The URL can be used to link to this page

Browse Search

Home My WebLink About20083310.tiff COUNTY OF WELD 2009 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS William H. Jerke, Chair Robert D. Masden, Pro-Tern William F. Garcia, Commissioner David E. Long, Commissioner Douglas Rademacher, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN December, 2008 2008-3310 Aair. WOlis TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 IMPACTS OF THE ECONOMY AND CREDIT CRISIS ON WELD COUNTY 13 ABOUT WELD COUNTY, COLORADO 19 2009 BUDGET PLAN 22 2009 BUDGET CALENDAR 26 POINTS OF ISSUE AND POLICY MATTERS: Explanation of Overview of Budget and Management System 27 Overview of Budget and Management System 29 Hierarchy of Budget Information 30 Budget Process 31 2009 Guidelines 32 2009 Special Budget Instructions 34 Weld County Mission Statement 36 Weld County Guiding Principles 37 Weld County Government Strategic Goals 38 Major Program Specific Goals 39 2009 Program Issues 40 Significant Changes in Policy from Prior Years 42 Implementation and Results of Strategic Objectives 43 Budget Policies 45 Long Range Financial Policies 46 Revenue Policies and Assumptions 48 Specific Revenue Assumptions of Significant Revenue 49 Major Revenue Historical Trends and Analysis 51 Policy Directions 52 Explanation of Individual Funds 54 Significant Budget and Accounting Policies 57 Capital Improvement Policy 59 Investment Policy 61 Fund Balance and Reserve Policy 62 Organizational Responsibility for Budget Units 63 Policy Matters/Points of Issue with Fiscal Impact 66 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 69 2009 Other Benefits 70 Salary Adjustments by Department 71 Position Authorization Changes Due to 2009 Budget 73 SUMMARY OF FUNDS: Graph - -All Funds Revenue 75 Graph - -All Funds Expenditures 76 Graph - - Mill Levy 77 Summary of Fund Balances 78 2009 Summary of Major Revenues and Expenditures 80 2008 Summary of Major Revenues and Expenditures 82 2007 Summary of Major Revenues and Expenditures 84 PAGE SUMMARY OF FUNDS (CONTINUED): Governmental Funds - 2007 - 2009 Summary of Estimated Financial Sources and Uses 86 2008 Assessed Values to be Used for 2009 Budget 88 Net Program Cost 89 Summary of 2007 Allocated Costs Applicable for 2009 91 Seven Year Trend Data: Beginning Fund Balance 92 County Expenditures 93 Weld County- Organizational Chart 94 Summary of County Funded Positions 95 GENERAL FUND: Graph -- General Fund Revenues 97 Graph -- General Fund Expenditures 98 Seven Year Trend Data: General Government 99 Public Safety 100 Health and Welfare 101 Narrative Fund Summary 102 Summary of Revenue 104 Summary of Expenditures 106 Office of the Board 108 County Attorney 110 Public Trustee 112 Clerk to the Board 115 Clerk and Recorder: Recording/Administration 117 Elections 119 Motor Vehicle 121 Treasurer 123 Assessor 125 County Council 127 District Attorney: Seven Year Trend Data 129 Budget Unit Summary 131 Juvenile Diversion 133 Victim/Witness Assistance 135 White Collar Crime Task Force 137 Finance and Administration 138 Accounting 140 Purchasing 142 Human Resources 144 Transportation 146 Planning and Zoning 148 Buildings and Grounds 151 Computer Services 153 Geographical Information System 155 Capital Outlay 157 Printing and Supplies 159 PAGE GENERAL FUND (CONTINUED): Sheriffs Office: Seven Year Trend Data 161 Budget Unit Summary- All Departments 162 Sheriff Administration 163 Sheriff Operations 165 Traffic Enforcement 168 Sheriff's Contract Services 170 Sheriff's Office Ordinance Enforcement 172 Regional Forensic Laboratory 174 Victim Advocate Services 176 Multi-Jurisdictional Drug Task Force 178 North Jail Complex 180 Centennial Jail 183 Contract Jail Space 185 Office of Emergency Management 186 Communications - County Wide 188 Communications System Development 191 E-911 Administration 192 Criminal Justice Information System 193 Coroner 195 Community Corrections 197 Building Inspection 199 Noxious Weeds 202 General Engineering 204 Missile Site Park 206 Parks and Trails 208 Airport 209 Senior Programs 210 Waste Water Management 211 Developmentally Disabled 212 Mental Health 213 Child Advocacy Center 215 Transfers: Human Services 216 Health Department 217 Retirement Health Insurance 218 Economic Development 219 Building Rents 221 Non-Departmental 223 Retiree Health Insurance 225 Community Agency Grants 226 Extension Service 227 County Fair 230 Veteran's Office 231 Island Grove Building 234 Contingency (Salary) 235 iii PAGE PUBLIC WORKS FUND: Graph -- Public Works Revenues 237 Graph -- Public Works Expenditures 238 Graph -- Seven Year Trend Data 239 Narrative Fund Summary 240 Concerning Local Accountability for Money Used for Highway Purposes 241 Construction Bidding for State-Funded Local Projects 242 Summary of Revenue 243 Summary of Expenditures 244 Administration 245 Trucking 247 Motor Grader 249 Bridge Construction 251 Maintenance Support 253 Other Public Works 255 Mining 257 Pavement Management 259 Grants-in-Aid to Cities and Towns 261 Non-Departmental Revenue 262 Contingency (Salary) 263 SOCIAL SERVICES FUND: Graph -- Social Services Revenues 265 Graph -- Social Services Expenditures 266 Graph -- Seven Year Trend Data 267 Fund Narrative 268 Summary of Revenue 272 Summary of Expenditures 273 County Administration 274 Non Program Revenue 276 Other Programs 277 Child Support Administration 279 Temporary Assistance to Needy Families 281 Aid to Needy Disabled 283 Child Care 285 Old Age Pension 287 Child Welfare and Administration 289 Core Services 291 LEAP Program and Administration 293 General Assistance 295 iv PAGE PUBLIC HEALTH AND ENVIRONMENT FUND: Graph -- Health Fund Revenues 297 Graph -- Health Fund Expenditures 298 Graph -- Seven Year Trend Data 299 Narrative Fund Summary 300 Summary of Revenue 303 Summary of Expenditures 304 Budget Unit Summary-All Departments 305 Non-Program Revenue 307 Administration 308 Health Communication 310 Community Health Services 313 Environmental Health Services 315 Public Health Preparedness 318 HUMAN SERVICES FUND: Graph -- Seven Year Trend Data 321 Narrative Fund Summary 322 Summary of Revenue 323 Summary of Expenditures 325 Head Start Program 327 Migrant Head Start 328 Building Healthy Marriages 330 Preschool Fund 331 Building Healthy Marriages NSF 332 Job Service (Wagner/Peyser) 333 Summer Job Hunt 334 Consumer Navigator 335 Employment First 336 Assistance to Needy Families 337 Workforce Investment Act -Administration 338 Workforce Investment Act -Adult Program 339 Workforce Investment Act - Youth Program 340 Multi-Disciplinary Youth Assessment 341 10% Incentive Grant (CIMS) 342 Workforce Investment Act - Statewide Activities Grant 343 25% Rapid Response 344 Workforce Investment Act - Dislocated Worker Program 345 WIRED Grant 346 Educational Lab 347 AmeriCorps Program 348 Tight Corp Program 349 Pillars of Successful Independence 350 AAA Administration 351 AAA Support Services 352 AAA Congregate Meal 353 AAA Home Delivered Meals 354 AAA Health Services 355 AAA Elder Abuse Grant 356 MA Special Ombudsman 357 AAA Single Entry Point 358 v PAGE HUMAN SERVICES FUND (CONTINUED): Federal Transit Grant 359 NEMT Transportation 360 AAA (CHIP) 361 AAA(NMCM) 362 AAA(VALE) 363 AAA Other Programs 364 Transportation 365 AAA(State Funds) 366 Medicaid Transportation 367 Part E Family Caregiver Support 368 Supplemental Foods 369 Community Services Block Grant 370 SPECIAL REVENUE FUNDS: Narrative Summary of Special Revenue Funds 371 Conservation Trust Fund Summary of Revenue 372 Summary of Expenditures 373 Budget Unit Summary 374 Contingency Fund: Summary of Revenue 378 Summary of Expenditures 379 Budget Unit Summary 380 Emergency Reserve Fund Summary of Revenue 381 Summary of Expenditures 382 Budget Unit Summary 383 Solid Waste Fund Summary of Revenue 384 Summary of Expenditures 385 Budget Unit Request Summary - Code Enforcement 386 Budget Unit Fund Summary 388 CAPITAL FUNDS: Graph - - Seven Year Trend 391 Narrative Fund Summary 392 Summary of Revenue 393 Summary of Expenditures 394 Budget Unit Summary 395 Long Range Capital Projects Five-Year Plan 397 PROPRIETARY FUNDS: Narrative Summary of Funds 435 Paramedic Services Enterprise Fund: Summary of Revenue 436 Summary of Expenditures 437 Budget Unit Summary 438 vi PAGE PROPRIETARY FUNDS (CONTINUED): IGS - Motor Pool Fund Summary of Revenue 441 Summary of Expenditures 442 Budget Unit Summary- Motor Pool Equipment 443 Budget Unit Summary- Motor Pool Administration 447 IGS - Health Insurance Fund: Summary of Revenue 449 Summary of Expenditures 450 Budget Unit Summary 451 IGS - Insurance Fund: Summary of Revenue 453 Summary of Expenditures 454 Budget Unit Summary 455 IGS - Phone Services Fund: Summary of Revenue 457 Summary of Expenditures 458 Budget Unit Summary 459 Weld County Finance Authority Budget Unit Summary 461 GLOSSARY 463 SUPPLEMENTAL DATA: Operating Indicators by Function/Program 475 Consumer Price Index 476 Upstate Colorado: Demographic Profile 481 Largest Employers 485 Weld County Map 486 COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR: Population Distribution 487 Revenue Sources 488 Primary Sources of Revenue 489 Primary Revenue Sources (Normalized to Population) 490 Citizens Served per County Employee 491 Taxable Assessed Value by Type 492 vii 44rir 111k COLORADO ssOk Mr GOVERNMENT FINANCE OFFICERS ASSOCIATION • Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2008 President Executive Director 1 17 cYr: lURe COLORADO DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303)356-5000, EXT.4218 a FAX: (303)352-0242 Kit 915 10TH STREET • P.O. BOX 632 8 GREELEY, COLORADO 80632 COLORADO December 15, 2008 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 2009 final budget for operations and capital outlay totals a gross amount of $189,216,590, with a net of $185,288,768 when interfund transfers are excluded. The Internal Service Funds total an additional$22,257,205. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$116,533,560, anticipated fund balances of$39,301,500, and property tax of$76,642,132. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK A special report has been prepared that assesses the impact of the recent events surrounding the economy and credit crisis on Weld County and its budget planning for 2009 and the immediate future. The report is included on page 13. Colorado's economy continues to show modest, resilient growth despite growing evidence that the national economy has lapsed into recession. However, recent economic data suggests that for 2009, Colorado along with Weld County will experience a milder slowdown. Therefore, there is a lowered expectation for employment, retail, and construction activities to occur. This slowdown is likely to disproportionally impact certain sectors of the local economy more than others. Employment growth continues to be positive, but not at a rate sufficient to reduce the number of Coloradans actively searching for jobs. Employment growth in Colorado is expected to be 1.4 percent in 2008 with a slight increase of 1.8 percent in 2009. The unemployment rate is forecasted to rise to 4.6 percent in 2008 and then gradually decline to 4.0 percent by 2011. 3 During 2007, consumer prices in the Denver/Boulder/Greeley area increased 2.2 percent after posting a 3.6 percent increase in 2006. The local CPI data is released by the Federal Bureau of Labor Statistics semiannually. Prices in the Denver/Boulder area grew by 2.5 percent in the first half of 2007 and 1.9 percent in the second half. Both readings were significantly lower than expected,which is additional evidence of an economic slowdown. Inflation is predicted to rise from 2.7 percent in FY 2008 to 2.9 percent in FY 2009. In Colorado, personal income grew 5.9 percent in 2007. After adjusting for inflation and population growth, real per capita income growth was 1.6 percent. It is forecasted that personal income will grow 5.0 percent in 2008 and 6.0 percent in 2009, which corresponds to real per capita growth of 1.5 percent in 2008 and 2009. This forecast has been ratchet down by 0.4 percentage points for 2008 and 2009 respectively, reflecting the recent weakening of the labor market. Despite Colorado's wage and salary income rising 6.0 percent throughout 2007,which is reflective of a relatively strong labor market, growth in the labor force and low inflation, recent forecasts for wage and salary income are projected to increase only 5.5 percent in 2008 and 5.6 percent in 2009.When comparing this trend to Weld County,we see that wage and salary income grew faster (with a 6.63 percent increase from 2006 to 2007) at the local level than the state. Weld County's weekly wage growth ranked 20th in the nation compared with 329 U.S. counties as cited by the U.S. Bureau of Labor Statistics. This is another indicator that the County continues to maintain a somewhat more positive economic trend than the state. For the first quarter of 2007, the weekly wage index grew by 6.8 percent in Weld County compared with 4.6 percent over the same time nationally. Despite a slowdown in the housing economy Weld County is still experiencing growth at nearly the same level it has since 2000. Since 2000, Weld County has experienced a population growth of nearly 35 percent. However, this growth trend is slowing. While Weld County grew 3.6 percent from 2006 to 2007 and was rated as the 52nd fastest growing county in the United States, this growth rate is moderating. Weakness in the housing sector manifested itself in Colorado somewhat earlier and in a milder form than what is afflicting large portions of the rest of the country. The Governor's Office on Economic Development forecasts Colorado housing permits to grow 1.0 percent in 2008 and 2.0 percent in 2009. To date, Weld County is following a similar trend, having issued 819 building permits compared to 777 permits issued this same time last year. Year to date issuance of construction permits for residential construction was 340 permits compared with 180 residential units in 2007. This represents an almost 50 percent increase in residential permits. For this same time, oil and gas permits fell from 597 permits in 2007 to 479 permits in 2008. Obviously, rebuilding after the May 2008 tornadoes will affect the number of building permits issued. But for now, we see the total number of increase in building permits issued at 32 permits compared with those issued last year. 4 The commercial real estate market in Colorado has recovered significantly since 2003. The total value of nonresidential construction permits statewide grew 10.4 percent in 2007, after falling 2.2 percent in 2006. The Governor's Office on Economic Development predicts the value of nonresidential permits to continue to grow modestly, with 2.3 percent growth in 2008 and 2.6 percent growth in 2009. In Weld County, nonresidential permits represent 76 percent of overall permits. Much of the nonresidential permits issued in Weld County in 2008 are for oil and gas related commercial permits. Weld County remains a center for oil and