms
$ 750,000
2014+
Second Floor Centennial
2 Courtrooms
$ 750,000
2014+
First Floor Centennial (DA)
Court Offices
$ 200,000
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2010
2011
2012
2013
2014
$ 0
160,000
0
176,000
0
452
ALTERNATIVE PROGRAMS
BUILDING
Existing Situation:
Alternative programs are currently housed in the old jail and in the West Courthouse Annex. As
jail crowding becomes more and more of a problem, the alternative programs, such as work
release and pre-trial programs, are used more and more by the Court. The programs currently
occupy approximately 20,000 square feet. The space that the programs occupy is needed for
courtrooms and Probation office space.
Proposed Solution:
To accommodate the space needs of the alternative programs and allow for growth in the
programs, a 30,000 square foot building is proposed. The facility will be constructed in the Weld
County Business Park. This puts the facility in closer proximity to the jail for support services.
Financing:
The new 30,000 square foot Alternative Programs Building was completed in 2008.
Impact on Operational Costs:
Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
453
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail,
the Centennial Jail will be closed and remodeled into court -related space. In addition, all
Sheriff's office administrative functions, along with the Communications and Records, were
relocated in 2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail there are logistical advantages to
relocate all Sheriff office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions, Communications, and Records. This
allows for the consolidation of all criminal justice functions at one site with the exception of
patrol substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building.
In 2009, the Records Unit will be moved from the Law Enforcement Administration Building to
the former Human Services Building to free up space for the Sheriff's Office.
Impact on Operational Costs:
There will be no impact of additional costs on the 2010 budget for utilities and maintenance
since the space has been maintained in the past. Staffing costs are unchanged, since
personnel were transferred from the old facility to the new building.
454
REGIONAL CRIME LAB
Existing Situation:
Currently the county has a crime lab located in the basement of the Centennial Complex. The
space is inadequate to meet the size and program requirements. Weld County is taking the
lead to create a regional crime lab for Northern Colorado that would house approximately 40
crime lab staff members from various law enforcement agencies and CBI. The crime lab will be
located on the University of Northern Colorado Campus in order to offer classes and internships
for UNC students wanting crime lab experience and education through the criminal justice
program.
Proposed Solution:
The proposed regional crime lab facility will consist of two floors (10,000 square feet per floor),
for a total of 20,000 square feet. It will be located on the University of Northern Colorado
Campus and will contain private and open office areas, waiting areas, lobby space,
meeting/conference rooms, elevator(s), complete laboratory and forensics discovery area. It will
be fully fire sprinkled. Building construction will be similar to those county facilities recently
constructed at the Weld County Business Park. The construction will also incorporate some of
the elements of the design criteria for the University of Northern Colorado.
Financing:
The new regional crime lab will be constructed in 2010 on the UNC campus. Land has been
donated by UNC. An Energy Impact Grant in the amount of $2,000,000, a Federal grant in the
amount of $500,000, and $2,500,000 in county funds, will fund the construction portion of the
project.
Impact on Operational Costs:
There will be additional costs in the 2011 budget for utilities and maintenance, in the amount of
$240,000. However, seven participating agencies will pay approximately 87.5% of this cost, or
$210,000 for a net county cost of $30,000. Staffing costs are unchanged, since personnel will
be transferred from the old crime lab to the new building.
455
COMMUNITY CORRECTIONS FACILITY
Existing Situation:
The Community Corrections program has been operated by private contractors since its
inception in Weld County in the early 1980's. The facility that the contractors have used is the
site known as The Villa, which is old dormitories on the UNC campus. UNC has encouraged
the Community Corrections Facility to move off campus due to the facility housing convicted
felons that are returning to the community from the Colorado Department of Corrections.
Recently, there have been problems with the contractor that owns the facility providing the
community correction services. The county realizes that without a county -owned community
corrections facility it limits the county's choices for a contract provider of the service and the
option of the county operating the facility itself through the Sheriff's Office.
Proposed Solution:
The Board of Weld County Commissioners, in May 2008, made the decision that the county
should construct its own Community Corrections Facility in the Weld County Business Park.
The site will be at the entrance of the park at the northwest corner of 11th Avenue and H Street.
A 30,000 square -foot building will be constructed in 2009 to accommodate the program.
Financing:
The new Community Corrections Facility will be constructed in 2009 in the Weld County
Business Park. An Energy Impact Grant in the amount of $400,000 along with $4,600,000 in
county funds will fund the project.
Impact on Operational Costs:
There will be additional costs in the 2010 budget for utilities and maintenance, in the amount of
$160,000. However, the majority of the program costs are paid for from state contracts with the
State Department of Corrections through a lease to ICCS, which is the sub -contract operating
the facility. Currently, the program services are provided by a private contractor (ICCS).
456
DOWNTOWN GREELEY
PARKING AND LAND
Existing Situation:
The Courthouse and Centennial Center are located in the center of downtown Greeley. The
future plans are for these facilities to be the judicial center for the 19th Judicial District that
serves Weld County. Parking has been a long time problem in the area for citizens using the
facilities. In addition, as Weld County looks to the future there will be a need to have land to
locate future court facilities. The court administration is insistent upon having a centralized
location, since other jurisdictions have had logistical problems attempting to split court facilities
into more than one location. As a result, there is a need to acquire land adjacent to the current
location to accommodate future court facilities.
Proposed Solution:
In July, 2003, the county purchased a portion of an adjacent block of property to the Centennial
Complex and Courthouse to allow for surface parking in the immediate future, and to provide
future building sites for future court facilities. Opportunity existed to purchase approximately
100,000 square feet adjacent to the current facilities in 2003. The parking was developed in
2004, and needed facilities can be constructed on this site in the future.
Financing:
In 2003, fund balance from the General Fund in the amount of $1,500,000 was transferred to
the Capital Expenditure Fund to acquire the site and put money aside for the parking
improvements in 2004. Approximately 250 parking spots have been developed to serve the
area. As portions of the site are needed for court building sites, a parking structure can be built
to accommodate added parking needs or land to the east or south of the site can be acquired
for surface parking.
Impact on Operational Costs:
No new operation costs are anticipated.
457
ADMINISTRATIVE OFFICE BUILDING
Existing Situation:
The long term plan with the development of the Weld County Business Park was for the
eventual move of all administrative functions of the county to the business park. All of the
functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer,
Clerk and Recorder, and Planning were relocated to the business park. With the future space
demands of the courts it is anticipated that the remaining county administrative functions at the
Centennial Complex will need to be relocated to the Weld County Business Park within the next
10 years. This will leave the Centennial Complex as a justice and law enforcement center
exclusively.
Proposed Solution:
In order to accommodate the court's space needs and the county's administrative functions it
will be necessary to construct a new administrative facility at the Weld County Business Park in
the next 10 years. To accommodate the space needs of the existing administrative functions
and plan for future growth it is anticipated that a building comparable to the new Health Building
will be required.
Financing:
It is recommended that in the Capital Improvement Plan that the county begin to accumulate
funds in a reserve for the future construction of a new administrative building. Estimated costs
for the facility will be $5,000,000. In the ten-year Capital Improvement Plan $5,000,000 is
reserved for 2011.
Impact on Operational Costs:
There will be additional costs in the 2012 budget for utilities and maintenance, in the amount of
$180,000. There will be no additional staffing costs since the staff will be moving from other
facilities to occupy this building. Moving and relocation costs are estimated to be $50,000.
458
SOCIAL SERVICES
BUILDING ANNEX
Existing Situation:
The Social Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. In 2005, additional land was purchased, adjacent to and south of the two existing
buildings. The additional land will accommodate another 20,000 square foot building and
parking.
Proposed Solution:
It was proposed that a new 40,000 square foot building be constructed in Greeley on the Social
Services site in 2009. The building will accommodate the current services, plus allow room for
future expansion and consolidation of the Human Services and Social Services Departments.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in
the amount of $300,000.
Impact on Operational Costs:
There will be additional costs in the 2010 budget for utilities and maintenance, in the amount of
$210,000. However, the majority of the program costs are paid for from grants from the State
Department of Social Services. There will be no additional staffing costs since the staff will be
moving from other facilities to occupy this building.
459
SOUTHWEST
COUNTY SERVICE CENTER
Existing Situation:
The Southwest County Service Center was developed in 2000 - 2001. With the growth in the
area, additional facilities will be required to house all the County functions required to service
the area.
Proposed Solution:
It is proposed that an additional 20,000 square foot building be constructed on the Southwest
Weld County Service Center site in 2013. The building will accommodate the current services,
plus allow room for future expansion of services in the area.
Financing:
The building will be constructed in 2017. Funds in the amount of $4,000,000 are budgeted in
the 2017 budget for the 20,000 square foot building.
Impact on Operational Costs:
There will be additional costs in the 2018 budget for utilities and maintenance, in the amount of
$120,000. There will be no additional staffing costs since the staff will be moving from other
facilities to occupy this building. Moving and relocation costs are estimated to be $30,000.
460
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the City of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five -acre
site. The building accommodates the historic services provided, plus Probation and increased
Social Services. The location of the building in east Fort Lupton will better accommodate not
only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional
space may be added to the site in 2016 or beyond.
Financing:
The building was constructed in 2006.
Impact on Operational Costs:
No new operational costs are anticipated.
461
MISCELLANEOUS PROJECTS
Existing Situation:
Each year there are several small projects to update or renovate county facilities, provide for
new county programs, and remodel to accommodate changing programs or meet new legal
standards. An approach which provides miscellaneous funds of this nature can prevent
postponing necessary remodeling of facilities and, thus, avoid added cost or delay of potential
savings to the county and taxpayers. In addition, such an approach can also make better
utilization of existing facilities in order to avoid the acquisition of new space and facilities.
Carpet replacement should be included in this category.
Proposed Solution:
It is recommended that an amount of $100,000 per year be set aside for such projects in the
Long Range Capital Projects Plan.
Financing:
It is recommended the county budget $100,000 in each future year.
Impact on Operational Costs:
No new operational costs are anticipated.
462
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five
years, it is suggested the county proceed very cautiously and very conservatively in the area of
financing. To do this, it is suggested that a contingency be set aside each year on a pay as you
go basis to accommodate unanticipated cost increases or emergency situations which cannot
be foreseen at this time. If the contingency amount is accumulated over the next five years, it
can be used as a reserve for the capital projects program in future years, or it can be used as a
funding mechanism in years beyond 2014. The primary reserve would be for a future
correctional facility or other facilities at the North County Complex and southwest and southeast
County administrative office sites.
Proposed Solution:
Budget any carry-over amount each year on a contingency basis that ultimately could be used
to meet any contingency or emergency situation, or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2014.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
463
MISCELLANEOUS FUNDS
464
AIRPORT
Existing Situation:
The Weld County Board of County Commissioners, with approval of the Airport Master Plan,
committed to participate in certain enhancements at the Airport facility, especially those
enhancements that will ensure the safety of airport operations. If the Board decides to continue
to participate in the joint funding of the Greeley/Weld County Airport Authority with the City of
Greeley, funds should be provided for in the Long Range Capital Projects Plan to accommodate
the FAA ADAP program during the next five years. Funds can also be made available to
maintain FAA constructed facilities.
Proposed Solution:
In the Long Range Capital Projects Plan for 2010, funds are included to accommodate capital
improvements at the Greeley/Weld County Airport. If funding is provided, it should be for
projects that emphasize safety features and other essential enhancements to the current
operation.
Financing:
Funding, in the amount of $1,974 is required in the Airport's 2010 Capital Improvement Plan
(CIP).
Impact on Operational Costs:
Although the Airport Authority may incur additional operational costs from the projects in the
Airport CIP, no new operational costs are anticipated as a result of the Airport CIP for Weld
County government.
465
SIX YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) WORKSHEET
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I TS
CONSERVATION TRUST FUND
Existing Situation:
With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the
lottery is anticipated to be $430,000 per year. The funds must be used for "the acquisition,
development and maintenance of new conservation sites or for capital improvements or
maintenance for recreational purposes on any public site". (Section 29-21-101, C. R. S.) With
the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $430,000 per
year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $32,000 in the General Fund from property taxes. Funds from
2010 forward are uncommitted.
Impact on Operational Costs:
No new operational costs are anticipated.
467
ISLAND GROVE
Existing Situation:
Weld County and the City of Greeley currently have certain joint ventures and commitments to
develop the Island Grove Park facility. Some discussion has been held regarding the creation
of an Island Grove Park Authority for development and management of the facility.
Proposed Solution:
If the Board of County Commissioners decides to continue participation in the development of
the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be
used to the maximum amount prior to use of county general tax funds.
Financing:
It is recommended that the county finance any Island Grove enhancements with Conservation
Trust Funds resulting from the lottery to the maximum amount possible prior to use of general
county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been
committed to the maintenance of an indoor arena facility. Also, in 2000 the County contributed
$1,500,000 towards the construction of the indoor arena facility, known as the Island Grove
Community Building. The facility was constructed and will be maintained jointly by the City of
Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund
budget to add air conditioning to the Island Grove Community Building. The county paid
$1,500,000 in 2006 for the Island Grove Park Master Plan that covers improvements to the park
for the next 10 - 20 year period.
Impact on Operational Costs:
Although the Island Grove Park Authority may incur additional operational costs from the
projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP
for Weld County government. In most cases, the new park facilities planned will generate
revenues to support the additional operating costs.
468
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost -reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers.
PARAMEDIC SERVICE ENTERPRISE FUND: The Paramedic Service is funded totally from
2010 projected fees of $5,791,647 with no county subsidy. Total expenditures include
$4,393,072 for salaries, and the remainder for services and supplies. The budget for new
vehicles is $382,000.
MOTOR VEHICLE FUND: The Motor Vehicle Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $8,204,100 in 2010, with $1,873,500 budgeted for new capital equipment.
The budget reflects the continuation of the contract fleet management approach adopted by the
Board in August 1984. Depreciation is $2,800,000 for new equipment purchases, plus sale of
surplus items of $504,100.
HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's
self-insurance program which includes health, dental, and vision coverage. Details of the
program and coverage are found under the specifics of the fund summary. In 2010, the county
will continue with only dental and vision being self -insured. Health coverage will be provided by
a private company on a partially self -insured basis.
INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The
program is a combination of insured risks and protected self-insurance risks. Gross budget
costs are $1,830,000 in 2010, with a property tax levy of $1,500,000. Details of the program are
provided under the specifics of the fund summary.
PHONE SERVICE FUND: Budget reflects total consolidation of phone service costs of
$1,507,000 in Weld County. Funding is at current level and reflects capital upgrades of
$250,000.
WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County
Finance Corporation, which accounts for the lease purchases of county buildings. As of
August 1, 2007, there are no longer any active leases. Weld County has no long-term debt.
469
PARAMEDIC FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
GRANTS
5000 23100 4340 GRANTS
5000 23100
5000 23100
5000 23100
CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
44101 MEDICARE/MEDICAID ADJUSTMENT
44102 BAD DEBT ADJUSTMENT
TOTAL CHARGE FOR SERVICES
TOTAL PARAMEDIC FUND
2009
Budget
38,400
15,436,771
(6,876,972)
0
470'
8,559,799
8.596 1 • '
2010
Request
0
2010
Recommend
0
2010
Final
0
18,141,195 18,141,195 18,141,195
(7,104,119) (7,104,119) (7,104,119)
(5,245,429) (5,245,429) (5,245,429)
5,791,647 5,791,647 5,791,647
5 791 7.164 5791647
PARAMEDIC FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
5000 17500 CAPITAL IMPROVEMENT AND AC
5000 23100 AMBULANCE
TOTAL PARAMEDIC FUND
QUISITION
471
2009
Budget
0
8,598,199
8,598.199
2010
Request
382,000
5,791,647
6.173.647
2010
Recommend
382,000
5,791,647
2010
Final
382,000
5,791,647
6.173,647 6,173.647
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PARAMEDIC SERVICE ENTERPRISE FUND
BUDGET UNIT TITLE AND NUMBER: Paramedic Service - - 5000-23100
DEPARTMENT DESCRIPTION: The Weld County Paramedic Service responds to both
routine and emergency calls for the county. It is an advanced life support (paramedic) provider.
Personnel and vehicles are stationed in Greeley, Evans, Windsor and Fort Lupton.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 4,232,634
$ 4,310,174
$ 4,393,072
$ 4,393,072
Supplies
326,880
313,000
282,600
282,600
Purchased Services
842,451
755,555
730,800
730,800
Fixed Charges
267,490
303,829
375,175
375,175
Capital
0
10,000
10,000
10,000
Gross County Cost
$ 5,669,455
$ 5,692,558
$ 5,791,647
$ 5,791,647
Revenue
5,542,557
5,692,558
5,791,647
5,791,647
Net County Cost
$ 126,898
$ 0
$ 0
$ 0
Budgeted Positions
51
51
51
51
SUMMARY OF CHANGES: Personnel costs reflect the increase in health insurance costs, and
the elimination of the salaries costs to backfill for an EMT to go to paramedic training. Supplies
are down $30,400 in medical supplies ($20,000), uniforms ($10,000), and food supplies ($400).
Services are down $24,755 mostly in vehicle costs. Revenues are projected with a 6% rate
increase and volume being flat for 2010.
In the vehicle replacement budget unit (5000-17500) $382,000 is budgeted for three new
vehicles.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 6% rate
increase is below the medical cost trend rate of 9%. The budget has been restructured to have
bad debt as a bad debt allowance under revenues versus as an expense to avoid
overstatement of the budget and to show true operational profits or loss in the budget
document.
BOARD ACTION: The Board approved the recommended 6% increase to fees for 2010. No
other changes.
472
PARAMEDIC SERVICES
(CONTINUED)
5000-23100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total Calls For Service 13,832
# Patients Evaluated / Treat / Air Transport 1,022
# Transported Patients 9,214
Total Transport Mileage 78,390
# Dry Runs: No Patient / Cancelled 2,824 / 772
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Receipts/Charges Ratio w/contractual
Receipts/Charges Ratio w/o contractual
2.26
$0.54
30%
62%
14,523
1,073
9,675
88,000
2,965 / 819
2.26
$0.00
30%
62%
14,425
1,572
9,374
75,898
2,540 / 939
2.09
$0.00
36%
69%
Goal 1155: Maintain and improve billing/collection process to ensure operating revenue as Enterprise
Service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
1155-1: Maintain
bill charges to
collection
percentage
Percentage of charges to collection
Unadjusted
35.70%
Adjusted
68.60%
Unadjusted
36%
Adjusted
68%
Unadjusted 36%
Adjusted
68%
473
PARAMEDIC SERVICES
(CONTINUED)
5000-23100
Goal H56: Provide < 9 minute emergency response times 90% of the time or greater within the City of
Greeley; provide <20 minute emergency response time 90% of the time or greater in rural Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS6-1: 90% or
better response
times of less than 9
minutes on
emergency calls
for service in
Greeley
Percentage of response times less than 9
minutes
92%
92%
90%
HS6-2: 90% or
better response
time of less than
20 minutes in rural
Weld County
Percentage of response times of less than 20
minutes
73%
73%
75%
Goal HS7: Provide < 20 minute routine response times 90% of the time or greater to all areas of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS7-1: 90% or
better response
times of less than
20 minutes on all
non -emergency
calls for service in
Weld County
Percentage of response times less than 20
minutes
88%
90%
90%
Goal HS8: Provide hospital door to intervention times of < 90 minutes to all cardiac alert patients within
Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
HS8-1: Emergency
Room door to
Cardiac
Catheterization Lab
time of less than 90
minutes
Percentage of cardiac alert patients less
than 90 minutes
100%
100%
100%
474
MOTOR POOL FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
CHARGE FOR SERVICES
6000 96300 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6000 96300 4680 OTHER
6000 96300 4810 GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL MOTOR POOL FUND
475
2009 2010 2010 2010
Budget Request Recommend Final
5,500,000
4,900,000
4,900,000
4,900,000
2,500.000 2,800,000 2,800,000 2,800,000
516,500 504,100 504,100 504,100
3,016,500 3,304,100 3,304,100 3,304,100
6.516.504 8 204 100 8 204 100 8.204 100
MOTOR POOL FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
6000 17550 VEHICLE REPLACEMENT
6000 96300 COUNTY SHOP
TOTAL MOTOR POOL FUND
476
2009
Budget
2,331,700
8,516,500
10.848.200
2010
Request
1,947,500
8,204,100
10.151,600 10.063.600 10.077.600
2010
Recommend
1,859,500
8,204,100
2010
Final
1,873,500
8,204,100
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
3,118,607
3,032,000
2,432,000
2,432,000
Purchased Services
2,845,483
2,853,500
2,838,500
2,838,500
Fixed Charges
2,977,714
2,616,000
2,918,600
2,918,600
Capital
17,634
15,000
15,000
15,000
Gross County Cost
$ 8,959,438
$ 8,516,500
$ 8,204,100
$ 8,204,100
Revenue
8,608,602
8,516,500
8,204,100
8,204,100
Net County Cost
$ 350,836
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Cost of Goods Sold, which accounts for the sale of fuel, is down
$600,000. With the drop in fuel costs the account has been return to its historical level of
$2,400,000. Depreciation is up $300,000. Data processing services are funded at $15,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
477
MOTOR POOL ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued
Number of service/maintenance orders
per technician
Efficiency Measures
FTE's per 10,000/capita
Work orders issued per FTE
7,100 7,200
895 900
.48
623
.45
600
Goal ES19: To provide quality, sufficient, and well -maintained county vehicles to county departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES I9-1: Safe and
reliable vehicles
ready to meet needs
90% of department users satisfied with
the quality and timeliness of fleet
management services
N/A
90%
90%
ES 19-2: Worker-
friendly and
functional vehicles
90% of internal customers satisfied
with county vehicle
N/A
90%
90%
ES19-3: Cost
effective vehicles
Cost (acquisition, operating, resale
value) within prescribed industry
standards
N/A
95%
95%
ESl9-4: Fuel-
efficient/
environmentally -
friendly vehicles
90% of internal customers satisfied
with county vehicle
N/A
90%
90%
478
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county
use.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
3,415,393
2,331,700
1,947,500
1,873,500
Gross County Cost
$ 3,415,393
$ 2,331,700
$ 1,947,500
$ 1,873,500
Revenue
0
0
0
0
Net County Cost
$ 3,415,393
$ 2,331,700
$ 1,947,500
$ 1,873,500
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See listed equipment on next page.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION: The Board approved two additional patrol vehicles, since the two positions
in the Traffic Unit were not reduced. The Board also approved an additional mid -sized sedan
for the Sheriff, but will not replace the third requested vehicle due to elimination of the White
Collar Crime Investigator position that had a vehicle which is no longer needed. An existing van
for work crews in Building and Grounds was available; therefore, the requested SUV is not
needed. The District Attorney will use an existing vehicle that became available in late 2009,
eliminating the need for a new sedan in 2010. All other equipment was approved as
recommended.