gas production in the state. Weld County produced 12.3 million barrels of oil in 2006, and 182.67 million metric cubic feet of natural gas in 2006. In addition to oil and gas,alternative energy projects top the list of current and future commercial activities in Weld County. Weld County's unemployment rate is 4.5 percent but growth creation continues to remain strong. The Milliken Institute ranked Greeley 10th in job growth between March 2006 and 2007, and 23rd for five-year job growth between 2001 and 2006. The county continues to attract new employers and existing employers are expanding. Overall Weld County's economic outlook is brighter than many other areas in Colorado and the nation. FOR THE FUTURE There are a number of future issues and concerns that will be impacting Weld County's budget in 2009,and in subsequent fiscal years. With the national economy in a recession,the housing crisis, and credit crunch there are many uncertainties as we face 2009. Besides the domestic economic issues the international issues, such as the Iraqi War, have impacted the federal budget and the deficit. The federal government is not increasing, and is even reducing, funding in the domestic program areas. Even with a new administration in 2009 this situation is not likely to change any time in the near future. Therefore, the solutions to the state and federal budget problems, as they impact Weld County, will have to be solved locally. Weld County has much going for it. A study released by Forbes Magazine in March, 2008, ranked Weld County the #1 area in the country for five-year income growth. In addition because of the number of new jobs coming to Weld County in recent years Weld County earned a spot on the Forbes' Best Places for Business and Careers List. Weld County is ranked 57th out the top 200 best areas in the nation. The list was compiled by comparing costs of doing business,job growth, and workers' education, cost of living and other related factors. Despite the housing slowdown, Weld County is ranked the 52nd fastest-growing county in the nation according to the U.S. Census Bureau, with a 3.6% growth rate for 2006-2007. The growth of Weld County is a two-edge sword in many ways. The growth has many positive economic impacts, but the continued growth of the County will remain an issue in the coming years, especially as it relates to the ever-increasing demand for services. The issue of growth raises problems of land use allocation, management of the growth, transportation system development, and overall service capacity. As Weld County grows and changes there are issues of quality of life, and the economic development to support the quality of life that the citizens desire. Intergovernmental cooperation and coordination is critical as Weld County changes. In the area of criminal justice and human services there are a number of emerging troubled areas. The jail population growth is outstripping the county's ability to keep up with the increases. Caseload for the Sheriff, District Attorney, and courts is growing at rates that stress the capacity of these areas. 5 Health and Human Service issues continue to present many demands with the new demographics of the county. Leadership from the County Commissioners, other elected officials and department heads is critical to develop creative solutions to allocate the limited resources of the county to maximize delivery of services to the citizens of Weld County. The 2009 final budget process provides a comprehensive method of addressing issues faced by the County. Weld County managers must continue to find ways to reduce costs, increase program productivity, find new revenue sources, and raise revenues without increasing taxes beyond the TABOR and Home Rule Charter limits. Weld County government's trend of being more creative and innovative to make better use of resources - - human, financial, and technological - - must continue. It is only through improved practices and approaches that services are maintained and public confidence in government is enhanced. GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions including General, Special Revenue, Capital Expenditures, Internal Service, and Enterprise Funds,totals$193,175,692 in 2009, an increase of 5.95% over 2008. The amount of revenue from various sources and the changes compared to 2008 are shown in the following tabulation: 2008 2009 Increase 2008 Percent 2009 Percent (Decrease) Revenue Sources Amount of Total Amount of Total from 2008 Property Taxes $ 75,033,756 41.2% $ 76,642,132 39.7% $1,608,376 Other Taxes 7,080,000 3.9 7,475,000 3.9 395,000 Licenses and Permits 2,211,400 1.2 1,893,900 1.0 (317,500) Intergovernmental Revenue 56,366,806 30.9 57,304,370 29.7 937,564 Charges for Services 4,811,289 2.6 5,153,111 2.7 341,822 Paramedic Fees 7,600,608 4.2 8,559,799 4.4 959,191 Miscellaneous Revenue 5,548,242 3.0 8,214,875 4.2 2,666,633 Fee Accounts 6,902,500 3.8 7,425,300 3.8 522,800 Internal Service Charges 16,774,025 9.2 20,507,205 10.6 3,733,180 TOTAL $ 182,328,626 100.0% $ 193,175,692 100.0% $ 10.847.066 6 Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total $207,545,973 for 2009, which is an increase of 6.11% over 2008. The amounts by function and the increase over 2008 are as follows: 2008 2009 Increase 2008 Percent 2009 Percent (Decrease) Expenditure Sources Amount of Total Amount of Total from 2008 General Government $ 25,963,706 13.3% $ $27,255,421 13.1% $ 1,291,715 Social Services 26,500,814 13.6 24,724,150 11.9 (1,776,664) Road and Bridge 29,602,301 15.1 29,213,402 14.1 (388,899) Public Safety 38,351,904 19.6 38,675,080 18.6 323,176 Human Services 16,282,222 8.3 14,681,871 7.1 (1,600,351) Health 8,292,589 4.2 8,217,130 4.0 (75,459) Capital 7,535,000 3.9 16,400,000 7.9 8,865,000 Public Works 1,999,779 1.0 2,489,227 1.2 489,448 Contingency 12,400,000 6.4 12,400,000 6.0 0 Miscellaneous 1,139,259 0.6 1,202,367 0.6 63,108 Culture and Recreation 960,069 0.5 948,026 0.5 (12,043) Auxiliary 471,779 0.2 483,895 0.2 12,116 Paramedic Services 7,677,728 3.9 8,598,199 4.1 920,471 Internal Services 18,424,025 9.4 22,257,205 10.7 3,833,180 TOTAL $ 195,601,175 100.0% $ 207,545,973 100.0% $11,944,798 Enterprise Operations: The county's enterprise operation is comprised of the Paramedic Service, which is a county-wide advanced life support emergency medical service. The program is totally supported by fees. The operation anticipates over 14,500 calls in 2009 generating revenue of$8,598,199. Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2009 program is funded at $16,400,000, with $8,000,000 from property tax, $300,000 from capital expansion fees, $8,000,000 from Energy Impact Grants,and$100,000 from interest. Anticipated projects include$8,000,000 for a Regional Crime Lab Building, $5,000,000 for a Community Corrections Facility,$250,000 for remodels and upgrades of Public Works facilities, and $100,000 for special projects. No carry-over beginning fund balance is anticipated, and $3,050,000 ending reserve fund balance is anticipated at the end of 2009. Budget impacts on the operational budget of all proposed projects are listed in the Capital Expenditure Fund Section by project. 7 Debt Administration: In 2008, the county continues to have no bonded indebtedness. With the passage of HB1579 in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of the assessed valuation of the county. Thus, Weld County maintains over one hundred thirty-seven million dollar allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of Participation Bond Issues for the construction of the Correctional Facility were paid off on the call date of August 1, 2007. Weld County currently has no debt of any type, one of only a few local jurisdictions that can make this claim. Cash Management: Cash temporarily idle during the year will be invested in time deposits ranging up to 180 days to maturity. Interest earned on investments of cash held by the County Treasurer will be recorded as revenue in the General Fund, with the exception of interest attributed to the Insurance Fund,Conservation Trust Fund,Capital Expenditure Fund,Health Insurance Fund,Trust Funds, and the interest earned on certain deposits held for other taxing authorities. The amount of interest anticipated in 2009 is $3,345,000. The county's investment policy is to minimize credit and market risks while maintaining a competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository insurance or collateralized. All collateral on deposits is held either by the government, its agent or a financial institution's trust department in the government's name. Risk Management: During 2009,Weld County will continue to be a member of Colorado Counties Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be provided via a state approved self-insurance program. Mill Levy: The mill levy will be 16.804, the same as last year. Under the TABOR mill levy limit, the 5.234 mill reduction from the past years will be classified as a temporary mill levy reduction. The assessed value for the 2009 budget is $4,560,945,730, which is up $95,713,840, or 2.14 percent over last year. All classes of property increased in assessed value for the year except oil and gas, which is down $39.1 million, or 2 percent and vacant land, which is down $6.8 million, or 5 percent. Agricultural property is up$2.2 million, or 1 percent; and State assessed property is up $74.9 million, or 18 percent. Natural resources is up $0.5 million, or 3 percent; industrial is up $2.2 million, or 1 percent; residential property is up $40.3 million, or 3 percent; and commercial property is up $23.9 million, or 4 percent. There is an actual value increase of new construction of $823 million, or nearly a 3.9 percent increase. 8 Employee Compensation Pay: The 2009 budget reflects a salary adjustment of 3.5%,and a half of one percent increase in the employer's retirement contribution, for a total of 9.0% percent. Health insurance costs have increased 11%. In 2009, Weld County will continue the Great West Healthcare universal health plan option that reduces premiums, but increases deductibles and out- of-pocket costs. All other benefit plans stay the same in 2009. Fund Balances: County fund balances continue to remain very healthy, with an anticipated $39,301,500 to begin 2009. This remains at one of the highest levels in many years. The strong fund balance figures have been sparked by a strong local economy the last few years. The ending fund balances are projected at $24,931,219. However, the ending fund balance is actually understated because the Contingency Fund and Emergency Reserve Fund are appropriated, thus not showing up in the ending fund balance figure. These two amounts are not anticipated to be spent in 2009, and if no emergencies or unforeseen events happen, the amounts should be reflected in the ending fund balance. All other fund balance amounts are undesignated. With the above projection,ending fund balances should be$37,331,219. There are no funds with significant fund balance changes from last year. Fund balances that will have a 10% change or greater for beginning to ending fund balance are: • Public Works will decrease $975,414 in 2009 due to the use of accumulated reserves for strategic road projects . • Social Services fund balance is planned to drop $695,733 due to the State reducing the amount of TANF Reserve allowed. MAJOR FACTORS IMPACTING THE 2009 BUDGET The major factors impacting the 2009 budget are the increases in energy costs, the sluggish economy and the housing crisis. The downturn of the economy has increased the Human Service caseloads, as more people have need for public assistance. The housing slowdown has slowed the pace of growth in Weld County and has reduced associated revenues in Planning and Building Inspection. Other revenues, such as interest earnings and recording fees, are down or not growing. In addition, due to the lack of adequate pipeline delivery systems last year, the assessed value of oil and gas dropped$39 million,which resulted in the overall assessed value only growing 2.14% to support the county's property tax base. The General Fund is funded at the level of $74,277,342, up $2,810,063. Without salary adjustments, the budget for the general government functions is up $769,860. There was a decrease of$371,754 in election costs, since 2009 is an off year election, compared to 2008 which was a Presidential Election year. Information Services decreased$318,675 in costs due to the new contract negotiated for a seven-year extension in services at the same level. The District Attorney's budget is up $331,123, primarily due to the addition of one Deputy DA III for the new District Court Division created mid-year, Chief Deputy DA for gang prosecutions, and one Deputy DA III for the Juvenile Division. Victim Witness is up$30,625 due to additional grant resources for staffing. GIS is down $42,793 by deferring aerial photography updates one year. The Building and Grounds 9 budget has been impacted by the rising energy costs and the additional buildings ($631,151). Transferring the transit function from Human Services to the General Fund to fund the City of Greeley contract increased appropriations by$657,197. Other departments had normal inflationary increases. Public safety functions are down $457,004. The Sheriffs patrol and traffic units were impacted by fuel costs. An additional Investigator was added to the White Collar Crime Task Force ($75,113) and a DNA Analyst was added to the Crime Lab to do property crimes. Contract with towns, schools, and Aims Community College for law enforcement services were moved to a new budget unit from Sheriffs Operations ($569,811). In the North Jail budget significant costs have been deferred by not opening the remaining 122 secure confinement beds in the new jail wing. Inmate census trends during the seven-month period prior to the development of this budget indicate 2008 capacity should be adequate in 2009. The approximately$1.59 million in deferred staff cost is not a permanent cost savings as additional staff and capacity will be needed in the future. Six additional positions were added in the Centennial Jail budget to make use of the added inmate capacity in the new Alternative Jail Programs building. Jail contract space for outside jail beds was dropped $391,463 with the opening of the new jail pod. An additional .5 FTE Coroner Investigator was added ($46,170). Pest and Weed is up $269,196 as the department assumed prairie dog control and tree removal responsibilities formerly done by Public Works. $50,000 was added to Pest and Weed for the Phreatophyte Program to coordinate removal of high water using trees from along the Platte River. Building Inspection had seven positions eliminated due to the drop in construction activity with the economic slowdown and housing crisis saving $408,136. Communication costs are down $334,249, primarily due to a new funding formula and agencies paying the City of Greeley directly versus running the revenue and costs through Weld County's budget. Community Correction contracts from the state are down$399,927 due to the loss of state funding. Other significant changes include Engineering, which is up $444,552 due to consultant contracts and engineering costs for projects. The General Fund's subsidy to the Public Health Department is up$651,114 with the majority due to cost of living adjustments and a loss of$382,377 in revenue formerly from landfill fees from the closure of the Erie landfill that must now be made up by General Fund dollars. Finally, $1,388,594 is included for a 3.5%salary increase, the increase of retirement to 9.0%, and health insurance rate increases for 2009. In the area of Public Works total expenditures in 2009 will be $29,213,402. The most significant factoring impacting the 2009 Public Works budget is the increased costs of fuel and petroleum products. Increased fuel costs alone are $1,052,553 more than last year. Asphalt costs are also up significantly. The use of the new milling machine that recycles asphalt will reduce the quantity of asphalt required and the cost to haul the asphalt to the project site. Although fuel costs have dropped recently, the budget increase is being funded due to the volatility of the oil market. Municipal share back is funded at $1,654,918. Strategic Roads increased $1,745,200 based on the capital improvement plan. The projects include Weld County Road 7 at Weld County Road 48 ($1,019,200), Weld County Road 7 between Weld County Road 68.5 and Weld County Road 70 ($267,500),Weld County Road 7 between Highway 56 and Weld County Road 48($399,000),and Weld County Road 13 between Highway 34 and Weld County Road 62 with Larimer County ($1,817,000). Right-of-way purchases decreased $378,000 based on capital improvements that are planned. There are no bridge grants for 2009. Contract costs for 2009 include reseeding ($95,000), relocation of utilities on Weld County Road 20.5($75,000), and relocation of utilities on Weld County Road 50 ($200,000). Construction materials total $340,750. 