479
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
Patrol Vehicles
Mid size Sedan
SUV
District Attorney
Full size sedan
Buildings & Grounds
1/2 ton pickup
1/2 ton pickup 4X4
SUV
Coroner
1/2 Ton pickup ext 4X4
2 $ 46,000 $ 0 $ 46,000
3 63,000 21,000 42,000
1 30,000 30,000 30,000
1 23,000 23,000 0
1 18,000 18,000 18,000
1 20,000 20,000 20,000
1 30,000 30,000 0
1 25,500 25,500 25,500
Noxious Weed
15 ft mower deck 2 33,000 33,000 33,000
15 ft mower deck & wet blade 1 32,000 32,000 32,000
Public Works
See Basic List 1,627,000 1,627,000 1,627,000
Total
$1,947,500 $1,859,500 $1,873,500
480
Division
Trucking
Graders
Bridge
Maint-Supt
Mining
Pvmt Mgmt
Admin
Qty
1 Loader
15830013/1990 Cat Loader
1
1
1
1
1
Motor Grader w/Front Assist
Motor Grader w/Front Assist & Rippers
15820100/2001 Cat Grader
15820101/2001 Cat Grader
3/4 -ton 4X4, Extend Cab Pickup
15220127/2005 Chevy Pickup
3/4 -ton 4X4 Reg Cab Pickup
15220096/2001 Ford Picku
Single -Drum Steel Wheel Roller
16010013/1996 Cat Roller
1 Tandem Truck w/Plow and Sander
2010 EQUIPMENT REPLACEMENT - PUBLIC WORKS
Description Estimated
(Shaded items reflect outgoing equip) Price Per
Unit
$365,000
$210,000
$220,000
$24,000
$24,000
$140,000
$145,000
$10;( (fit'
$60,000 ,
$60,0:.,..,;:
$2,00 `
$2,00O -
$10,000 11,0
15460023/1998 Ford Dump Truck
15460024/1998 Sterling Truck
15460027 tranferred from Pvmt Mgmt
2 1/2 -ton 4X4 Extend Cab Pickups
15220120/2004 GMC Pickup
15220135/2006 GMC Pickup
1 1 -Ton Crew Cab w/Service Body
15420062/1999 GMC, F'
1 Attachment for Existing JD Rubber -Tired Backhoe
1 Attachment for Existing JD Track Excavator
1 Pintle Hitch 3 Axle Tilt Bed Trailer
15660005/1988 Eager Beaver Tr
NO NEW EQUIPMENT NEEDED
2 10" Diesel Pumps
17010015/1995 Pump
1 701 001 3/1 991 Pump
1 3/4 -Ton 4X4 Pickup, Club Cab w/Service Body
15420063/2000 One Ton GMC
1 Power Broom
16440004/1999 Walden Broom
1 Tandem Truck w/Plow and Sander
15460027 to be transferred to Bridge D ,.
1 Small Front -Wheel Drive Car
15020023/1999 Ford Sedan
Sub -Total
ND TOTAL PRICE LESS REVENU
$40,000
$43,000
$7,000
$8,000
$30,000
$130,000
$43,000
$35,000
$145,000
$18,000
$1,627,000
$1,397,000
$9,000
$3,500
$3,500
$5,000 _ .
$230,000
�+ 8 'l
Division
Weeds
2010 EQUIPMENT REPLACEMENT - PUBLIC WORKS - GENERAL FUND TOTALS
Description Estimated Est.
(Shaded items reflect outgoing equip) Price Per Value
Qty Unit
1 15 Ft Mower Deck Alone (OPTION A) $16,500
18001012/1998 Rhino Mower
1 15 Ft Mower Deck & Wet Blade Assembly (OPTION B) $32,000
18001012/1998 Rhino Mowe
1 15 Ft Mower Deck Alone (OPTION A)
18001032/2001 Bush Hog Mower
Engineering NO NEW EQUIPMENT NEEDED
$16,500
ENDING BALANCE (COST LESS TRADE) 1000 FUND
$57,500
$2,500
$2,500
$2,500
482
•
HEALTH INSURANCE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
2009 2010 2010
Budget Request Recommend
2010
Final
MISCELLANEOUS
6200 93400 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE FUND
483
10,530,000 10,962,564 10,962,564 12,148,672
10.530.000 10.962.5 64 10.962.564 12.148.672
HEALTH INSURNACE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
6200 93400 DENTALNISION
TOTAL HEALTH INSURANCE FUND
484
2009 2010 2010 2010
Budget Request Recommend Final
10, 530, 000 10, 962, 564 10, 962, 564 12,148,672
10, 530,000 10, 962.564 10.962.564 12,148,672
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
66,209
181,000
181,000
181,000
Fixed Charges
9,592,090
10,349,000
10,781,564
11,967,672
Gross County Cost
$ 9,658,299
$ 10,530,000
$ 10,962,564
$ 12,148,672
Revenue
9,727, 542
10, 530,000
10,962,564
12,148,672
Net County Cost
$ - 69,243
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: The budge reflects the cost of self -insuring the dental and vision
reimbursement plan ($220,000), and wellness program ($181,000). In addition the budget, in
2005, started to include the self -insured health program offered county employees through
Great West Healthcare, now CIGNA.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget
anticipates a 9% county contribution increase, which is the same as the cost increase of
medical care. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as
the health insurance provider in 2010. It is recommended that the county absorb the entire
2010 rate increase, so employees' take home pay remains the same in 2010, since no salary
increases are recommended.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a $20 co -pay and low cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self -insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and their families to make more judicious spending
decisions in return for paying lower insurance premiums and lower health care costs. The
health plan is being offered through CIGNA. In 2008, the county moved to a universal health
care option that has lower employee premiums and higher co-insurance and out-of-pocket
costs. A comprehensive wellness program was also implemented in 2008.
485
IS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
The county will benchmark the county's contribution to a mid -range PPO plan. In future years,
the county contribution will increase with the cost -of -living increase for health care, and not be
based upon a combination of cost -of -living of healthcare and utilization, since utilization will be
controlled by each individual and their family. The 2010 program is calculated with current
participation as follows:
Single Coverage: 610
Dependent Coverage: 500
FIXED COSTS:
Health Insurance
Administration/Wellness/EAPCosts =
Fixed Costs:
LOSS FUND:
Medical
Dental
Vision
Loss Fund Costs
$ 1,460,434
181.000
$ 1,641,434
$10,287,238
150,000
= 70.000
$10,507,238
GRAND TOTAL - COSTS $12,148,672
REVENUE:
Health Premiums
DentalNision
TOTAL REVENUE
$11,928,672
220,000
$12 148,672
BOARD ACTION: Approved as recommended. Budget was adjusted to reflect final rates and
final enrollment numbers. Individual stop loss was changed from $150,000 to $175,000.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Single coverage 645 610 610
Family coverage 454 500 500
486
INSURANCE FUND
SUMMARY OF REVENUES
2010
Fund Org Acct Account Title
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE FUND
487
2009 2010 2010 2010
Budget Request Recommend Final
1,600,000 1,500,000 1,500,000 1,500,000
250,000 250,000 250,000 250,000
40,000 40,000
40,000 40,000
80,000 80,000
1.830,090 1,839.999
40,000 40,000
40,000 40,000
80,000 80,000
1,830,009 1,830,000
INSURANCE FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
6300 93200 WORKERS COMPENSATION
6300 93300 LIABILITY
TOTAL INSURANCE FUND
488
2009
Budget
1,197,300
632,700
1.830.000
2010 2010
Request Recommend
2010
Final
1,199,300 1,199,300 1,199,300
630,700 630,700 630,700
1.830.000 1.830.000 1.830.000
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage.
This fund is administered by Finance and Administration unit in the General Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
2,826
500
3,500
3,500
Purchased Services
39,190
31,700
41,700
41,700
Fixed Charges
2,453,528
1,797,800
1,784,800
1,784,800
Gross County Cost
$ 2,495,544
$ 1,830,000
$ 1,830,000
$ 1,830,000
Revenue
997,008
330,000
330,000
330,000
Net County Cost
$ 1,498,536
$ 1,500,000
$ 1,500,000
$ 1,500,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP, but using the self -insured option under the insurance pool for a fixed cost of $355,700.
Effective January 1, 1992, Weld County became self -insured for workers compensation.
Workers Compensation includes excess insurance and bonds costing $350,000, claims
administration costs of $40,000, and a loss fund of $809,300. A loss fund for all other insurance
coverage is budgeted at $275,000. Unemployment insurance is being charged directly to
departments.
The program is supported by property tax ($1,500,000), charges for service ($250,000), interest
($40,000), and compensation for losses ($40,000). No fund balance reserves are anticipated to
be needed to support the loss fund in 2010.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance
program as outlined above in the summary of changes. In accordance with Section 8-44-204,
C.R.S., it is recommended that a mill levy be used to fund the insurance program for local
county activities and a charge back mechanism be used only for programs funded by state and
federal funding sources. Weld County, through CAPP, has reduced limits of coverage and
placed reliance on sovereign immunity to stay within the budgeted amount. The legislative
changes in 1986 strengthened the county's position in the use of sovereign immunity limits in
Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any
judgment against it. Continuation of the self -insured program for workers compensation is
recommended, which should result in cost savings, plus no shared risks with other counties.
Unemployment costs are recommended to be charged directly to departments for revenue
raising strategies and departmental accountability for costs.
489
INSURANCE FUND
(CONTINUED)
6300-93200/93300
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of training sessions 36 36 36
Number of workers compensation claims 123 110 110
Dollar amount of prop/casualty claims paid $426,069 $325,000 $350,000
Efficiency Measures
FTE'S per 10,000/capita 0.044 0.041 0.037
Per capita cost (county support) $6.42 $6.15 $5.60
Cost per claim processed $243.90 $227.27 $228.75
490
PHONE SERVICES FUND
SUMMARY OF REVENUES
2010
2009 2010 2010 2010
Fund Org Acct Account Title Budget Request Recommend Final
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES 1,130,705 1,257,000 1,257,000 1,257,000
TOTAL PHONE SERVICES FUND 1,130.705 1.257.000 1.257.000 1,257.000
-
491
PHONE SERVICES FUND
SUMMARY OF EXPENDITURES
2010
Fund Org Expenditure Function
2009 2010 2010 2010
Budget Request Recommend Final
1,380,705 1,507,500 1,507,500 1,507,500
1.3 80.705 1,507.500 1.507.500 1.507.500
6400 17400 PHONE SERVICES
TOTAL PHONE SERVICES FUND
492
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ADMINISTRATIVE SERVICES
BUDGET UNIT TITLE AND NUMBER: Phone Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide phone services to Weld County and the Court
system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 166,703
$ 158,837
$ 158,837
$ 158,837
Supplies
19,564
14,500
14,500
14,500
Purchased Services
786,594
762,178
824,264
824,264
Fixed Charges
189,693
195,190
194,859
194,859
Capital
563,611
250,000
314,540
314,540
Gross County Cost
$ 1,726,165
$ 1,380,705
$ 1,507,000
$ 1,507,000
Revenue
1,207,373
1,130, 705
1,257,000
1,257,000
Net County Cost
$ 518,792
$ 250,000
$ 250,000
$ 250,000
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: Phone line charges are up $69,120 because of the internet
bandwidth increase from 6 meg to 30 meg, the Verizon frame relay circuit for Paramedic
Services, and the increase in cellular phones, including aircards and blackberries. Maintenance
is up $11,215 due to the additional equipment installed. Two capital projects included in the
2010 budget are upgrade the old Rolm phones at current Human Services building when the
new tenants move in, as well as Clerk and Recorder, Assessor, Treasurer, Training Center and
Motor Pool ($60,000) and replacement of floor jacks at the Training Center ($4,540). In
addition, $250,000 in capital will be budgeted for upgrade of the county's voice and data
network as outlined in the Information Services 2010-2014 Capital Equipment Plan. Contract
services are down $16,749 for charge backs from Clerk to the Board for switchboard coverage.
Overhead is the same. Revenues are up $126,295.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
493
PHONE SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
Work Outputs
Incoming calls
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Annual cost per call
ACTUAL ESTIMATED PROJECTED
6,100,000 6,300,000 6,400,000
0.086 0.082 .075
$6.77 $7.39
$0.18 $0.19
$5.62
$0.24
Goal ES18: Capitalize on phone technology to improve service, increase efficiency and provide greater phone
access and exchange.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES18-I: User
friendly phone
services
Percent of users (residents, visitors,
employees, etc.) satisfied with phone
access to services and information
N/A
99%
99%
494
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county
buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$
0
$
0
$
0
$
0
Fixed Charges
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: Budget ref ects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
495
441tri
COLORADO
496
GLOSSARY
ACCOUNTING PROCEDURES
ACCRUAL BASIS
ACCRUED EXPENSES
ACTIVITY
ACTIVITY CLASSIFICATION
ALLOCATE
ALLOCATED COSTS
ALLOCATION
ALLOT
ALLOTMENT
ALLOTMENT PERIOD
All processes which discover, record, classify, and
summarize financial information to produce financial reports
and to provide internal control.
The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of
related cash flows.
Expenses incurred but not due until a later date.
A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the
government is responsible. For example, "food inspection" is
an activity performed in the discharge of the "health" function.
Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and disposal", "garbage collection", "garbage
disposal", and "street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
To divide a lump -sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
Indirect costs distributed to programs or departments via a
cost allocation plan.
A part of a lump -sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
A part of an appropriation which may be encumbered or
expended during an allotment period.
A period of time less than one fiscal year in length during
which an allotment is effective. Bi-monthly and quarterly
allotment periods are most common.
497
ANNUAL BUDGET A budget applicable to a single fiscal year.
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
ARRA
APPROPRIATION
EXPENDITURE
ASSESSED VALUATION
AUTHORITY
A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes.
An appropriation is usually limited in amount and as to the
time when it may be expended.
A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. It is the method by
which the expenditure side of the annual operating budget is
enacted into law by the legislative body. In many
governmental jurisdictions, appropriations cannot be enacted
into law by resolution but only by a bill, ordinance, or order.
American Recovery and Reinvestment Act. This is the
economic stimulus legislation passed in 2009 to stimulate
economic growth.
An expenditure chargeable to an appropriation. Since
virtually all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
A valuation set upon real estate or other property by a
government as a basis for levying taxes.
A government or public agency created to perform a single
function or a restricted group of related activities. Usually
such units are financed from service charges, fees, and tolls,
but in some instances they also have taxing powers. An
authority may be completely independent of other
governments or partially dependent upon other governments
for its creation, its financing, or the exercise of certain
powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
498
BUDGET A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the
term usually indicates a financial plan for a single fiscal year.
The term "budget" is used in two senses in practice.
Sometimes it designates the financial plan presented to the
appropriating body for adoption and sometimes the plan
finally approved by that body. It is usually necessary to
specify whether the budget under consideration is preliminary
and tentative or whether it has been approved by the
appropriating body.
BUDGET DOCUMENT The instrument used by the budget -making authority to
present a comprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the
budget -making authority, together with a summary of the
proposed expenditures and the means of financing them.
The second consists of schedules supporting the summary.
These schedules show in detail the information as to past
years' actual revenues, expenditures, and other data used in
making the estimates. The third part is composed of drafts of
the appropriation, revenue, and borrowing measures
necessary to put the budget into effect.
BUDGET MESSAGE A general discussion of the proposed budget as presented in
writing by the budget -making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at
the time of the message, and recommendations regarding
the financial policy for the coming period.
BUDGETARY ACCOUNTS Accounts used to enter the formally adopted annual
operating budget into the general ledger as part of the
management control technique of formal budgetary
integration.
BUDGETARY COMPARISONS Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided
with assurances that government monies are spent in
accordance with the mutually agreed -upon budgetary plan.
BUDGETARY CONTROL The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
499
BUDGETARY EXPENDITURES
BUDGETED FUNDS
CALLABLE BONDS
CAPITAL BUDGET
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount
to exclude amounts represented by noncurrent liabilities.
Due to their spending measurement focus, governmental
fund types are concerned with the measurement of budgetary
expenditures.
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
Bonds which are redeemable by the issuer prior to the
maturity date at a specified price at or above par.
A plan of proposed capital outlays and the means of
financing them.
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. It sets forth each
project or other contemplated expenditure in which the
government is to have a part and specifies the full resources
estimated to be available to finance the projected
expenditures.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land
and buildings, which cannot ordinarily be used to meet
current expenditures.
Form of financial instrument similar to a bond to facilitate
lease/ purchase agreements. Not a debt of the County.
State of Colorado lottery funds remitted to the County for
parks and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
500
CONTINUING
APPROPRIATION
An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused
with INDETERMINATE APPROPRIATION.
COPS UHS Federal community oriented policing grant.
COST ALLOCATION PLAN Identification, accumulation and distribution of costs relative
to the provision of those services, along with the methods
used.
C. R. S.
DA
DEFAULT
DEFICIT
DEPRECIATION
DIRECT COSTS
DURATION
Colorado Revised Statutes
District Attorney
Failure to pay principal or interest when due. Defaults can
also occur for failure to meet nonpayment obligations, such
as reporting requirements, or when a material problem
occurs for the issuer, such as a bankruptcy.
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
(1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2)The portion of the cost of a fixed asset other than a
wasting asset which is charged as an expense during a
particular period. In accounting for depreciation, the cost of a
fixed asset, less any salvage value, is prorated over the
estimated service life of such an asset, and each period is
charged with a portion of such cost. Through this process,
the entire cost of the asset is ultimately charged off as an
expense.
Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
The weighted maturity of a fixed -income investment's cash
flows, used in the estimation of the price sensitivity of
fixed -income securities for a given change in interest rates.
EDAP Economic Development Action Partnership.
501
ENCUMBRANCES
ENTERPRISE FUND
ESTIMATED REVENUE
EXPENDITURES
FISCAL PERIOD
FISCAL YEAR
FIXED ASSETS
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSIFICATION
Obligations in the form of purchase orders, contracts or
salary commitments which are chargeable to an
appropriation and for which a part of the appropriation is
reserved. They cease to be encumbrances when paid or
when an actual liability is set up.
A fund established to finance and account for the acquisition,
operation and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting
by user charges. The Paramedic Services operates as an
Enterprise Fund.
The amount of projected revenue to be collected during the
fiscal year. The amount of revenue appropriated is the
amount approved by the Board.
Decreases in net financial resources. Expenditures include
current operating expenses which require the current or
future use of net current assets, debt service, and capital
outlays. The unmodified use of the term expenditures in this
text is intended to mean budgetary expenditures.
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
Assets of a long-term character which are intended to
continue to be held or used, such as land, buildings,
improvements other than buildings, machinery and
equipment.
Numeric equivalent of one person occupying one
employment position for one year (equivalent of 2,080 hours
or 52 forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public
safety, public health, public welfare, etc.
502
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GRANT
HIGHWAY USER TAX (HUTF)
INDETERMINATE
APPROPRIATION
A fiscal and accounting entity with a self -balancing set of
accounts recording cash and other financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
Fund balance is the excess of assets over liabilities and is
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer's full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. The "base map" contains the least amount of
common data which is supplemented by attribute overlays.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed the grantee.
Revenue that is derived from the state gasoline tax, and
restricted for Road and Bridge activities.
An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must
be made between an indeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body.
503
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
MODIFIED ACCRUAL BASIS
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from
municipalities, the State of Colorado, and the Federal
Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Printing and Supply
Fund and the Computer Services Fund.
A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny, or $1.00 of tax for each
$1,000 of assessed valuation.
The accrual basis of accounting adapted to the governmental
fund type Spending Measurement Focus. Under it, revenues
are recognized when they become both "measurable" and
"available to finance expenditures of the current period".
Expenditures are recognized when the related fund liability is
incurred except for:
(1) inventories of materials and supplies which may be
considered expenditures either when purchased or when
used;
(2) prepaid insurance and similar items which need not be
reported;
(3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in
the current period, but for which larger -than -normal
accumulations must be disclosed in the notes to the financial
statements;
504
(4) interest on special assessment indebtedness which may
be recorded when due rather than accrued, if approximately
offset by interest earnings on special assessment levies; and
(5) principal and interest on long-term debt which are
generally recognized when due. All governmental funds and
Expendable Trust Funds are accounted for using the
modified accrual basis of accounting.
NET BUDGET
NON -DEPARTMENTAL
OBJECT
OPERATING BUDGET
OPERATING EXPENSES
OPERATING GRANTS
OPERATING INCOME
OPERATING TRANSFER
ORGANIZATIONAL UNIT
ORGANIZATION UNIT
CLASSIFICATION
The net budget eliminates double -counting in the budget,
such as fund transfers, and thus represents the true level of
programmed spending in the budget.
A category established to account for expenses not
associated with any specific department, but all departments
or many, within a fund.
As used in expenditure classification, this term applies to the
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
Proprietary fund expenses which are directly related to the
fund's primary service activities.
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
The excess of proprietary fund operating revenues over
operating expenses.
Routine and/or recurring transfers of assets between funds.
A responsibility center within a government.
Expenditure classification according to responsibility centers
within a government's organization structure. Classification
of expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
505
OVERHEAD
Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be determined accurately or readily. Usually they
relate to those objects of expenditure which do not become
an integral part of the finished product or service such as
rent, heat, light, supplies, management, supervision, etc.
PERA Colorado Public Employees' Retirement Association (PERA)
is the state retirement system.
PROGRAM
PROGRAM BUDGET
PROPRIETARY FUND
RATINGS
RECIDIVISM
REGISTERED BOND
An organized set of related work activities which are directed
toward a common purpose or goal and represent a well
defined expenditure of county resources.
A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
A fund used to account for business -type activities in
government. The activities are usually financed with user
fees that are directly related to the services received. There
are two types of proprietary funds - enterprise and internal
service funds.
Designations used by credit rating agencies to give relative
indications of credit quality.
A relapse into criminal habits after punishment.
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
506
REIMBURSEMENTS
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SH
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
(1) Repayments of amounts remitted on behalf of another
party.
(2) Interfund transactions which constitute reimbursements
of a fund for expenditures or expenses initially made from it
which are properly applicable to another fund -- e.g., an
expenditure properly chargeable to a Special Revenue Fund
was initially made from the General Fund, which is
subsequently reimbursed. They are recorded as
expenditures or expenses (as appropriate) in the reimbursing
fund and as reductions of the expenditure or expense in the
fund that is reimbursed.
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non -routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and
residual equity transfers. Under NCGA Statement 1,
operating transfers -in are classified separately from
revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Abbreviation for State Highway
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries"
and "replacing defective street lamps" would be subactivities
under the activity of "street light maintenance".
A grouping of related activities within a particular
governmental function. For example, "police" is a
subfunction of the function "public safety".
507
SURPLUS
TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and
local government revenue and expenditures, makes provision
for annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
TANF Temporary Assistance to Needy Families.
TAXES
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against
particular persons or property for current or permanent
benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying
such charges as, for example, sewer service charges.
TAX LEVY The total amount to be raised by general property taxes.
TAX RATE
TAX RATE LIMIT
TAX ROLL
The amount of tax stated in terms of a unit of the tax base;
for example, 25 mills per dollar of assessed valuation of
taxable property.
The maximum rate at which a government may levy a tax.
The limit may apply to taxes raised for a particular purpose,
or to taxes imposed for all purposes, and may apply to a
single government, to a class of governments, or to all
governments operating in a particular area. Overall tax rate
limits usually restrict levies for all purposes and of all
governments, state and local, having jurisdiction in a given
area.
The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the
two can be distinguished.
TRADITIONAL BUDGET A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on
objects of expenditure.
UNC University of Northern Colorado
508
UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity
such as a city or some towns.
Abbreviation for Weld County Road.