10 The Capital Expenditures Fund,which accounts for various capital improvement projects for county buildings is funded at $16,400,000, with $8,000,000 from property tax, $300,000 from capital expansion fees,$8,000,000 from an Energy Impact Grant,and$100,000 from interest. Anticipated projects include $8,000,000 for a Regional Crime Lab Building, $5,000,000 for a Community Corrections Building,$250,000 for remodels and upgrades of Public Works facilities,and$100,000 for special projects. On the revenue side of the budget the property taxes are budgeted at $76,642,132. This is a 2.14% increase, which is the same as the increase in the assessed valuation for 2009. This is 2.86% below the maximum amount under the Weld County Home Rule Charter 5% property tax limitation. Revenue from interest earnings due to the conservative estimates in 2008 remain at $3,200,000 for 2009. Tobacco tax is up $10,000, Oil and Gas Royalties are $75,000, and Fines are up $20,000. Other revenues are stable. Building Inspection fees are down $100,000 and Planning fees are down $275,000 due to the slow down in development and residential construction. Charges for services are up $341,822 due to transit services. Community Corrections revenues are down $399,927 due to lower state grants. The Treasurer's fees are anticipated to be up$255,000 due to the volume of activity and conservative estimates in the past. Clerk and Recorder's fees are unchanged due to slowing motor vehicle sales and slow down in recording fees from new construction and mortgage refinancing activities. Other revenues are stable or only slightly changed. In the Public Works Fund revenue from the specific ownership tax is estimated to be $6,775,000. HUTF is up $200,000 at $8,400,000. Grant revenue is anticipated at $1,500,000 from Energy Impact Grants for Weld County Road 13($1,000,000)and Weld County Road 7($500,000). There are no bridge grants in the 2009 budget. Severance Tax, in the amount of$600,000, is included. Other revenues include $330,000 from landfill impact fees, $988,050 from transportation impact fees, $750,000 for Weld County Road 13 from Larimer County, $100,000 from Johnstown for Weld County Road 50, and$250,000 from Greeley for 71st Avenue. Improvement Agreements for Weld County Road 20.5/Weld County Road 1 will equal $170,000. Other revenues are stable and unchanged. Social Services revenues are down $1,552,397 based on state allocations. Social Services administration is the big drop of$3.3 million due to state accounting changes. Building Healthy Marriages grants of $1.4 million have been moved from the Human Services Fund to the Social Services Fund in 2009 with the reorganization of the departments. Human Services revenues are down $1,570,351 with transfer of Building Healthy Marriages to the Social Services Fund ($1.4 million), transfer of the transit program to the General Fund ($571,584), and no longer providing Migrant Head Start services on the Western Slope ($810,842). The reductions are offset by revenues being up in Job Service ($200,004), Workforce Investment Act funds ($271,301), Pillar of Success grant($89,113), and Area on Aging ($121,470). Health Department outside revenues are down $424,077 due to the Solid Waste funds being down with the annexation of the Erie landfills by the Town of Erie, which restricts the county from collecting the solid waste impact fee on the landfills within a municipal boundary. The other big drop in the Health Fund revenues of $490,135 is due to the end of the Steps Grant and the Women's Wellness Connection Outreach Grant. Other revenues in the various other funds are stable or only slightly changed. 11 The 2009 Final Budget contains adequate resources to provide a level of service similar to 2008. The county will continue to focus on improving service and communication with our citizens within our resources. Demands in many areas continually exceed resources available. To serve the growing needs in the county, we will continue to explore possibilities for improved efficiency while maintaining excellence in service. Many uncertainties face county governments like Weld County, as they cope with growing populations with diverse needs, federal and state budget reductions, and managing of land use changes, and weather the economic downturn, credit crisis, and housing crisis. Many tough decisions associated with implementation of programs, and how they are to be funded, must be made by the Board of County Commissioners with citizen input. Hopefully, this budget document has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials,department managers,and employees in recognizing the problems and issues confronting the county and responding with creativity and understanding. The county, as a whole, also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the county, and we pledge our commitment to continue to provide the best in county services possible. Copies of all budget documents are available for the public at 915 10th Street, Room 317, Greeley, Colorado. More information can be found on Weld County's website at www.co.weld.co.us. V truly uu,ila /C, Donald D. Warden, Director Finance and Administration 12 IMPACTS OF THE ECONOMY AND CREDIT CRISIS ON WELD COUNTY Prepared by Don Warden, Director of Finance and Administration This report has been prepared to assess the impacts of the recent events surrounding the economy and credit crisis on Weld County and its budget planning. In the time since the 2009 Proposed Budget was prepared in early September until now, we have witnessed the wreckage of the U. S. financial system as we have known it for the last two decades. A new consensus is starting to take place that indicates the Old Wall Street, as we have known it, is dead. The new era of finance in the U.S. and world will be different. The consensus is that the new era in the markets will have more regulation, be more tightly controlled, less profitable for security industry, borrowed money will be less levered, and less risky deals will be done. One impact of the new era is that the municipal bond market will most likely contract back to more traditional public financing instruments,which are general obligation bonds approved by voters and having the full faith and credit of the borrowing jurisdiction,and revenue bonds paid for by revenues from essential government services,such as water and sewer bonds. Some of the more exotic and creative financing tools employed by underwriters and developers will be very difficult to do. The most prevalent use of financial tools that will be limited will most likely be in the area of new taxing entities like metropolitan districts, local improvement districts, tax increment financing, and certificates of participation. Although the constriction of these financial tools will not directly impact Weld County government, they will impact Weld County indirectly in our relationship with developers that have, or are planning on using, metropolitan districts to fund the infrastructure for their projects versus funding the infrastructure up-front with their own private equity or funds that they borrow themselves. Net impact will be that developments will be harder to do and more costly for the developer, which will most likely mean fewer projects and slower growth for Weld County over the next five years until the financial markets stabilize and the housing inventories are absorbed in the area. This phenomenon could result not only in slower economic and population growth, but slower assessed value growth and job growth in Weld County. The impacts of the credit crisis, housing bubble, and recession will most likely adversely impact Weld County and all other units of government in the U.S. The consensus among most economists is that the impacts from the credit crisis, housing bubble, and recession are not going to be short term, but will probably take four to five years at a minimum to stabilize the financial and economic system. This will translate into Weld County having four to five years of difficult financial planning and budgeting to meet the needs of Weld County citizens. Prior to discussing some of the financial and budgetary challenges I see Weld County having to deal with over the next four or five years, I want to point out many of the positives Weld County has going for it in these tumultuous financial and economic times to deal with the challenges we will face: • Weld County has no outstanding debt, thus, avoiding any issues of refinancing, variable rates on bonds, or problems in meeting debt obligations. Weld County is probably one of very few local governments in the country without any outstanding debt of any type. 13 • Weld County has nearly$100 million in its County Treasury,which means we are not in the position of many local governments and state governments, like California and Massachusetts, which need to borrow via tax anticipation notes to meet payrolls because they do not have adequate cash flows. The credit markets are frozen right now for these types of loans,which is why California and Massachusetts are asking the Federal Reserve to loan them the funds. Weld County has six months cash flow in the bank currently. • The beginning available fund balance for the 2009 Budget is projected to be $39.3 million, and the 2009 ending fund balance is projected to be $37.3 million. • Weld County has a TABOR reserve of $5 million and general contingency of $7.4 million in the 2009 Budget. • The Five Year Capital Improvement Plan that meets the projected capital needs of the county totals$45,150,000 and is all funded without any anticipated debt. At the end of the five year plan, a capital reserve of$16,650,000 will exist for future jail expansion. • The assessed value of Weld County totals over$4.5 billion and is very diversified in its mix of the various property classes. • A plus in an economic recession is the fact that Weld County has no sales tax. Sales taxes in a time of recession typically drop, especially as construction and cars sales slow and consumer spending drops. • Weld County has been proactive in responding to the building slowdown by already acting to reduce staff in the Planning and Building Inspection Departments to better match workload staffing and fees. • Weld County, in 2006, adopted metropolitan district formulation policies that set very specific financial standards that capped mill levies on metropolitan districts for bonded indebtedness. These standards will serve to protect the consumers that purchase properties in these districts from having enormous property tax bills in down times when projected build-outs do not materialize. The risk was shifted from the property owner to the developer and bondholder. This policy may prove to be very prudent public policy in these economic times with the housing slowdown. • Weld County has had a long standing policy of having new development pay its own way. Economic development incentives have been limited to personal property tax credits, revolving loan fund assistance, Energy Impact Assistance grants, and those incentives provided by the State of Colorado's Office of Business Development. The Board of Weld County Commissioners is encouraged to keep these policies, and not shift development costs to the current tax payers. As one can see from the above, Weld County is in excellent financial condition compared to most other local governments because for many years Weld County has been fiscally conservative in its approach to budgeting and funding its services and capital programs. The long range financial policies outlined on pages 46-47 in the 2009 Final Budget have been guiding principles developed by staff and adopted by the Commissioners. These long range financial policies have been adhered to by the current and past Boards of Weld County Commissioners. I encourage the current and future Boards of Weld County Commissioners to continue the tradition of being fiscally 14 conservative and adhering to sound financial practices, even in difficult times when it is sometimes tempting, and an easier course of action would be to solve short term problems by deviating from the sound, long range financial policies. The challenges which Weld County will most likely face in the next four to five years until the economy, credit market, and housing market stabilize are divided into the two sides of the budget formula, expenses and revenues. To best examine the impacts, the following breaks down the revenues and expenditure issues into specific details starting with revenues: • Property Taxes- Residential: 2010 will be a reappraisal year and we can anticipate that the residential property assessed value,which is 27%of the assessed value for the county, will decline due to the drop in home prices. Based on the 27% of assessed value, a 10% drop in housing prices will translate into a 2.7% drop in total assessed value. A drop in home prices in the range of 15% to 20% is anticipated, which translates into about