Wellness health program provided as a fringe benefit to
employees.
Specific quantitative and qualitative measures of work
performed as an objective of the department.
A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
WCR
WELL PROGRAM
WORKLOAD MEASURES
WORK PROGRAM
WORK UNIT
YIELD
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
NOTE: Most of the above definitions were taken from Governmental
Accounting, Auditing, and Financial Reporting, GFOA, Chicago, 1980, Appendix B. pp. 53-
77.
509
a ir,
lURe
COLORADO
510
COUNTY OF WELD
STATE OF COLORADO
Operating Indicators by Function/Program
Last Nine Years
Function/Program
General government:
Motor vehicle registration
Registered voters (1)
Number of votes cast (2)
Percent of registered voters voting
Public safety:
Adult arrests
Juvenile arrests
Average secure jail population
E911 calls
Building Permits
Valuation (thousands)
a)(18 2001 2002 2003 2004 2 2006 2007 2008
478,727 29d019 305,879 433,188 439,146 462,877 466,777 484,412 493,544
80,041 79,289 85,161 76,245 98,692 99,711 100,924 88601 116,269
65,317 22,422 56,730 32,476 89,099 46,327 68,871 30,203 106,518
816% 28.3% 66.6% 42.6% 90.3% 46.5% 68.2% 34.1% 91.6%
1,457 1,520 1,435 2,738 1,387 1,543 1,574 1,606 1,122
250 220 337 491 218 206 215 224 110
303 298 330 371 402 455 579 628 510
55,807 52,000 84,420 72,396 75,276 79,425 92,045 95,524 99,951
2,190 2,180 2,082 1,941 2,012 2,082 1,972 2,000 2,571
$143,855 $148,426 $125,336 $201,442 $132,178 $104,225 $399,473 $100,609 $120,118
Public works:
Miles of road graveled 427 440 440 440 401 401 160 359 312
Snow removal lane miles 1370 1390 1390 1,406 33,710 78,435 125,225 222,703 94,685
Grading lane miles 123,718 131,171 131,171 126,000 175,910 165,681 164,906 135,779 148,324
Miles of Upgrade -Aggregate Surfaced Roads 26 5 5 8 10 0 10 34 52
Culverts (new and repaired) 15" and larger 204 240 240 240 217 217 242 250 252
Tons of asphalt laid 102,221 80,055 80,055 101,243 95,634 95,634 70,421 67,389 67,548
Tons of gravel crushed 490,000 500,000 500,000 510,000 487,477 487,477 408,409 411,582 231,359
Health and welfare:
Social Services Caseload
Patient contacts
Immunizations
Culture and recreation'
Visitors -Missile Park
County Fair Exhibitors
Economic assistance'
Headstart clients
Migrant Headstart clients
Business -type activities:
Paramedic Services
Patients transported
9,900 9,900 9,900 9,900 12,000 14,000 14,500 15,000 15,500
17,271 16,207 16,207 14,601 15,000 11,000 30,440 11,880 11,500
15,979 17,730 5,848 4,600 7,500 6,900 6,360 7,165 7,000
700 700 695 558 575 575 586 595 600
- 5,000 2,370 2,410 2,410 2,220 2,422 2,326 2,335
524 537 577 641 622 562 562 562 562
250 99 200 146 175 266 266 266 275
6,973 6,687 7,027 7,060 7,331 7,284 8,375 8,210 8,866
Source: Various Weld County Department records.
Note:
(1) Beginning in 1999 the number of registered voters reflects active voters.
(2) Even years represent general elections, odd years coordinated elections.
511
Consumer Price Index
All Urban Consumers — (CPI -U)
Percent Change
=ten U.S. Denver
- - -- Los Angeles --Chicago
New York
0%
78 79 80 81 82 83 84 ..fi 85 86 87 ,,,v,... • _....,_ _
88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09"10"
Projections from Colorado Legislative Council
2008— U.S. = 3.8% Denver = 3.9%
*2009 — U.S. = -0.2% Denver = 0.4%
*2010 — U.S. = 1.7% Denver = 1.6%
http: //www. state. co.us/gov_dir/leg_dir/Icsstaff/lcs/focus/2009/09forecast0622.pdf
512
Other Indicators
Increases in Health Insurance Premiums
Compared with Other Indicators
CPI -U — All Urban Consumers
25% _
20%
15%
10% - -
5% •
0%
-5%
2003
2004
2005
2006
2007
2008
Proj 09
Proj 10
maw Pay Increases - Colo
3.2%
3.2%
3.4%
3.6%
3.6%
3.5%
3.6%
2.0%
Ins. Increases
18.0%
16.0%
11.0%
11.0%
11.0%
12.0%
11.0%
12.0%
Health
—CPI - Denver
1.1%
0.1%
2.1%
3.6%
2.2%
3.9%
0.4%
1.6%
- - - - CPI - U.S.
2.3%
2.7%
3.4%
3.2%
2.9%
3.8%
-0.2%
1.7%
Health insurance premium increases extracted from MSEC Health & Welfare Plans Survey
Economic indicators from Colorado Legislative Council
513
Geographic Location
Geographic Location
2010 "Average" Employee Salary Projections
Hourly Clerical/ Average
Production/ Technical Salaried Executive/ Projected
Maintenance Non -Exempt Exempt Officer Increase
Metro Denver 1.9% 2.1% 2.2% 2.0% 2.1%
Boulder/Longmont 2.2% 2.2% 2.3% 2.2% 2.2%
All Metro Denver 2.0% 2.1% 2.2% 2.0% 2.1%
Northern Colorado 1.7% 1.7% 1.7% 1.9% 1.7%
Colorado Springs 2.3% 2.3% 2.4% 2.4% 2.3%
Pueblo 1.8% 2.1% 1.9% 2.0% 2.0%
Colo. Western Slope 1.3% 1.4% 1.4% 1.2% 1.3%
Resort Areas 1.5% 1.6% 1.6% 1.3% 1.5%
Wyoming 2.0% 2.1% 2.0% 1.6% 1.9%
ALL ORGANIZATIONS 1.9% 2.0% 2.1% 1.9% 2.0%
MODE *
2.5%
0.0% 0.0% 0.0% 0.0% 0.O%**
* Most commonly occurring percent in the sample - * *34% of respondents.
(24% of respondents reported a 3.0% projection; 12% reported a 2.0%
projection; 6% reported a 4.0% projection; 5% reported a 3.5% projection.)
2010 Average Projected Increase
2.0% —
1.5% —
1.0% —
0.5% —
0.0% I I I
octi JeSq
1
s-1° es\ oc� ego
MN Geographic Location —All Organizations 2.0%
514
Denver/Boulder
HISTORICAL AVERAGE PROJECTED/ACTUAL PERCENT INCREASES FOR PAY
AND PAY STRUCTURE FOR "AVERAGE PERFORMERS"
Pay
Increases
5.0% -
4.5% -
4.0%
3.5%
3.0%
2.5%
2.0%
1.5%
1.0% -
0.5% -
0.0%
0 Proj. Previous Sept
■ Actual
3.6%
3.7%
3.6%
2.0%
2.1%
4.6%
4.4%
4.6%
3.6%
3.8%
3.2%
3.3%
3.2%
3.4%
3.5%
06
07
09
8/09
10
3.5%
3.6%
3.6%
3.3%
Pay
Structure
Increases
4.0% -
3.5% -
3.0% -
2.5% -
2.0% -
1.5% -
1.0% -
0.5% -
0.0%
D Proj. Previous Sept
■ Actual
2.2% 2.3%
515
Northern Colorado
HISTORICAL AVERAGE PROJECTED/ACTUAL PERCENT INCREASES FOR PAY
AND PAY STRUCTURE FOR "AVERAGE PERFORMERS"
Pay
Increases
5.0% -
4.0% -
3.0% -
2.0% -
1.0% -
0.0%
• Proj. Previous Sept
■ Actual
3.4%
3.3%
3.7%
3.7% 2.0%
1.7%
4.3% 4.3%
4.0
/o
3.8%
3.9%
3.1
0/0
2.8%
3.4%
3.3%
3.1%
3.2%
3.2%
3
5%
09
08/09
10
Pay
Structure 4.0% -
Increases 3.5% -
3.0% -
2.5% -
2.0% -
1.5% -
1.0% -
0.5% -
0.0%
01
• Proj. Previous Sept
■ Actual
4.1%
2.7%
3.8% 2.5%
2.7%
2.8%
2.2%
1.7%
2.1%
2.2%
2.6%
2.1%
2.2%
2.1%
2.7%
21%
2.3%
0.8%
516
Industry Breakdown
2010 "Average" Employee Salary Projections
Industry
Hourly Clerical/
Production/ Technical
Maintenance Non -Exempt
Average
Salaried Executive/ Projected
Exempt Officer Increase
Government
Manufacturing
Non -Profit
Software/Hardware
Construction
Oil & Gas
Mining
Finance/Real Estate
Health Care
Retail/Wholesale
Service
Insurance
Utilities/Trans./Comm.
ALL ORGANIZATIONS
1.4% 1.4% 1.4% 1.3% 1.4%
2.1% 2.0% 2.1% 2.1% 2.1%
1.7% 1.9% 1.9% 1.9% 1.9%
1.6% 2.3% 2.5% 2.0% 2.2%
1.3% 1.1% 1.5% 1.2% 1.2%
2.2% 3.1% 3.9% 2.4% 2.9%
3.2% 3.2% 3.2% 3.2% 3.2%
2.2% 2.8% 2.6% 2.3% 2.5%
2.3% 2.4% 2.4% 2.6% 2.4%
1.9% 1.9% 2.0% 1.4% 1.8%
2.1% 2.3% 2.3% 2.0% 2.2%
3.0% 3.0% 3.1% 3.0% 3.0%
2.1% 1.9% 2.0% 2.2% 2.1%
1.9% 2.0% 2.1% 1.9% 2.0%
MODE *
0.0% 0.0% 0.0% 0.0% 0.0%**
* Most commonly occurring percent in the sample - * *34% of respondents.
(24% of respondents reported a 3.0% projection; 12% reported a 2.0%
projection; 6% reported a 4.0% projection; 5% reported a 3.5% projection.)
2010 Average Projected Increase
3.5%
3.0% -
2.5% -
2.0%
1.5% -
1.0% -
0.5% -
0.0%
II IIII
e
\��J .13d-Oai<�\r co \,g§ Joao
a°Gt s 0 ,t0 Sao
e co
• to C`5 (-!),&1/4-\50 0e� OC
hoc oa��o�yc 4-y
g_e, G
NMI Industry Type —All Organizations 2.0%
517
Rate Range Adjustments - Industry Breakdown
On average, the projected adjustments to rate
ranges for 2010 are as follows:
Hourly
Production/
Industry Maintenance
Clerical/
Technical Salaried
Non -Exempt Exempt
Average
Executive/ Projected
Officer Increase
Government
Manufacturing
Non -Profit
Software/Hardware
Construction
Oil & Gas
Mining
Finance/Real Estate
Health Care
Retail/Wholesale
Service
Insurance
Utilities/Trans./Comm.
ALL ORGANIZATIONS
0.9%
0.8%
0.7%
0.0%
0.0%
No Data
1.5%
0.6%
1.2%
0.7%
0.4%
0.0%
1.3%
0.8%
0.8%
0.9%
0.9%
0.0%
0.0%
3.5%
1.5%
1.3%
1.1%
1.2%
1.0%
1.2%
1.4%
1.0%
0.8%
0.9%
0.9%
0.0%
0.0%
3.5%
1.7%
1.3%
1.1%
1.2%
1.0%
1.2%
1.5%
1.0%
0.8%
0.7%
0.8%
0.0%
0.0%
3.5%
1.5%
1.2%
1.0%
0.6%
1.0%
1.2%
1.2%
0.9%
0.8%
0.8%
0.8%
0.0%
0.0%
3.5%
1.6%
1.2%
1.1%
0.9%
0.9%
1.1%
1.4%
0.9%
MODE *
0% 0% 0%
0% 0%**
* Most commonly occurring percent in the sample - * *63% of respondents.
(12% of respondents reported a 2.0% projection; .9% reported a 3.0% projection.)
4.0%
3.0% —
2.0% —
1.0% —
0.0%
eyJcac
p J�ea �c lea a�
a°
2010 Average Rate Range Projections
1 1
IIljIl1I1l1IhI1l
1
a c5 �e ce ca eye .6' er ccA �o �a�o
5e� a�� e`J cQ Alb'
�a°°�a �e �er cp5
o`
5
II= Industry Type —All Organizations 0.9%
518
Weld County, , 4
Updated 2009
ECONOMY
2008 Rate of Inflation (Based on CPI')
Denver/Boulder/Greeley 3 40%
United Sates 3.84%
Population Characteristics
1990
2000
2003 Estimate
2011 Prelection
RACE/ETHNICITY
One race
White.
Weld Co.
131,821
180,926
209.909
268,025
83.40%
Black/Alrican American .40%
Amer. Indian/Alaskan Native 1.10%
As an 1.80%
Native Hawanan,'Pacific Isl. .40%
Some other race alone 13.30%
Two or more races 2.30%
Hispanic or Lean° 27.40%
LANGUAGE
English Only speaking
Spanish Speaking
AGE DISTRIBUTION
Under 20
20-44
45-64
Over 64
MEDIAN AGE
HOUSING UNITS
AVG. HOUSEHOLD SIZE
Greeley
60,454
78,930
84.519
94,176
81 20%
.70%
.90%
1.90%
.40%
14.90%
3.10%
29.40%
Weld County
Ault
Berthoud (MCP)
Brighton (MCP)
Broomfield (MCP)
Dacono
Eaton
Erie (MCP)
Evans
Firestone
Fort Lupton
Frederick
Garden City
Gilcrest
81.80% 80 60% Greeley
16.60% 16.90°a Grover
Hudson
30.30% 27.00% Johnstown (MCP)
39.90% 28.60% Keenesburg
11.80% 20.10% Kersey
7.90% 10.80% La Salle
3110 30,10 Lochbuie
Longmont (MCP)
Mead
Milliken
92.599
2.8
35,826
2.67
2008 Per Capita Income
Weld County Colorado U.S. Average
$27,238 $42,452 $39,149
Weld County Population
1990 2000 July 2007
Census Census Estimate
131,821 180,936 244,515
1,107 1,432 1,469
16 37
17 154 242
4 10 0
2,228 3,015 4,002
1.959 2.690 4,225
1.244 2,009 7,029
5,876 9.514 17,971
1.358 1,908 7,767
5,159 6,787 7,289
988 2.467 7,852
199 357 353
1,084 1,162 1.178
60.454 76,930 92,224
135 153 158
918 1.565 1,631
1,579 3,827 8,391
570 855 1.213
980 1,389 1,498
1,803 1,849 1.982
1,168 2.049 3.746
24 31
456 2,017 3.298
1,605 2,888 6,113
Weld County Average Household Income
2006 2007 % Change 2008 % Change
$63,544 $64,487 1.5% $65,776 2.0%
1990 2000 July 2007
Census Census Estimate
New Raymer 98 91 102
Northglenn (MCP) 12 12
Nunn 324 471 554
Pierce 823 884 889
Platteville 1,515 2,370 2.708
Severance 106 597 2,999
Windsor (MCP) 5,062 9,612 12,020
Unincorporated 33,002 41,832 45,532
MCP . Multi County Place
Greater Greeley*
2007 Population Estimate
112,530
'Includes Evans, Garden City, Greeley & LaSalle
July 2007
Regional Population Estimates
Lovetand 64.166
Fort COMM 134,189
Longmont 85,039
Brighton 31,398
Adams County 424,379
9outder County 294,854
Larimer County 288,244
EMPLOYMENT AND WAGES
2008 Average Annual Wage —
All Industries
Weld County
Adams County
Boulder County
Larimer County
Colorado
S39,624
$40,040
$50.700
$37.804
$44,616
2008 Weld Occupational Hourly Wage —
All Industries
Entry Level
Mean (average)
Median
Experienced
$9.05
$1783
$14.64
S22.23
Weld Labor Force Commuting out of Weld to Work
(2008 est.)
39.072 ( 32%)
2008 Regional Turnover Information —
Ali Industries
Weld County
Adams County
Boulder County
Larimer County
Colorado
Northern/Upstate Colorado Labor Availability Report (October 2007)
Labor Shed Boundaries - 30 -mile radius from 1.25 and Hwy. 34
Report Findings:
1. Population 01685,800 Chrlllafl labor 10we of
-2: 45,909 a ar4r N) W-
11.9%
12.8%
12.9%
11.6%
12.6%
519
EMPLOYMENT AND WAGES
Weld County by Sector
Employment
2007 2008 % Change
Average Wages'
2007 2008 %Change
}
1
4
All Industries
Private
Agriculture, Forestry. Fishing and Hunting
Mining
Utilities
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation and Warehousing
Information
Finance and insurance
Real Estate and Rental and Leasing
Professional and Technical Services
Management of Companies and Enterprises
Administrative and Waste Services
Educational Services
Health Care and Social Assistance
Arts, Entertainment, and Recreation
Accommodation and Food Services
Other Services
Government
'Based on 2nd Quarter Data
83.355 84,479 1.35%
70,115 70,695 .083%
3.955 3.505 -11.38%
2,927 3.361 14.38%
250 240 -4.00%
8,008 8.424 5.19%
10,047 11,537 14.83%
3,694 3,682 -.032%
8,486 8,592 1.25%
1,790 1,701 -4.97%
1,180 1,090 -7.63%
3,764 3,735 -0.77%
1,094 969 -11.43%
2,239 2,134 -4.69%
1,049 911 -13.16%
4,933 3.963 -19.66%
292 287 -1.71%
7,407 7.744 4.55%
814 901 10.69%
6,322 6,195 -2.01%
1,857 1,901 2.37%
13,240 13,784 4.11%
Fastest Growing Industry Sectors in Weld by
Employment (2007-2008) (from above sector info)
MANUFACTURING
MINING
ARTS, ENTERTAINMENT
& RECREATION
CONS I RUCTION
$35,984 $39,624 10.12%
$36,608 $40,820 11.51%
$27,612 $29,484 6.78%
$57,148 $72,852 27.48%
$74,412 $63,856 -14.19%
$39,364 $44,408 12.81%
$44,928 $42,432 -5.56%
$64,896 $110,344 70.03%
$25.740 $24,856 -3.43%
$39,000 $40,820 4.67%
$59.592 $43,472 -27.05%
$41,548 $44,906 6.13%
$31,824 $30.420 -4.41%
$49,348 $49,920 1.16%
$75,140 $78,832 4.91%
$23,660 $25,896 9.45%
$21,008 $23,192 10.40%
$36,504 $39,624 8.55%
$13,000 $14,196 9.20%
$11,908 $12,376 3.93%
$24,648 $26,572 7.81%
$32,864 $33,436 1.74%
2008 Labor Force/.
Employment
Weld County
Labor Force
Employed
Unemployed
UnernpioytnentRale
Adams 411001 -:-
Labor
Ere T....,
Unemp Rate
Boulder County
Labor Farce 160,211
Employed 171,585
Unemployed 9,626
Unemployment Rate 4.8%
Latimer Calmly
labor Force 176,4751: a
Employed 187,753 _ p`';
Unemployed 8722
Unemployment Rate 4,9%
Colorado.
Labor Force 2,743,109
Employed 2,579,975 !._:,
Unemployed 163,134,.:;.'":;i
Unemployment Rate 5.9% ;`::;
Fastest Growing Industry Sectors in Weld by
Wages (2007-2008) (from above sector info)
WHOLESALE TRADE
MINING
CONSTRUCTION
EDUCATION SERVICES
122,101
114,455 >s:
7,646
6.3%
227,848 ;;..
211.410
16239:
....... w.-. o 10% 20% 30% 4O' SO% 60+ 70% eo°+„
K-12 EDUCATION
2007
Enrollment
2008
Enrollment
Change
2008 Percent
Graduation Graduation
RE -1 Gilcrest
RE -1J St. Vrain Valley
(Dacono. Erie. Mead
Firestone. Frederick)
RE -2 Eaton
RE -3J Keenesburg
RE -4 Windsor
• RE -5J Johnstown -Milliken
• Dist. 6 Greeley/Evans
RE -7 Platte Valley (Kersey),.
RE -8 Fort Lupton
RF-9 Ault -Highland
RE -10 Briggsdale
RE -11 Prairie
RE -12 Pawnee,
TOTAL.
'Not Available
All public school data from Colorado Department of Ed icafion webslte
Private Schools
Adventist Christian School
Oayspring Christian School -Greeley
Mountain View Academy -Greeley
Shepherd of the Hills Lutheran School-Gr
St. Mary's Catholic School -Greeley
Trinity Lutheran School -Greeley
Private School data available from httpAcolorado.educaIionbug.org .:`
1,804
6,383
1,748
2,105
3,868
2,900
18,401
1,126
2,433
832
142
186
123
42,031
1.769
7,049 10.43%
-1.94%
1,696
2,157
3.965
3,055
18,870
1,131,;.
2,428 :
-2.97%
2.47%
2.51%
5,34%
2.55%
.98%
-.21%
1.20%
6.34%
-4.82%
- -13.82%
112 81.2
83
96
182
108
833
82.2
82.1
83.5
81.8
69.7,
85.4
621
84.8
93.3
87.5
100.0
High School Graduate or Higher
Weld CO Greeley
84.9% 79.5%
520
HIGHER EDUCATION
University of Northern Colorado — www.unco.edu
Located in Greeley, UNC offers a comprehensive array of
baccalaureate programs and master's and doctoral degrees.
Fall 2008 Headcount: 11,931 (10,280 FTE)
Aims Community College — www,aims.edu
With campuses in Greeley, Ft. Lupton and Loveland, Aims is
one of the largest comprehensive community colleges in
Colorado with over 1,500 day and evening courses offered.
Fall 2008 Headcount: 4,848 (1,389 FTE)
RETAIL
Taxable Retail Sales (in millions)
Weld
% Change
Greeley
% Change
2006 2007
$2,336.46 $2,494.81
6.42% 6.78%
$1,134.89 $1,162.49
1.25% 2.43%
2008
$2,460.23
-1.39%
$1,154.58
-0.68%
COMMUNITY SERVICES
Number of Hotels/Metel
Bed a Break
Neper;
Hlea
Orc Abdo
otthe *haler Weld communities.
Regional Hospital
f3 national forests,
s{lval/Semana Latina
aslampede
.
Cult tls ^Unlgte lonyCivicAudkiritin Greeleyr
1.700 s perf{ rt%I,ing0.14044 and home to the Greeley
t tarmoftig t ra and reel•
ey f l)e
Weld County is privileged to have within easy
five major universities: Year
Colorado Slate University Fort Collins 2007-08
University of Colorado -Boulder Boulder 2007-08
University of Colorado -Denver Denver 2006-07
Denver University Denver 2007-08
Colorado School of Mines Golden 2007-08
commuter distance
Enrollment
24,670 www.colostate.edu
29.709 www.colorado.edu
15.180 www.cudenver.edu
11,117 www.du.edu
4,500 www.mines.edu
all totals include undergraduate degree and advanced degree students
Some College Associate
Degree or Higher
Weld CO Greeley
52.8% 56.6%
Bachelors Degree
or Higher
Weld CO Greeley
21.6% 26.4%
FINANCE/INCENTIVES
Enterprise Zone
Weld County has a state -designated enterprise zone in twenty
municipalities, including Greeley. offering stale tax credits for businesses
locating or expanding within the zone.