a 5% drop in total assessed value for the county next year. New construction in housing will show little or no growth. • Property Taxes - Oil and Gas: The bright spot for the 2010 budget as it relates to property taxes is we can anticipate a fairly significant increase in oil and gas production assessed value, due to the higher prices in 2008 which will be reported in 2009 for use in the 2010 budget. Besides the higher prices, the gas pipeline transport problems that held down last year's production numbers were resolved in March, 2008, so gas production should also be up along with the price. The concern may come in 2011 when the oil and gas assessed value may drop due to prices dropping as the economy slows down. • Property Taxes - Other Classes of Property: Commercial and industrial properties assessed value will not be impacted as significantly as residential property, since the market has not dropped nearly as much in this area. In addition, there has been some commercial and industrial construction in the last year which will be added to the tax rolls. State assessed properties should be up with the wind farm and new gas pipelines going onto the tax rolls fully next year. We have some projects, like Vestas, that will help in the out years. Unfortunately as the economy slows down and if credit is tighter, commercial and industrial expansion in the county may slow,as we heard from the discussion about the Great Western Industrial Park in Windsor. • Delinquent Property Taxes: Under Colorado law with the tax sale process, delinquent taxes are not a problem as long as there continues to be buyers of the tax certificates. With the favorable interest rate on tax certificates and the ratio of taxes due to property values, this area should not be a problem for Weld County. • State Revenues: As the economy slows down the State of Colorado is projecting a shortfall of over $200 million in this fiscal year as sales tax and income tax revenues decline. As we saw prior to Amendment C, when the state's revenues drop,the legislature often first turns to budget cuts that impact local government programs, especially in the Public Health Department and Social Services areas. There could be a four or five year period of declining state revenues. Weld County's response historically has been to make corresponding cuts in programs if the funding is reduced by the state funding source. I would encourage current and future Boards of Weld County Commissioners to keep the same policy during this downturn. 15 • Federal Revenues: Like the state, the federal government will experience declining revenues during the economic slowdown. The federal government will either have to let the federal deficit increase or cut domestic programs. With a new administration being elected in November, it will take a few months to see what directions the federal government takes in dealing with the recession,especially as unemployment continues to rise. Health reform is also a big unknown that may have cost implications to the county as an employer and provider of health services. Again,the county will have to exercise management and fiscal flexibility in operating our federally funded programs. Like with state funding, Weld County's response historically has been to make corresponding cuts in programs if the funding is reduced by the federal funding source. I would encourage current and future Boards of Weld County Commissioners to keep the same policy during this downturn. • Highway Users' Tax Fund (HUTF): Weld County anticipates $8.4 million in HUTF revenues for 2009. This is a conservative estimate, but also a very unpredictable one in light of fuel prices, tourism, and the economic slowdown. Fortunately, the Public Works Fund has a healthy fund balance at $14.4 million that can absorb any HUTF revenue shortfall in 2009. • Specific Property Tax (SOT): This tax is all budgeted in the Public Works Fund at $6,775,000, and is in reality a personal property tax on vehicles, but collected at the time of licensing the vehicle. The SOT tax schedule for a vehicle is a declining five year rate based upon purchase price. The economic slowdown and credit crunch is significantly impacting car sales nationwide, including Weld County. This will reduce the SOT revenues. Again in the 2009 budget we have been conservative in our estimates, but if the credit freeze continues into 2009 there may be a shortfall in SOT for the Public Works Fund. Fortunately as cited earlier, the Public Works Fund has a healthy fund balance at $14.4 million that can absorb any SOT revenue shortfall in 2009. • Interest Revenue: Interest revenues have been estimated conservatively for 2009 at $3,200,000 in the General Fund. Interest rates may be very volatile in 2009 with the credit crunch, until the credit market stabilizes. The$3.2 million in revenue estimates still seems realistic for 2009, in light of nearly an average $100 million investment portfolio that currently has an average return of 3.54%. However, it will require constant monitoring. • Development Related Fees: The major fees for development and construction activity have been pared back for 2009, and corresponding staff cuts in Planning and Building Inspection have been made proactively this year and for the 2009 budget. These revenues could be stagnate for the next four to five years or until new construction picks up again. A return to the development and construction pace of the last few years may take some time. The other department impacted is septic permits in Environmental Health. The drop in septic permits has been offset by increased food inspection activity. • Clerk and Recording Fees: These fees are budgeted at$4.4 million in 2009. The fees are driven by recording of documents and vehicle licensing. Both activities have slowed down with the economy. Oil and gas leases have keep the recording activity steady, as mortgage recordings have slowed with fewer sales transactions and refinancing. This is another area that may continue to be flat until the credit crunch eases for housing. • Other Fees: Other fees are relatively stable, and in the case of Treasurer's fees revenues are up due to past conservative estimates. Most of the other fees, such as Sheriff Fees, Assessor Fees, and charges for service are not adversely impacted by economic activity. 16 • Paramedic Services Fees: This revenue source will have to be monitored and difficult to project what impact the economic slowdown will have on collections. One can predict with rising unemployment, more patients who receive service will be uninsured and unable to pay their bills. In the 2009 budget staffing increases were not recommended due to conservative collection projections. Activity continues to go up, and a slight fee increase of 4% should allow the WCPS to remain financially self-sufficient in 2009. • Based upon the above analysis there does not appear to be a need to modify the revenue estimates presented in the 2009 Proposed Budget for the 2009 Final Budget at this time. On the expenditure side of the budget, the 2009 Final Budget has been put together with only modest increases with all departments holding the line the best they can. If the capital project for the $8 million crime lab is excluded, the expenditure increases for the county in the 2009 Budget are only 1.92%, including salary increases of 3.5%. This approach has allowed the 2009 Budget to be balanced with only the 2.14% increase in property taxes and holding the mill levy at 16.804, the same as the current year. The proposed funding level should allow for the same service levels currently provided in most departments. There are a few areas that the Commissioners, other elected officials, and managers need to be aware of and give extra vigilance in these difficult economic times: • Social Services Caseload: With any economic downturn we can expect our Social Services caseload to increase as unemployment rises. Nationwide Food Stamp program enrollment went up by one million recipients last month. Food Stamp and Medicaid programs impact administrative costs, but the actual Food Stamps and Medicaid payments are 100% state and federally funded. Other Social Service caseload increases driven by bad economic times will involve county financial participation, unless the federal government gives some relief like they have in past recessions. Part of the reason for the $7.4 million general contingency reserve is to deal with Social Services caseload increases. Overall,the Colorado economy and Weld County local economy are better than the national trend, especially based upon unemployment numbers. But even with that, Weld County can anticipate some caseload increases for welfare assistance. Weld County is fortunate that with the restructure of Social Services and Human Services into one department, the county is positioned well to coordinate services and provide them more efficiently. In the Human Service programs,managers will need to monitor state and federal funding cuts and respond accordingly, as we have in the past. • Health Services: The Public Health Department will most likely see an increase in demand for services, especially in their clinics. This is also a department that is vulnerable to state and federal budget cuts, since it is 37%grant funded. Weld County's response historically has been to make corresponding cuts in programs if the funding is reduced by the state funding source. I would encourage current and future Boards of Weld County Commissioners to keep the same policy during this downturn. • Public Works: On the expense side of this budget, the big impact in the 2009 budget has been fuel costs that increased over $1,000,000 in the 2009 budget. The economic downturn may actually be helpful to this budget as oil prices have dropped from $147 a barrel to close to $55 a barrel in the last few weeks since the 2009 Proposed Budget was finalized. In the 2009 Proposed Budget unleaded fuel was budgeted at$3.50 a gallon tax exempt and diesel fuel was budgeted at $4.00 a gallon tax exempt. Today unleaded fuel is costing Weld County less than two dollars per gallon and diesel is less than three dollars 17 per gallon. This just shows the volatility that we will be faced with until the economy and commodities stabilize. It is recommended that the 2009 budgeted figures for fuel be left unchanged in the Final Budget. Asphalt costs have also increased, but may drop as the economic slowdown creates less demand. Some of the innovations implemented this year by Public Works management have held costs down, especially the rotomilling operation, and the changes in mining gravel. • Capital: The Five Year Capital Improvements Plan is affordable and meets the future needs of the county. The only project that bears evaluation in 2009 is the Regional Crime Lab. The crime lab project is really dependent upon getting an Energy Impact Grant that pays for all but$2,000,000 of the project. If the grant is not received, the project needs to be re-evaluated by the Commissioners and the Sheriff. • Jail: The jail will continue to be the largest expenditure both operationally and as a capital cost. In 2010 the added staffing needed to open the remaining beds will cost over $1.5 million. Those funds are programmed into the 2010 budget plan. In addition, $16,650,000 is programmed into the Five Year Capital Improvement Plan for an additional pod to be constructed in 2013. Operational costs of the new pod will require programming nearly$3 million into the 2013 budget. This will take planning as the budgets over the next five years are developed and funded. • Community Corrections: The Commissioners action in July, 2008, to hire a Corrections Chief to head up the initiative to design and build a Community Corrections facility and look at other jail alternative programs will give the county the opportunity to positively impact the growing costs of jail incarceration by developing alternatives that better meet the needs of the offender, protect the public, and are more cost effective. This initiative could have a positive impact on jail costs in the next five years. • Inflation: An aspect of the economy during this recovery period which will require monitoring is if inflation starts to occur. Currently,the Federal Reserve Board members are equally worried about inflation and lack of economic growth during this recovery period. The Home Rule Charter's 5% property tax limitation makes inflation difficult to deal with in the Weld County budget process,especially if the inflation rate exceeds 5%in a given year. • Based upon the above analysis there does not appear to be a need to modify the expenditure amounts presented in the 2009 Proposed Budget for the 2009 Final Budget at this time. With the economic conditions being faced in 2009, and probably for the next four or five years, Weld County managers are going to have to continue to find ways to reduce costs and increase program productivity. Weld County government's trend of being more creative and innovative to make better use of resources - - human, financial, and technological - - must continue. It is only through improved practices and approaches that services are maintained and public confidence in government is enhanced. Weld County's budget strategy for the next five years must continue to use the proven methodologies which have allowed the county to successfully deal with past budgets. Looking at future strategic approaches must continue as Weld County is challenged by these new economic times. 18 ABOUT WELD COUNTY Weld County covers an area of 4,004 square miles in north central Colorado. It is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area. The third largest county in Colorado, Weld County has an area greater than that of Rhode Island, Delaware and the District of Columbia combined. The climate is dry and generally mild with warm summers, mild winters and a growing season of approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South Platte River and its tributaries, the Cache la Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the county on the east. POPULATION There are 31 incorporated towns in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half the county's population. Generally, most of the remaining population resides within a 20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated. HISTORY Major Stephen H. Long made an expedition to the area now known as Weld County in 1821. He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a government expedition came through the general area; the next year a member of that party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the 1930's by the State Historical Society. The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861. Weld County was named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat. During the first 16 years of Weld County's history the county seat was moved from St. Vrain to Latham (three miles east of the present Greeley) to Evans, to Greeley, to Evans again, and finally in 1877, returned to Greeley. A large segment of the Weld County region was settled by people of German descent who migrated from Russia in the early 1900's. Originally they came as railroad workers; many soon worked in the productive beet fields and eventually became prosperous landowners. Weld County's Spanish-surname population began to arrive during the mid 1920's as laborers for the sugar beet industry. 19 Weld County's sugar beet industry began with the building of sugar factories in Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920 by one at Fort Lupton and another at Johnstown in 1926. LIVEABILITY Weld Countyci4sliveability is just one of the features that make it a better place to be. Abundant Colorado sunshine, low humidity, cool, 1• ' "K summer nights and mild winters provide a climate people appreciate. Recreational opportunities are almost endless. Much of Weld County is within an hour's distance of the majestic Rocky Mountains. Sports '` fans don't have far to go to cheer for their favorite professional teams in Denver. Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer life on the Colorado plains. The Meeker Museum in Greeley is a national historic site. Fort Vasquez In southern Weld County has an exciting history as an early Colorado trading post. The Greeley Philharmonic Orchestra is one of the oldest symphony orchestra west of the Mississippi. The University of Northern Colorado's Little Theatre of the Rockies is one of America's premier college dramatic organizations. North Colorado Medical Center is a leading public medical facility and the Northern Colorado Oncology Center is a major cancer treatment facility in Colorado. EDUCATION Education has always been an important part of life in Weld - County where twelve school districts offer educational opportunities which have earned a reputation for quality. —' Greeley is the home of the University of Northern Colorado, a 4- year university offering bachelors, masters and doctorate degrees to 11,000 students. Aims Community College is a 2- year liberal arts and vocational college in Greeley with a second campus in Fort Lupton. With 4,004 square miles within its borders and a population of over 180,000, Weld County has plenty of room for growth. Its thirty-one incorporated towns offer a variety of lifestyles from urban to rural. To make certain Weld County maintains its quality of life, a comprehensive plan has been developed and implemented. The plan, simply stated, puts the right things in the right places. The result that Weld County provides an ideal location for corporations, industry and businesses. Most importantly it's a nice place for people. RESOURCES Fertile fields of green can be found in every part County, which ranks as the third leading agricultural area in the United States. Weld County is Colorado's leading producer of cattle, grain and sugar beets. 20 An abundance of water has been important to not only the agricultural community, but also to industrial development. Greeley's supply, for example, includes reserves estimated at 100%. Future supply is equally impressive with such developments as the Windy Gap Project. Weld County is the second leading area in Colorado in the production of oil and gas. The county's many abundant resources provide a sound economic base and a secure future for the area. One of Weld County's most valuable resources is its labor force. The people resources provide a healthy labor climate for any corporation or industry. OPPORTUNITY Weld County offers unbounded opportunity for both employers and employees. The available services, recruitability, location, resources and livability make Weld County a desirable place in which to work and live. Weld County has one more important ingredient, as well. A positive attitude toward growth. We love being here and we'd love having you here, too. INDUSTRY Numerous industrial sites are located throughout Weld County. Fully immatesaammese developed rail and non-rail parks; undeveloped parcels, many zoned I and with rail utilities adjacent to the property; a variety of industrial and commercial sites; and availability of both new and renovated prime office space are indicative of this area's attitude toward growth. Convenient access to every type of supply artery facilitates the industrial possibilities in Weld County. Major employers who already call Weld County "home" include: BURRIS COMPANY, INC. HARSH INTERNATIONAL HENSEL-PHELPS CONSTRUCTION KODAK METAL CONTAINER CORPORATION NORTHERN COLORADO MEDICAL CENTER OWENS-ILLINOIS PLATTE VALLEY STEEL ROCHE CONSTRUCTORS RR DONNELLEY NORWEST STARTEK STATE FARM INSURANCE SWIFT FOODS VESTAS WIND SYSTEMS 21 2009 BUDGET PLAN The budget has several major purposes. It converts the County's long-range and strategic plans and policies into services and programs; serves as a vehicle to communicate these plans to the public; details the costs of County services and programs; and outlines the revenues that support the County's services. Once adopted by the Board of Weld County Commissioners, it becomes a work plan of objectives to be accomplished during the next fiscal year. As the budget process begins, each department head and elected official needs to examine his or her department's operations in relationship to the mission and the strategic goals of Weld County. From this examination budgets to support the programs and services to accomplish the objectives to reach these goals need to be developed. The mission of Weld County is to provide responsive, efficient, and ethical government services to the people of Weld County. The budget process provides a comprehensive method of achieving that mission of Weld County and accountability to the citizens of Weld County. In addition, the budget can assure that the highest standards of stewardship have been adhered to in determining the amount and use of public resources. The ultimate goal of the budget process is to develop a financial operating plan which will provide for and insure the health, safety, and welfare of all residents of Weld County. Further, to facilitate the orderly and efficient delivery of county government services as prescribed by the Home Rule Charter, state statutes, federal and state mandates, and citizen input. Finally, the budget process should promote an organizational culture which fosters access to information and citizen awareness about Weld County. Although the financial health of Weld County government is currently excellent, it is important to look to the future issues, possible problems and alternative solutions to these problems. Besides the traditional role of budgeting to responsibly manage available current year funding, there must be a continued emphasis of long-term planning, recognition of the cumulative of individual decisions, an awareness of changing realities, flexibility, citizen input in setting priorities, and a focus of goals and objectives consistent with the core services philosophy and mission statement. There are a number of future issues and concerns that will be impacting Weld County's budget in 2009, and in subsequent fiscal years. With the national economy in a recession, the housing crisis and credit crunch, there are many uncertainties as we face 2009. Besides the domestic economic issues, the international issues, such as the Iraqi War, have impacted the federal budget and the deficit. The federal government is not increasing, and is even reducing, funding in the domestic program areas, and does not seem willing to help bail out the many states, like Colorado, with budget problems. Even with a new Administration in 2009 this situation is not likely to change any time in the near future. Therefore, the solutions to the state and federal budget problems, as they impact Weld County, will have to be solved locally. Weld County has much going for it. A study released by Forbes Magazine in March 2008, ranked Weld County and the #1 area in the country for five-year income growth. In addition, because of the number of new jobs coming to Weld County in recent years, Weld County earned a spot on the Forbes' Best Places for Business and Careers List. Weld County is ranked 57th out of the top 200 best areas in the nation. The list was compiled by comparing costs of doing business,job growth, and workers' education, cost of living and other related factors. Despite the housing slowdown Weld County is ranked the 52nd fastest-growing county in the nation, according to the U.S. Census, with a 3.6% growth rate for 2006-2007. 22 The growth of Weld County is a two-edged sword in many ways. The growth has many positive economic impacts, but the continued growth of the county will remain an issue in the coming years, especially as it relates to the ever-increasing demand for services. The issue of growth raises problems of land use allocation, management of the growth, transportation system development, and overall service capacity. As Weld County grows and changes there are issues of quality of life, and the economic development to support the quality of life that the citizens desire. Intergovernmental cooperation and coordination is critical as Weld County changes. In the area of criminal justice and human services there are a number of emerging troubled areas. The jail population growth is outstripping the county's ability to keep up with the increases. Caseload for the Sheriff, District Attorney, and Courts is growing at rates that stress the capacity of these areas. Health and human service issues continue to present many demands with the new demographics of the county. Leadership from the County Commissioners,other elected officials and department heads is critical to develop creative solutions to allocate the limited resources of the county to maximize service delivery to the citizens of Weld county The 2009 proposed budget process provides a comprehensive method of addressing issues faced by the County. Weld County managers must continue to find ways to reduce costs, increase program productivity, find new revenue sources, and raise revenues without increasing taxes beyond the TABOR and Home Rule Charter limits. Weld County government's trend of being more creative and innovative to make better use of resources -- human, financial, and technological -- must continue. It is only through improved practices and approaches that services are maintained and public confidence in government is enhanced. The budget strategy uses proven methodologies of dealing with past budgets and looking at future strategic approaches. The budget is based upon the following assumptions and approaches: > No local property tax initiative will be approved by the voters. > Unless a change is legally mandated, the county's share of partnership programs will not increase, it will decrease wherever possible. Local dollars will not displace federal or state reductions. > Program managers and the public will be made aware of the proposed service reductions as soon as possible. > Early warning sessions will be held in September addressing budget issues identified early in the process. > All county departments and offices will receive a set target amount for 2009 before budget preparations begin. > A target of ten percent off the 2008 budget base will be uniformly applied to all budget units. > No salary adjustments will be included in the requested budget. The Board will determine any salary adjustments above the 2008 level in the Final Budget process. Any Department Head or Elected Official justifying to the Board a higher salary for a class unique to that department or office should include the additional salary within the assigned target budget amount. 23 > Fringe benefits will be left at the current level of benefit. > Any 2009 classification upgrades will be treated like new position requests in the budget process,with the department funding any requests within the target amount. > There will not be any recommended increases in staff in the recommended budget to the Board. Increased workload will be absorbed by existing personnel wherever possible through increased productivity. > Outside agencies will be treated like county departments, since most provide contractual services. > New or expanded mandates will be absorbed within the 2009 target amount by all budget units. > Self-supporting budgets will float at the 2008 funding levels. > Additional program options outside the overall budget plan will be proposed for Board consideration. Staff will explore the options as directed by the Board, and these options will be topics of discussion at the public work sessions and hearings. > A review of all discretionary programs will be done by the Department Head or Elected Official and the Board. > Resources for new activities will come from increased productivity and termination of existing activities wherever possible. No new non-mandated programs will be proposed without proportionate cutbacks in other programs. > All user and service fees will be examined and recommendations made for increases or other adjustments to match the cost of providing such services. > As 2009 budget requests accommodate or are integrated with long-term program strategies, they will be highlighted. The budget strategy will permit Weld County to cope with the new fiscal and program challenges faced in 2009, while accomplishing a balanced budget. The 2009 budget must be structured to attempt, within available funds, to insure that: > Basic services are funded at adequate levels. > Revenue has been estimated at realistic levels. > Reserves that afford protection for the future are funded. > Productivity improvement programs are continued. > Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. 