Weld/Larimer Revolving Loan Fund
"Gap" financing for industry projects that create new jobs in rural areas of
Weld or Latimer counties.
Greeley Community Development Fund
Loan program designed for small businesses in Greeley that are
marginally qualified for direct bank or SBA financing.
Government Incentives
Based on adopted incentive policies and/or on a case -by -case basis,
municipalities will consider providing incentives to qualifying companies
including; partial waivers of development fees, sales/use lax and/or
personal property taxes.
AGRICULTURE
Weld County is an agricultural empire of 2.5 million acres of which 75%
is devoted to farming and raising livestock. Weld County ranks 5th in
the nation and 1st state-wide in the value of agricultural products sold.
The bulk of the county's agriculture economy revolves around livestock
production.
Weld County Agricultural Statistics
Total farms
Farms with sales of $100,000+
Total farm production expenses ($0001
Market value of ag products sold ($000)
Total cropland (in acres)
Harvested cropland (in acres)
Irrigated land (in acres)
Ag census conducted every five years.
1997 2002 2007
2,959 3,121 3,921
702 540 644
1,002,474 1.086,020 1,377,792
1,286,636 1.127,854 1,539,071
882,260 878,101 987,892
547,532 422.385 487,855
393,030 326,494 327,836
LOCATION
Land Area
Weld 3,992 sq.mi.
Greeley 27.58 sq.mi.
Elevation
Latitude
Longitude
4,658 Feet
40.25c North
104.37" West
CLIMATE
Precipitation
Snowfall
Days Sunshine
Yearly Averages -Greeley
13.74"
33.7"
340
Average Temperatures:
April 63H
July 89H
October 66H
December 41H
36L
59L
37L
17L
521
UTILITIES
Electricity
Xcel Energy
For rate information call:
(800) 481-4700
Serving Greeley and parts of
Weld County.
United Power, Inc.
For rate information call:
(800) 468-8809
Serving parts of southern
Weld County.
Poudre Valley REA
For rate information call:
(800) 432-1012
Serving parts of western and northern Weld County.
Gas
Atmos Energy
For rate information call:
(888) 442-1313
Xcel Energy
For rate information call:
(800) 481-4700
Water/Sewer
Several area water systems serve northern Colorado. Considerable
foresight by leaders in the county in purchasing water has ensured an
adequate water supply not only during drought, but to accommodate
considerable population and industrial growth. Sewer services are
municipally provided in most areas of the county.
TAXES
Retail Sales Tax
State of Colorado (excluding food)
Weld County
City of Greeley (including food)
Local Municipalities — varies
2.9%
None
3.46%
2%-4%
State Corporate & Personal Income Tax
4.63% of Federal Taxable Income
Inventories, Goods in Transit and Intangibles are not taxed in Colorado
and there is no Franchise Tax.
Property Taxes
Industrial/commercial property (buildings, land and equipment) is
assessed at 29% of market value (based on a variety of factors). The
state does not levy a property tax; however, counties throughout the
state do. In Weld County there are 188 tax districts that overlap in a
way that creates over 2,200 different tax areas and therefore mill levies
range from approximately 60.000 mills to 148.000 mills. The mill levy
represents the dollars levied for each $1.000 of assessed value. For
example, with a mill levy of 95.000 mills, the property owner would pay
$95.00 for every $1,000 in assessed value.
HOUSING
2008 Home Sales by Region
Weld Area
Median
1f Sold Sales Price ,
GREELEY/CENTRAL
Ault, Eaton, Evans,,Gilcrest, Greeley;
Kersey, LaSalle, Nunn. Pierce
NORTHWEST
Johnstown, Milliken, Severance, Wrndsor:.
EAST/RURAL
Graver, Hudson, Keeneshurg, New Rayner
SOUTH CENTRAL
Fort Lupton, Lochbure, Platteville
SOUTHWEST 802
Dacono, Del Camino, Ede, Firestone, Frederick, Mead
Foreclosures -Weld
Vacancy Rate -Greeley' !.
`Multi -Family Only
2005 2006 2007'
1,500 2,073 2,889
10.8%' 10,8%' 9.0%'
$250,000
2000.
2,824'
5,5%•.
TRANSPORTATION
Distance From Greeley To Selected Cities
City Miles 2006 Population Est.
Loveland
Fort Collins
Estes Park
Boulder
Denver
Cheyenne, WY
City/State
(From Denver)
Air
Travel
Time
(Hours)
19
29
45
50
50
50
Freight
By
Rail
(Days)
58.867
127,658
5,707
97,467
568,913
55,362
Freight Ground
By Miles
Truck (From
(Days) Denver)
Albuquerque
Atlanta
Chicago
Houston
Kansas City
Los Angeles
Minneapolis
New York City
Orlando
Phoenix
Seattle
Washington, D.C.
1
2
2
2
11/4
2
11/2
3 1/4
2 3/4
1 1/2
2 1/4
3
2
5
2
3
2
3
3
5
5
3
3
5
2
7
3
3
2
4
3
8
8
3
4
8
437
1,430
1.021
1,034
606
1,031
917
1,794
1.805
813
1,341
1.620
Air
International Airport:
Denver International Airport
Distance from Greeley: 50 miles
General Aviation Airports
Greeley -Weld County Airport
Erie Airport
Fort Collins -Loveland Airport
Rail
Freight: Union Pacific, Burlington Northern Santa Fe, and
Great Western Railway of Colorado (OmniTRAX).
Truck
15 motor freight companies service Weld County.
522
Sta
Ct1
We
Ain
Slat'
Veal
Stan*,
Auden
SeleweYi
DlaVl&RE-
Flatrol Coh
North Rang
School biey
School LM641: Ri
School Pismo lie
Bona" Good.ssii
137th
Ut
Debhi
The Gr
Sawa [lid
RR Donnelli
61
Weld County Gar
Prodrwtidn Conkcg:Srd
Sunbelt Fauns
Noble Energy
School Sint Re
SelMenenl LLC
Agland, ISpr$ra
Target"Como/abort
PCC Advanced Fp
Anadarko Petmle
Golden Alumirwn,"
Star PreaetcU UX
The GreeleyInfoune
Unaverasl Forasll
M American
Kenny Electric
BAE Systems
School Districtl
Meadow Geed Dairy
Fairetses Mania
Sevilla H&c%
Salad FaridY 1,
Roof Check, 4b,:
Centennial,Healtc
Kent Maim( Hepdt,Cllie
Centennial :eacES
Metal Contekier CS
BOAS, Eae,4N11�
Schaefer End
TEN, Incorp rr
Duke Energy.l
Harsh I
entities.
Jobs Location
3600 Greeley
2700 Greeley
2400 Greeley
1701
1490 Greeley
1400 Weld
1310 Greeley
1160 Greeley
1015 Bentonville
874 Greeley
668 Greeley
650 Windsor
650 Windsor
615 Windsor
lee 550 Milliken
520 Longmont
494 Denver
466 Greeley
ante 410 Evans
375
356 Milliken
350 Longmont
348 Greeley
347 Gilcrest
342 Ft. Lupton
334 Keenesburg
315 Greeley
300 Ft. Lupton
300 Brighton
285 Longmont
284
270 Windsor
250 Greeley
& fertilizer 247 Greeley
mbly 237 Longmont
237 Greeley
235 Eaton
220 Greeley
200 Windsor
200 Greeley
200 Frederick
200 Fon Lupton
193 Denver
190 Kersey
auto repos/financing 188 Greeley
reers, lubricants 188 Eaton
183 Greeley
rospace, etc. 175 Longmont
175 Evans
170 Ft. Lupton
165 Longmont
161 Greeley
160 Windsor
160 Milliken
150 Longmont
150 Berthoud
144 Ault
139 Greeley
137 Greeley
134 Johnstown
128 Ft. Lupton
125 Longmont
120 Greeley
120 Greeley
119 Longmont
112 Windsor
112 Mead
110 Greeley
BMenee stores 110 Frederick
106 Greeley
end water jet cutting 105 Eaton
523
WELD COUNTY
(3,992 Square Miles)
For Information Contact:
\t‘.
UPSTATECOLORADO
ECONOMIC DEVELOPMENT
822 7th Street, Suite 550
Greeley, CO 80631
(970) 356-4565 or Toll Free (800) 320-8578
(970) 352-2436 Fax
www.upstatecolorado.org
info@upstatecolorado.org
BNSF = Burlington Northern and Santa Fe
GWR = Great Western Railway
UP = Union Pacific
DENVER
Denver
'International
Airport
•701
COPYRIGHT POLICY- Each issue of the Weld County Demographic Profile is copyrighted by Upstate Colorado Economic Development Re -printing or otherwise reproducing an enure
Profile is expressly prohibited unless written permission is obtained from Upstate. Citing specific data or tables is permitted provided appropriate credit is given to Upstate.
Sources of Information: City of Greeley, Weld County, Colorado Department of Labor and Employment —Labor Market Information, Colorado
Department of Revenue, Colorado Division of Local Government, Greeley Mall, Greeley Convention & Visitors Bureau, MLS Statistics, North
Colorado Medical Center, UNC Department of Economics, U.S. Census Bureau, Weld County Public Trustee.
Publication paid for in part by the City of Greeley.
524
10 -County Budget Survey - 2005
Population Distribution
Total Population 0 Unincorporated Population
County
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
144,440
156,781
252,272
637,103
541,645
293,937
Total Population
444,869
573,762
294,654
290,311
Unincorporated Population
89,419
77,498
45,353
178,025
165,073
188,411
71,520
73,500
49,481
46,000
10 -County Budget Survey - 2001
Taxable Assessed Value by Type
0 Residential 0 Commercial Wheat Land ■ Apiculture
Percent of Taxable Assessed Value
100%
90% -
80% -
70'/0 -
60% -
50% -
40% -
30% -
20% -
10% -
0% -
Boulder
Douglas
El Palo 3 on
Coady
La
Mesa
Pueblo
Wild
Adams Arapahoe
$ Millions
Adams
Arapahoe
Boulder
Douglas
El Paso
Jeffenon
Larimer
Mesa
Pueblo
Weld
Residential
2,173
4,234
3,062
2,814
3,553
4,308
2,160
864
626
1,258
Commercial
1,794
2,945
2,188
1,527
2,315
2,764
1,536
540
414
670
Vacant Land
186
263
177
352
403
243
300
126
77
126
f
Agriculture
18
10
40
18
14
31
19
21
11
98
10 -County Budget Survey - 2005
Revenue Sources
F
Current Property Taxes
O Highway Users Tax
O Interest/Investment Earnings
1007.
90%
80%
w
704%
PI 60%
e.
75 50%
18
▪ 40%
30%
a
207.