24 > TABOR Amendment limits are adhered to in the budget. > Legislative and regulatory changes are accommodated. > GIS,e-government,and other technologies are employed in cost effective manners in the county. > Population growth and development is planned and accommodated. > New initiatives associated with the human capital management strategies are accommodated. > Weld County must continue the initiatives required to foster area economic development and to improve the quality of life. 25 2009 BUDGET CALENDAR May 1 Board review of 2009 budget plan. May 5 - 16 Director of Finance and Administration discusses target budgets and 2009 budget plan with department heads and elected officials. June 27 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance. June 27 Elected officials and department heads submit PBX phone service requests to PBX. June 27 Elected officials and department heads submit new position requests and any reclassification requests to Personnel. June 27 Elected officials and department heads submit requests for information services requests to ACS. July 9 Submit budget request to Finance. September 16 Early warning budget work session and community agency requests. July 10 - September 15 Finance office review. September 16 Budget Message to Board and transmit Proposed Budget to Commissioners. October 28 and 30 Budget work session hearings with Commissioners and elected officials and department heads. November 14 Publish notice of final budget hearing. October 30 - December 14 Prepare final budget. December 15 Public Hearing to adopt mill levy. December 15 Public Hearing on Final Budget, 9:00 a.m. 26 EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting process is to produce a"user friendly"document, designed to enhance policy makers', managers', and citizens'understanding of major issues, resource choices, and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan,Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures, describes major revenue sources, underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation, review,and adoption process, includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments, such as those done by the Health Department and Social Services, surveys, town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon the community assessments,policy formulation is done by analyzing community needs,developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the creation of a capital improvements plan and long range plan. Program planning at the department level follows policy formulation. All departments assess their programs, explore alternatives, design and define existing and new programs, develop program objectives,and relate present operations to the programs planned. The budget is then based upon the program, performance, and periodic program review. This process allows for the allocation of resources by program area and multi-year projections. The programs are then evaluated on an on-going basis through program analysis, review of performance, and an examination and evaluation of alternatives. This input then cycles into the policy formation process for a new budget cycle. 27 The budget and management system is supported by the Banner Accounting System,fiscal control and cost accounting by program, and workload and performance management systems and reports. In summary, Weld County's budget process is virtually a year-around process, combining months of planning, analysis, program and policy review, and constant monitoring. The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end, the budget represents a balance between the political process represented by citizen input, policymakers, county departments and offices, and teamwork. The following two pages show the process graphically. 28 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION Analyze Community Needs Community Develop County—Wide Goals Long Range Planning Assessment _) Assess Prior Year's Capital Improvements Performance Review Policy Alternatives Establish General Priorities Establish Fiscal Policy ler SUPPORT PROGRAM PROGRAM PLANNING EVALUATION Accounting System ssess Program Alternative Program Analysis Design Program Fiscal Control Cost Accounting Define Program Review Program by Program Objectives Performance Relate to Present Operations Examine and Evaluate Revise as Necessary Alternatives Performance Measurement Systems and Reports II(// BUDGETING BASED ON PROGRAMS, Service PERFORMANCE, PERIODIC Delivery PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 29 HIERARCHY OF I3IJI)CIET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS Budget Policies Implementation and Budget Process Results of Strategic Objectives Revenue Policies Major Program Goals Policy Directions Specific Revenue Accounting Policies Assumptions Investment Policies Policy Matters/ Capital Improvement Points of Issue Policies Workload Data Budget Guidelines Department Objectives Allocation of Significant Changes Resources DEPARTMENT BUDGET UNITS 30 BUDGET PROCESS OBJECTIVES: 1. Identify the cost of existing activities within the county. 2. Analyze new or expanding services, using a common criteria for justification,aimed at identifying mandated and optional programs. 3. Rank, in priority order, all new and existing services which fall within a marginal range of funding. 4. Aggressively analyze major revenue sources. 5. Eliminate procedures which were not fully utilized in the decision making process of the budget. 6. Identify optional programs and service levels which may be reduced if necessary. 7. Continue refinement of the budget process with the key aspects of planning, evaluation, priority setting, rational resources allocation process, and creative management approaches. 8. Utilize the target budget approach. 9. Initiate a strategic planning process. 31 2009 GUIDELINES > There will be no recommended increases in personnel in the recommended budget to the Board. Increased workload should be absorbed by existing personnel wherever possible through increased productivity. > Resources for new activities should come from increased productivity and termination of existing activities wherever possible. No new non-mandated programs should be proposed without proportionate cutbacks in other programs. Any new programs will be highlighted as a policy issue for the Board. > All newly mandated program costs should be clearly identified for the Board. > Unless a change is legally mandated, the county's share of partnership programs should not be increased, the share should be decreased wherever possible. > Methods to maximize manpower avoidance or substitution should be encouraged by all departments through automation, productivity improvements, or cost cutting strategies. > Capital outlay expenses for equipment should only be recommended when the need has been fully justified, the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Motor Pool Contract Administrator for consideration in the budget process. > Budgets are to be prepared on a program basis with submission in a program format, as well as in the normal line item format like 2008's budget presentation. > Salaries should be budgeted at the 2008 level. Any salary increase for a class unique to a department must be absorbed in target amounts. > All user and service fees should be examined and recommendations made for increases or other adjustments to match the cost of providing such services. > Those areas where increased personnel productivity has shown gains in services and/or reductions in cost should be identified. > Target budget amounts will be provided to each department and office. Any amount exceeding the target base will be competing for a small amount of unallocated funds during the budget hearing process in October. Therefore, all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted. Ranking forms will begin at 90% of target. 32 > In reviewing the 2009 budget request, Finance will use criteria developed in the Budget Manual to develop preliminary recommendations to the Board of County Commissioners. Finance will ask the same basic questions that, hopefully, each of the departments asked regarding the evaluation of their program activities. These questions concern need and purpose,objectives,departmental priorities and rank,achievements and benefits expected, means, if any for measuring results,consequences of not implementing the request, impact on other agencies or departments, alternative approaches or service level, resources required, means of financing, and whether or not all cost cutting and revenue generating strategies have been applied. > Unless a significant organizational change has occurred, upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2009 budget process. > Use the following budget population data for performance measures: YEAR POPULATION 2007 (Actual) 226,600 2008 (Estimated) 233,400 2009 (Projected) 243,750 > Interns: Any department planning on using interns in the next fiscal year must include any costs associated with the interns in the budget request. Costs should include any salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid-year intern position requests will be approved that have a cost that is not already budgeted in the final budget. 33 2009 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used in conjunction with your Budget Manual for submission of your 2009 budget. 1. All budgets (including Enterprise and IGS) must be submitted by July 9, 2008. 2. All departments are requested to submit, on or before June 27, 2008, the following items that will be part of your 2009 budget: A. Special Project Request for Building and Grounds projects estimated to be over $5,000. B. Any additional position requests or reclassifications, as outlined in the Budget Manual, to allow Personnel to assess the need. C. PBX Phone Service Requests for phone changes in 2009. Unplanned moves will only be done if absorbed in the 2009 budget. D. Information Services requests for computer hardware, software, system upgrades or system study. 3. Salary and fringe benefits will be budgeted at the 2008 level. Any anticipated increase over 2008 level must be absorbed in target amount. 4. For budgetary purposes, please use the 56.5¢ per mile reimbursement rate in developing your 2009 budget. 5. Any requests for equipment should be submitted as part of your departmental budget request. Once a determination has been made as to whether or not the Board of County Commissioners will approve your request for equipment purposes, the total amount will be moved to a Capital Outlay budget unit as has been the practice in the past five years. 6. Motor Vehicle IGA rates should be ascertained from the Controller for budget purposes. This is necessary because of the varying rates for unique kinds of vehicles, such as ambulances, patrol cars, etc. Fuel costs should be adjusted to current market conditions. 7. Any new or replacement vehicles should be discussed with the Controller and a Vehicle Request Form completed. Vehicles being replaced must be identified on the Vehicle Request Form and will be turned in when the replacement arrives in 2009. 8. Postage costs are anticipated to remain 420 in 2009. 9. The target budget amount provided to your budget unit(s) can only be adjusted after discussing it with the Director of Finance and Administration in order to coordinate the overall target amounts. 34 10. Any amount in excess of the 90% target amount must have a form #01-807-914 (Appropriation Request Exceeding Target Budget Level) and be ranked on the Budget Unit Ranking Form for the regular budget. A TABOR budget target will also be provided to each department. 11. Any budget unit with project account codes should prepare a worksheet summarizing each account with total comparison to 2008. See Finance for exact format. 12. Any 2009 position classification upgrades will be treated the same as a new position request in the budget process, with the department funding any requests within the target amount. Unless there has been a significant organizational change, reclassification requests made in the last two years and denied by the Board will NOT be reconsidered in the 2009 budget process. 13. Early Warning Budget Hearings will be held in September. 14. As revenues are budgeted, each department should examine whether credit cards should be implemented at the point of sale for the specific service being offered. If credit card services for payment are an option, discuss with the Director of Finance, the manner in which the credit card service fee can be recovered or absorbed in the fee structure in compliance with all legal and credit card service provider requirements. 15. A worksheet showing each line item with five years' history is being provided to show historical expenditure patterns. 16. INTERNS: Any department planning on using interns in the next fiscal year must include any costs associated with the interns in the budget request. Costs should include any salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid-year intern position requests will be approved that have a cost that is not already budgeted in the final budget. 17. The training budget for your department should be delineated in the format per the attached instructions in conjunction with the Human Capital Management Strategy. If, in the development of your budget request, you determine that there are unique requirements or unique situations in your department that affect your budget presentation, please do not hesitate to contact the Director of Finance and Administration at extension 4218 to answer questions, or to get approval for variation to the normal procedures outlined in the special instructions above or in the Budget Manual. 35 WELD COUNTY MISSION STATEMENT Provide responsive, efficient, and ethical government services for all the people of Weld County. 36 WELD COUNTY GUIDING PRINCIPLES CUSTOMER PERSPECTIVE OPERATIONAL PERSPECTIVE FINANCIAL HUMAN PERSPECTIVE RESOURCES Ensure long-term fiscal stability for the County. PERSPECTIVE Reduce the cost of conducting the County's business. Enhance customer service. Provide the necessary knowledge, skills, and resources to County employees to carry out these principles. Ensure adequate provision of mandated services. Focus on the root causes or problems that affect the quality of life of County citizens. Provide leadership on intragovernmental, intergovernmental and intersectoral cooperation and collaboration aimed at improving services to County citizens. NOTE: Robert S.Kaplan of Harvard Business School has determined that two perspectives, human resources and financial, are the driving indicators of operations and that operations are the primary indicators of customer service. 37 WELD COUNTY GOVERNMENT STRATEGIC GOALS ♦ Each department should establish benchmarks with measurable results to improve the health, safety, and welfare of the people of Weld County. ♦ Explore and utilize, when cost-effective and beneficial, technology and satellite campuses to provide more accessibility and better services 24/7 when and where possible. 4 Ensure new growth contributes resources timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. ♦ Develop and maintain public information and interaction through a web site,public relations, and other modes of communication to improve the delivery and understanding of services. ♦ Work with diverse constituents and diverse constituent groups on processes and matters to have a positive impact on the County and the well being of County citizens. ♦ Include diverse private and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. ♦ Expand and diversify the economic base, and maximize the natural resources of Weld County. ♦ Rewrite land use regulations so they are easier to understand and follow. ♦ Recruit, train, and retain a professional workforce that will meet the county's future staffing needs, with emphasis on a Human Capital Management strategy. 4 Encourage diversity of representation of citizens on appointed boards and groups. ♦ Implement the ability to accept electronic payments in all County departments. NOTE: Goals and objectives linked to the Strategic Plan are included in individual department budgets where applicable. Status and accomplishments of goals and objectives are reported quarterly to the Board of County Commissioners by the departments. 