10%
0%
® Specific Ownership Tax in Sales and Use Tax
All FederallState/Municipal Grants Mi Charges for Services
Adams Arapahoe Boulder Douglas II Paw Jeffeasexa Latham
Comdr
Mesa
Pueblo
Weld
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Latimer
Men
Pueblo ! Weld
Current Property Taxes
33.4%
55.8%
58.5%
52.6%
21.7%
53.6%
41.7%
19.4%
34.6%
48.9%
Specific Ownership Tax
2.8%
4.1%
3.4%
4.1%
1
2.8%
4.2%
3.5%
2.9%
3.6%
4.3%
Sales and Use Tax
8.8%
8.3%
11.5%
21.5%
33.1%
11.2%
13.9%
26.2%
14.5%
0.0%
Highway Users Tax
1.8%
2.9%
2.0%
2.4%
4.5%
3.2%
2.9%
4.4%
3.4%
5.4%
All Federal/State/Municipal Grants
401%
17.3%
18.5%
10.2%
30.8%
17.1%
23.1%
29.7%
36.1%
30.5%
Charges for Services
10.5%
7.5%
5.5%
6.7%
6.8%
7.7%
12.6%
16.6%
6.4%
8.7%
Interest/Investment Earnings
2.5%
3.9%
0.6%
2.5%
0.4%
3A%
2.3%
0.8%
1.4%
2.2%
10 -County Budget Survey - 2005
Primary Sources of Revenues
❑ Current Property Taxes O Sales and Use Tax
All Federal/StateRvlunicipal Grants ❑ Charges for Semi:es
$350,000,000 00 _
$300,000,000.00 -
$250,000,000.00 -
$200,000,000.00 -
$150,000,000.00
-A
$100,000,000.00 •-
$50,000,000.00
$0.00
1 r 1 I r
Adams Arapahoe Boulder Douglas El Paso Jefferson
County
■
Weld
Larimer Mesa Pueblo
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Current Property Taxes
$121,262,000
$131,697,000
$127,830,000
S101,634,000
$44,250,000
$182,673,000
$90,113,000
S27,485,000
$39,091,000
$76,642,000
Sales and Use Tax
$31,896,000
$19,645,000
$25,184,000
$41,543,000
$67,475,000
$38,101,000
$30,058,000
$37,178,000
$16,362,000
SO
All Federal/State/Municipal Grants
$146,178,000
$40,712,000
$40,319,000
$19,649,000
562.723,000
$58,179,000
$50,039,000
$42,194,000
$40,784,000
$47,842,000
Charges for Services
$38,219,000'
$17,756,000
$12,060,000
$12,854,000 1
SI3,858,000
$26,275,000
$27,308,000
$23,550,000
$7,260,000
$13,713,000
528
10 -County Budget Survey - 2009
Primary Revenue Sources (Normalized to Population)
0 Property Taxes per Capita 0 SOT per Capita
$800.00 _
$700.00 -
$600.00 -
1-1 $500.00 -
a.
4
V
.1i$400.00 -
$300.00 -
$200.00 -
$100.00 -
All Grants per Capita ❑ Charges for Services per Capita
Adams Arapahoe Boulder Douglas
El Paso Jefferson
County
Larinwr
Men
Pueblo weld
f
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson 1 Larimer
Mesa
Pueblo
Weld
Property Taxes per Capita
$272.58
$229.53
$433.83
$350.09
$ 69.46
$337.26 I
$306.57
$190.29
$249.34
$303.81
x
SOT per Capita
S 23.15
S 17.05
S 2526
S 27.22
S 9.10
S 26.38
$ 25.98
$ 28.29
$ 26.26
S 26.86
t
All Grants per Capita
$328.59
S 70.96
$136.84
$ 67.68
S 98.45
$107.41
$170.24
$292.12
$260.13
$189.64
Charges for Services per Capita
$ 85.91
S 30.95
S 40.93
$ 44.28
S 21.75
S 48.51
S 92.90
$163.04
S 46.31
$ 54.36
10 -County Budget Survey - 200!
Parcel Counts
❑ Land Parcels O Residential Improved Land Pareeh ■ Coanaet¢iaUlndusttial Lard Parcels
250,000
200,000
1
1
150,000 --
a
100,000
i
Adams Arapahoe Boulder Dogglu
El Paso Jefferson
County
Larimnr
Mesa
Posit
Weld
r i
Adams
Arapahoe
Boulder I
Douglas
El Paso
Jefferson
Lorimer
Mesa
Pueblo
Weld
Land Parcels
166,256
206,334
112,020
131,125
237,224
234,290
149,875
85,746
111,552
172,462
Residential Improved Land Parcels
131,980
179,791
100,333
94,295
198,088
182,218
102,504
54,324
56,782
77,668
I Commercial/Industrial Land Parcels
5,011
7,528
4,652
i 2,167
7,694
4,664
7,500
3,031
2,874
4,662
530
10 -County Budget Survey - 2009
Property Tax per Parcel
0 Property Tax Revenue per Land Parcel 0 Property Tax Revenue per Residential Land Pastel
1,200
Property Taxes per Land Parcel
1,000 -
800
Urns& as
El Paso AfPnson
County
Larimer
Adams Arapahos Boulder
r
Mesa Pueblo Well
Adams .
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mess
Pueblo
Weld
Property Tax Revenue per Land Parcel
S 735.32 $ 591.78
S 1,155.33
$ 705.45
S 211.96
$ 0.00
$ 573.74
$ 322.30
$ 349.00
$ 444.56
Property Tax Revenue per Residential Land Parcel
$ 441.89
I $ 371.80
$ 705.55
$ 590.11
$ 137.25
$ 575.59
$ 473.47
S 236.82
$ 343.91
$ 272.27
531
10 -County Budget Survey - 2009
Citizens Served per County Employee
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer
County
Mesa
Pueblo
Weld
Adams
i Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Citizens Served per Employee
265
295
194
263
325
185
176
140
151
185
10 -County Budget Survey - 200!
Support Functions per 1,000 Employees
B HR FTE's par 1,000 0 Risk Mgmt FCEs per 1,000 ■ IT FTE's per 1,000
40
35
30
§25
15
10
S
0
i
Adams Arapahoe Boulder Douglas
El Paso Jefferson
County
Latimer
Mesa
Pueblo
Weld
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
8.6 4
6.2
7.9
8.2
6.6
5.1
7.8
6.8
5.8
4.4
HR F l b's per 1,000
I.2
1.5
2.3
0.9
1.0
0.7
1.5
1.9
1.0
0.0
Risk Mgmt FTE's per 1,000
i
26.8 ir
37.0
31.3
35.8
32.7
24.6
29.9
25.3
34.7
0.0
IT FTE's per 1.000
l0 -County Budget Survey - 200S
Finance Support Functions per 1,000 Employees
❑ Acccnmtm4 8: Reporting FTE's per 1,000 O Payroll FIT's per 1,000
❑ Bud ,et FTE's per 1,000 0 Purchasing FTE's per 1,000
10
9-
8
7
0 6'
0
M
et. 5-
tV
t+..l
4
3-
2 -
Arapahoe Boulder
Douglas
I
Q Paso Jahn
County
Mesa
Pashto
Weld
tains
Adams
Arapahoe
Boulder
Douglas
RI Paso
Jefferson
Lorimer
Mesa
Pueblo
Weld
Aceouoting 8t Reporting FTE's per 1,000
10.0
9.0
9.2
8.2
5.6
7.5
7.2
3.9
43
4.0
1.5
1.0
1.3
1.8
2.0
L2
1.8
1.0
1.4
0.7
Payroll FTE's per 1,000
Budget FTE's per 1,000
2.4
2.6
2.6
3.6
3.1
2.1
1.2
1.9
2.9
0.0
Purchasing FTS's per 1,000
1.8
2.1
2.0
1.8
3.1
3.4
2.4
3.9
2.9
1.5
10 -County Budget Survey - 200'
Planning & Zoning and Building Inspection FTE per 10,000 Unincorporated Population
0 Planning & Zoning FTE's per 10,000 0 Building Inspection FTE's per 10,000
5
R
0
a
las
I.
n
a
0
Adams
Arapahoe
{
Boulder Douglas El Pam Jason Lark= Mesa Pueblo Weld
Coady
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
0.6
2.5
4.6
2.4
1.5
2.5
I 3.3 I
3.7
2.0
2.8
Planning & Zoning FTE's per 10,000
[-
Building Inspection FTE's per 10,000
1.3
2.8
3.1
2.2
0.0
2.0
1.5
2.3
0.0
2.0
10 -County Budget Survey - 2005
Treasurer FTE per 100,000 Population/100,000 Tax Notices
0 Treasurer FTE's per 100,000 Population 0 Treasurer FTE's per 100,000 Tax Notices
16
14
12
0
S
X10
a
w 8
I6
4
2
0
Arapalwe
Adams
Baskin Douglas
El Paw Jefferson
Comdr
r
Earthier
Mesa
r 1
Pueblo
Wild
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Earthier
Mesa
Pueblo
Weld
Treasurer FTE's per 100,000 Population
3.4
3.8
3.7 4.5
3.0
3.2 5.1
l
5.5
I
10.2
4.0
Treasurer FIE's per 100,000 Tax Notices
8.7
8.5
9.0
11.1 +
I
7.8
8.0
10.0
10.1
15.1 1
5.9
10 -County Budget Survey - 200'
Assessor FTE per 100,000 Population/10,000 Parcels
0 Assessor FTE's per 100,000 Population ❑ Assessor FTE's per 10,000 Pattiels
El Paso Jsffonon
County
Loin
Mesa
Rubio
Wild
Adams
Arapaho?
Boulder
Douglas
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
r 's eld
Assessor FTE's per 100,000 Population
10.1
12.4
16.0
16.8
8.0
10.5
18.7
20.8
22.3
i i .)
Assessor FIE's per 10,000 Parcels
2.7
3.4
4.2
3.7
2.1
2.4
3.7
3.5
3. I
2.2
537
10 -County Budget Survey - 2000
Clerk & Recorder FTE per 100,000 Population
O Elections FTE's per 100,000 Population O Admin & Clerk FTE's per 100,000 Population
. Recording FTE's per 100,000 Population O Motor Vehicle FTE's per 100,000 Population
Boulder Dads
El Paso Jefferson
County
Latimer
Mesa
Pueblo
Weld
Adams
Arapahoe
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Elections FTE's per 100,000 Population
3.1
2.5
31
3.3
2.7
3.1
4.8
3.5
5.1
2.0
Admix 8t Clerk FTE's per 100,000 Population
0.7
a
1.7
1.5
2A
1.9
2.0
2.7
2.8
1.3 I
1.2
Recording FTE's per 100,000 Population
2.2
10
4.8
3.3
2.2
4.1
5.4
4.8
4.5
4.0
Motor Vehicle FTE's per 100,000 Population
16.0
13.6
14.8
12.2
13.8
12.6 i
14.3
15.91
13.4
12.7
538
10 -County Budget Survey - 2005
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations
15 -_
5
El Paso J e rox Lathan Mesa Pueblo Weld
Comer
dams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations
18.6
15.9
19.6
15.8
17.6
15.0
12.7
12.3
12.8
6.5
539
10 -County Budget Survey - 2009
District Attorney FTE per 100,000 Population
Adams Arapahoe Scabby Damn Woo ham= Ural idea Pueblo Wild
County
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
33.9
34.2
20.9
0.0
31.5
31.0
28.9
32.2
40.8
23.
District Attorney FTE's per 100,000 Population
540
10 -County Budget Survey - 2001
Sheriff Office FTE per 100,000 Population
❑ SherifFTE's per 100,000 Population ❑ Detention FTE'; pa 100,000 Population
® Administration FTE's per 100,000 Population
Boulder Douglas
El Paw Jefferson
C—
Larimer
Mesa
Pue55i
Adams
Arapahoe
Wild
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
SheriffFTE's per 100,000 Population
121.2
119.0
120.3
150.2
95.1
150.6
141.7
169.3
201.6
141.7
Detention FTEs per 100,000 Population
61.1
70.2
55.4
46.2
56.7
,
68.3
80.1
67.8
105.9
94.6
Administration FTE's per 100,000 Population
17.0
6.1
8.7
16.5
13.7
29.1
15.5
19.4
10.8
11.1
541
10 -County Budget Survey - 2005
Sheriff Patrol FTE per 100,000 Unincorporated Population
150-
1 1 1 I 1 1 1 1
Adams Arapahoe Balder Douglas El Paso Jefferson LaMar Mesa Pueblo Weld
Comity
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Sheriff Patrol FTE's per 100,000 Unincorporated Population
141.5
67.1
145.5
74.1
70.3
112.3
103.5
112.2
119.2
184.2
542
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