38 MAJOR PROGRAM SPECIFIC GOALS ♦ Complete the 2009 Public Works Work Plan and develop strategic transportation system. ♦ Implement the Human Capital Management strategy. ♦ Continue implementing the long-term strategy for use of e-government and new technologies in Weld County departments and offices. 1 Construct a Community Correction Building. ♦ Study the creation of a Corrections Department for all jail alternative programs. ♦ Construct Weld County Road 13 from State Highway 34 to Weld County Road 62. 4 Continue to explore revenue raising and cost containment strategies for the Paramedic Services. ♦ Implement a White Collar Crime Task Force. 1 Continue to increase traffic enforcement efforts to reduce traffic fatalities on Weld County roads and highways. 1 Cope with the growing inmate population. ♦ Explore energy conservation measures for county buildings. ♦ Implement the cost sharing formula to support the Weld County Regional Communication Center. 1 Construct a Regional Crime Lab serving Northeastern Colorado. ♦ Continue implementation of third year of five-year Support Healthy Marriages Grant. ♦ Construct an additional Social Services Building. ♦ Add a DNA Analyst in the Crime Lab to do property crimes. ♦ Relocate various departments due to new Social Services Building. ♦ Transition the mini-bus system to the City of Greeley's transit operation. ♦ Complete the consolidation of Social Services and Human Services into one department. ♦ Open four new courtrooms. 39 2009 PROGRAM ISSUES ♦ Implement Human Capital Management Strategy. ♦ Study the creation of a Correction Department for all jail alternative programs. ♦ Increase traffic enforcement in Weld County to reduce traffic fatalities. ♦ Cope with the continued growth and development in the County. ♦ Construct a Community Corrections facility. ♦ Implement strategic transportation system to accommodate growth in County's urbanized areas and use of the transportation impact fees. ♦ Open four additional courtrooms. ♦ Implement a new computer system for the Assessor. ♦ Identify technology uses to improve services and cost-effectiveness of services. 1 Enhance the back-up Communication Center. ♦ Implement a White Collar Crime Task Force. ♦ Continue implementation of e-government strategy. ♦ Construct an additional Social Services Building. ♦ Construct a new Regional Crime Lab. ♦ Continue to explore revenue and operational options to keep the Paramedic Services a viable and affordable service to the citizens. ♦ Add a DNA Analyst to the Crime Lab for property crimes. ♦ Cease administration of Migrant Head Start on the Western Slope. ♦ Contract to construct Weld County Road 13 with Larimer County. ♦ Continue to develop plans for the County for bioterrorism and emergency preparedness. 40 1 Cope with growing inmate population. 1 Implement the third year of the five-year Support Healthy Marriages Grant. ♦ Transition the mini-bus system to City of Greeley's transit operation. 41 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS > Implement Human Capital Management Strategy. > Continue to enhance the public health infrastructure to improve local emergency preparedness and responsive to bioterrorist events. > Cease administration of Migrant Head Start for Western Slope communities. > Study the creation of a Corrections Department for all jail alternative programs. > Continue increased traffic enforcement efforts to reduce traffic fatalities in Weld County. > Construct a Community Corrections facility. > Open four new courtrooms due to additional judges. > Construct a Regional Crime Lab for Northeastern Colorado. > Continue implementation of the Support Healthy Marriages program. > Implement a White Collar Crime Task Force. > Add a DNA Analyst to the Crime Lab for property crimes. > Construct Weld County Road 13 from State Highway 34 to Weld County Road 62. > Transition the mini-bus system to the City of Greeley's transit operation. > Implement the new cost sharing formula to support the Weld County Regional Communications Center. 42 IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES After reviewing this year's budget, it is undeniable that the departments and divisions within Weld County government have worked hard to meet,or exceed,the numerous strategic goals developed to direct Weld County services and programs. As established in the past nine years, the initiative to use bench marking and measurable performance standards for improving services in Weld County continues to yield results based upon outcomes, not just output. All departmental Budget Unit Summaries contain outcome-based information for each service or program provided. These performance measures show how allocated budget resources bring about the desired results and whether resources are used in an efficient and effective manner. Weld County continues to rely upon areas of technology and e-government. The Weld County website, at www.co.weld.co.us has been enhanced in a number of areas. Keeping the various departmental web links current continues to be one of the most effective means of delivering information to the public. The website of the Health Department underwent one of the most dynamic changes, allowing for increased ease of use. Enhancements to other departments, such as Human Services, are soon to follow. The increased demand to provide information sooner, and in a more reliable fashion, is being uniquely met by each department, with agendas, information portals, e-recording and Geographic Information Service (GIS), all of which change on a daily basis. Meeting the ever increasing demands of Weld County requires constant review of service provision locations. With the completion of the jail addition, 374 beds were added in January, 2008,and with the opening of the alternative program facility in June, 2008, Weld County increased its ability to provide for inmate capacity. In the summer of 2008,Weld County entered into an agreement with Intervention Community Corrections Services (ICCS)to relocate community corrections activities to the Weld County jail complex. This agreement provides for increased services and economies of scale by using under-utilized jail space. Growth has slowed considerably, however, in comparison with the region, state and nation. Weld County continues to outpace these growth trends. As agricultural areas convert to urban areas, demands for transition services continue. The most immediate impact of this growth can be seen on County roads. Although the County has made tremendous progress during the last twenty years, in improving the over-all condition of County roads and bridges, growth is adding a whole new set of problems. The character of many County roads in the Greeley-Windsor area and the southwest part of the County, have changed from rural roads to urbanized roads, due to the traffic volume demanding a higher capacity and level of service. Even though the County has increased funding and imposed a traffic impact fee in these areas, additional investments will have to be made in the future to the keep the transportation system at an acceptable level. Weld County must respond with new and creative ways to deal with these issues, in ways that are satisfactory to the citizens, to maintain the high quality of life they are accustomed to having. Planning for existing and future growth produces responsible government. While all departments were tasked with this challenge, three departments took the lead in this effort. The Department of Planning Services spent much of 2008 facilitating an update to the Weld County Comprehensive Plan, which involved numerous departments and partnerships throughout Weld County. Areas of emphasis and study included the impacts of population increases, growing urbanization, market and production shifts in agriculture, new energy opportunities,and changes in water demand. The 43 Departments of Social Services and Human Services were consolidated into a newly created Weld County Department of Human Services. This merger enables Weld County to better meet the ever-changing human service demands, and allows for streamlining numerous processes and procedures. The Weld County Paramedic Service was recognized by Banner Health Systems as a leader in Cardiac Alert Programs. The Paramedic Service staff takes pride in setting the standard for pre-hospital treatment of people suffering cardiac related emergencies throughout the region. The Banner Vision Award and North Colorado Business Award, as Health Care Heroes, were awarded to the staff of Weld County Paramedic Service in recognition of their performance in the evaluation, treatment, and transport of patients. A review of the paramedic delivery of services was undertaken to ensure a high quality of services is available for current and future Weld County citizens. Weld County continues to seek involvement and input from the various communities in Weld County. During the last year, staff members and County Commissioners held town meetings with representatives from all 32 city/town councils and the interested public to seek involvement and input from the community. In addition, Weld County has over 30 advisory boards to provide input on specific issues. Weld County's interactive website was enhanced to disseminate information to, and receive feedback from, citizens. It is understood, in Weld County, that economic development plays a key role in building healthy, desirable communities. The citizens of Weld County appreciate the fact that this part of Colorado holds significant opportunity for economic enhancement. Weld County acknowledges a heritage that is strongly rooted in more traditional agriculture, and is striving to build an awareness of agriculture's role in the development of new technologies related to bioscience and biofuels. Weld County is also a leader in fossil fuel extraction, with over 15,000 active production wells, and is excited to pursue a continued leadership role in renewable energy technologies. To this end, in the last year, a major wind farm, Cedar Creek Wind Energy, completed construction in northeastern Weld County; and in March, Vestas Wind Systems, from Denmark, opened the doors for its North America manufacturing plant in Windsor, employing over 400 people. The level of capital investment in Weld County for new facilities and facility expansions, bodes well as an indicator of business confidence in the region, and should create an environment conducive to encourage continued infrastructure investment and development. Finally, in the area of implementing strategic objectives, the Board of County Commissioners continues to ask each County department to review its regulations, policies, and procedures. The goal is to reduce or eliminate, any regulations, policies, and procedures hindering the County's ability to deliver services to its citizens, and to develop directions that are less complicated and more user-friendly. One specific area was in the Department of Planning Services, where the Commissioners encouraged the department to be more of an advocate for the applicant, rather than a regulator, in order to make the land use application process less burdensome to the applicant, while still protecting all the property rights of interested parties. 44 BUDGET POLICIES The basic budget policies of Weld County are stated in the following forms: • Budget Process • Program Policy Changes/Impacts • County Strategic Objectives • Revenue Policies and Assumptions • Policy Directions • Significant Budget and Accounting Policies • 2009 Budget Guidelines The overall County budget policies are reflected at the program level on each of the "Budget Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact operations, service levels and/or finances at the program level. In addition, comments on the summaries explain implementation issues and provide objectives and workload data for monitoring purposes. The"Budget Unit Summary" has been structured as follows to accommodate the governing board and public reader: • Department Description • Resources • Summary of Changes • Objectives • Workload Measures • Staff Recommendations NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of Finance and Administration shall cause the policies adopted or approved by the Board of County Commissioners to be implemented in the county as required by the Board of County Commissioners and insure that the activities of the departments are consistent with the policies determined and set by the Board of County Commissioners. 45 LONG RANGE FINANCIAL POLICIES Balancing the Operating Budget: The State of Colorado's constitution requires all local governments to adopt a balanced budget annually. Balanced budget means expenditures cannot exceed available resources. No debt financing of the operational budget is permitted. Weld County's policy is that under no circumstances will Weld County adopt a budget that is not balanced, even if the constitutional requirement is lifted. Long Range Planning: The Board of County Commissioners will adopt countywide strategic goals. The recommended budget shall, to the extent possible, based upon available resources, be consistent with the goals and objectives of the county's strategic goals. The process shall involve identifying several critical areas which have or are expected to have an impact on the financial condition of the county over the next five years. Once the critical issues are identified, specific goals and objectives will be developed along with a implementation plan by impacted departments. Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance and Administration. The inventory shall include the identified needs, a list of projects, their cost estimates,and project timetable for funding,acquisition or construction. The recommended budget shall include a capital budget and a five-year capital plan with a balanced financial base for renewal, replacement, and new projects. The capital budget shall be adequate to maintain capital assets at a level sufficient to protect infrastructure and minimize future maintenance and replacement costs. Revenue Diversification: Weld County encourages a diversity of revenue sources in order to improve the County's ability to handle fluctuations in individual revenue sources year to year and long term. Due to the high percentage of oil and gas assessed values, Weld County also encourages the diversification of revenues for long range planning to minimize the dependence of the County's budget on oil and gas revenue fluctuations in production and price, and long range depletion of the resource in the County. Fees and Charges: Unless fees or charges are established by state law or contractually, Weld County will establish fees for goods and services at full cost recovery, including direct and indirect costs, where the user of the goods or services has the ability to pay. All fees will be reviewed periodically to insure that they are still appropriate. Fees will be available for the public and adopted by code in public meetings. Use of One-Time Revenues: Weld County has a policy discouraging the use of one-time revenues for ongoing operational expenditures. The highest priority for one-time revenues will be to fund assets or other non-recurring expenditures, or to put the one-time revenues in a reserve fund. 46 Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay cash for major projects rather than borrowing. Any existing debt will be retired at the earliest possible time during the life of the debt unless circumstances change significantly. Weld County's debt level per Weld County's Home Rule Charter and state law cannot exceed three percent of the current assessed value of the county. The current debt capacity is over$137 million. Stabilization Funds: Weld County maintains a prudent level of financial resources in the form of contingent and emergency reserves, plus adequate fund balances for cash flow, to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. See fund balance policy in policy section of the Budget Message for more details. Operating/Capital Expenditure Accountability: A budgetary control system will be maintained by Finance to ensure accountability and adherence to the budget by restricting the expenditure of funds above the amount appropriated for the spending agency. Monthly financial reports will be available on-line through the accounting system for elected officials and department heads, detailing the progress towards budget compliance. These reports will, at a minimum, compare the current budget and year-to-year revenues and expenditures by department. Contingency Planning: Weld County supports a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets, budget policies, cash management, and investment policies, programs and assumptions that will permit Weld County to deal with future contingencies in a reasonable and responsible way without adversely impacting County citizens. 47 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2009 budget. 1. Wherever possible,those receiving the benefits of a government service should pay for what they receive in full through current fees, charges, and other assumptions. 2. Continual search for new sources of revenue shall be made to diversify the County's financing plan. 3. The County shall seek the establishment of a diversified and stable revenue system to shelter the County from short run fluctuations in any one revenue source. 4. Estimated revenues are conservatively projected. 5. Proposed rate increases are based upon: A. Fee policies applicable to each activity. B. Related cost of the service provided. C. The impact of inflation in the provision of services. D. Equatability of comparable fees. 6. Programs funded by state and federal revenue sources shall be reduced or eliminated accordingly if state or federal revenues are reduced or eliminated. Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need. 7. Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program. 8. Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date. 9. Assume a slowdown in the local economy similar to 2008 with little recovery of residential development. Interest rates on an average of 3.0 percent throughout 2009. 10. Property taxes are not based upon the maximum allowable under Amendment One (TABOR) and the Weld County Home Rule Charter limitation, but the limited assessed value growth of 2.3%. 11. Assume that unless there is proven evidence to the contrary, federal and state categorical and entitlement grants will continue at the current level of funding. 48 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and Amendment One (TABOR) limitation, unless the assessed value is less than 5% (2.14% in 2009). Specific Ownership Tax: Personal property tax on vehicles(SOT)is anticipated to remain at the historical level of 8.90 percent of property tax. Building Inspection and Planning Permits: Based upon continuation of 2008 land use and construction activity level with 2009 rates applied, with little recovery of residential construction anticipated in 2009. State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level provided by state or federal agency. Police Service Contract: Based on signed contractual agreements. Charges for Services: Charges to special districts and other public entities are based upon signed contracts. Drunk Driving Fines: Based on $30 per offender at anticipated level of 1,020 with two percent waiver rate. Earning on Investments: Calculated on an average earnings rate of 3.0 percent on estimated average daily balances. Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral interests owned by Weld County. New lease bonus activity is estimated at $10,000 for 2009. Rental: All rental income is based upon signed leases. Overhead/A-87 Cost Plan: Revenues based upon the 2007 Indirect Cost Plan approved by the Department of Health and Human Services that result in federal revenue allowable from grants. County Clerk Fees: Calculated on the historical level of activity. Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively constant. Highway Users-Special Bridge: Revenue based upon signed state and federal grant contracts. Motor Vehicle Registration Fees: Based upon historical level of activity for fees, which remains predictable over time, plus three percent growth factor due to car price increases. 49 Highway User's Tax: Based on State Department of Highway estimates from gas tax less three percent reduction that Weld County has historically experienced. Social Service Revenue: Based on anticipated caseload as discussed under each program plus state and federal funding formula for each program. Health Grants: Based upon contracts signed July 1, 2008. Health Fees: Based upon historical patient/client caseload with 2009 rates applied. Human Resource Grants: Based upon contract funding level as of October 1, 2008. State Lottery: Funded at the current level, with no anticipated legislative changes. Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on projected volume from landfill operators. Paramedic Service Fees: Calculated based upon 2007 -2008 call volume plus 4.0 percent rate increase. Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated expenditures in user departments' budgets. Work Release Inmate Fee: Based upon average of 200 work release inmates per day. 50 MAJOR REVENUE HISTORICAL TRENDS AND ANALYSIS DESCRIPTION 2005 2006 2007 2008 2009 Property Taxes $59,680,948 $64,636,463 $70,575,408 $75,033,756 $76,642,132 Other Taxes 5,900,000 6,410,000 6,710,000 7,030,000 7,475,000 Fees 5,552,000 7,827,000 7,330,000 6,902,500 7,425,300 Intergovernmental 40,309,456 43,117,355 50,899,664 56,366,866 57,304,370 Licenses/Permits 2,064,620 3,002,400 3,470,900 2,211,400 1,893,900 Charges for Services 4,532,516 5,301,937 5,169,059 4,606,876 5,153,111 Internal Services 15,985,123 16,345,526 17,416,155 16,788,922 20,507,205 Paramedic Fees 8,865,667 6,215,459 7,642,187 7,600,608 8,559,799 Miscellaneous 2,417,897 5,054,178 5,403,378 6,383,444 8,214,875 TOTAL REVENUES $145,308,227 $157,910,318 $174,616,751 $182,924,372 $193,175,692 TREND ANALYSIS Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations,which are growth in actual property value, plus cost-of-living, except the increase is only 2.14% in 2009. Other Taxes: Primarily, specific ownership taxes that grow with car registrations. Increase due to change in law generating more severance taxes. Fees: Fees have been increased and new fees added, due to growth in area. However, in 2009 fees are projected to decline due to slow down in construction activity. Intergovernmental: State and federal revenues have been growing at about 7% per year. However, in 2009 dropped to 3.5% due to lower social service funding levels. Historical trend should resume in 2010. Licenses/Permits: Permit revenue will slow in 2009 due to slow down in residential construction activity. Charges for Services: Revenue is predictable based on contracts for service and reimbursable projects. Trend with inflation and growth (5.3% in 2009) Internal Services: Predictable revenue based on stable usage. Change in 2005 was due to becoming self-insured for health care insurance. Paramedic Fees: Fees grow about 6% due to volume, and 4.0% due to rate increase. Very predictable. Slightly higher percentage in 2009 (12.6%) Miscellaneous: Revenue predictable, even though some variation in specific years. Interest revenue is found in this category and is unchanged for 2009. 51 POLICY DIRECTIONS - Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget submission. Continue revenue maximization policy to support County services to users. Continue policy of identifying ways to minimize the reliance upon property tax funding. Advocate legislative positions. Recommend a revised compensation pay plan based upon annual salary survey data to keep County compensation competitive with the labor market. Examine County programs on a continual basis to maximize productivity and maintain current service levels with current or reduced workforce. Examine County programs and services to prepare Weld County for continuing financial uncertainties and future limitations. - Utilize cost cutting/revenue raising strategies to hold down costs and support County services. This may be accomplished by: Organization assessment Contraction in services Productivity improvement Reprivatization and contracting Automation Energy conservation Administrative reorganization Innovation/technological transfer - Continue position sunset review process to assess the need for any vacated positions. - Utilize a target budget approach with the following features: Identifies County's resource capacity All can see the targets and related reductions Identify proposed non-funding early Allows time to accommodate reductions (employees) Offers support to managers to eliminate marginal services, less productive employees, etc. Allows board discretion in allocating funds to unfunded programs in critical service areas Targets all offices, departments, and outside agencies Better reflects County priorities Since limits are known, allows planning of alternative expenditure levels six months before fiscal year begins Constrains growth in existing levels,so high priority requests can be granted while lower priority projects are cut 52 Examine all user and service fees and make recommendations for increases or other adjustments to match the cost of providing such services. This is a follow-up we have been doing the last three years. Clearly identify all newly mandated program costs for the Board. Continue the County's share of partnership programs, unless a change is legally mandated, and decrease the share wherever possible. Maximize manpower avoidance or substitution methods for all departments through automation, productivity improvements, or cost cutting strategies. Recommend capital outlay expenses for equipment only when the need has been fully justified, the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Equipment Service Manager for consideration in the budget process. Continue to examine priorities,which services to provide, best way to deliver services, and most cost effective way to provide services within the constraints of TABOR. Minimize levels of management for departments within the County by flattening the organization and empowering employees to the maximum extent possible. 53 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES: Funds generally used to account for tax-supported activities. General Fund The General Fund accounts for all financial transactions of the County that are not properly accounted for in other funds. Ordinary operations of the County such as public safety, County administration and other activities financed from taxes and general revenues are reflected in this fund. Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the County which finance specified activities as required by law or administrative action. Public Works Fund: The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Social Services Fund: The Social Services Fund accounts for the various public welfare programs administered by the County. Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition, development and maintenance of new and existing conservation sites within Weld County. The funds are derived from the Colorado State Lottery. Contingent Fund: The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures. Emergency Reserve Fund: This fund was established in accordance with State Constitution Amendment One(TABOR), passed November 3, 1992. The reserve can only be used for true emergencies as defined by the amendment. Funding level must be one percent of fiscal spending in 1993, two percent in 1994, and three percent in 1995 and fiscal years thereafter. Public Health Fund: The Weld County Public Health Department provides health services to County residents. The fund reflects revenue and expenditures for health care, health education, health monitoring and other related activities. 54 Human Services Fund: The Human Services Fund accounts for various Federal and State human service grants. Primary funding agencies are DOL, HHS, and CSA. Solid Waste Fund: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites for the purpose of combating environmental problems and for further improvement and development of landfill sites within the County. Capital Project Funds Capital Project Funds are established to account for financial resources used for the acquisition or improvement of the capital facilities of the County. Capital Expenditures Fund: This fund accounts for various capital improvement projects on County property as required by Section 29-1-301, C. R. S., 1973. PROPRIETARY FUND TYPES: Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. Internal Service Funds Internal Service Funds are established to account for goods and services provided to other departments of the County on a cost-reimbursement basis. Motor Vehicle Fund: This fund accounts for the revenue and costs generated by equipment and vehicles rented to the Public Works Fund and to various departments of other County funds. Insurance Fund: This fund accounts for all insurance costs for the County. The program is a combination of insured risks and protected self-insurance risks. Phone Services Fund: This fund accounts for all phone costs provided to the County and other outside agencies on a cost-reimbursement basis. Health Insurance Fund: This fund accounts for the self-insured health, dental, and vision plans offered County employees. Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of county facilities. There are no active leases. The last lease was paid off on August 1, 2007. 55 Enterprise Funds Enterprise funds are established to account for operations (a) that are financed and operated in a manner similar to private business enterprises --where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b)where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Paramedic Services Fund: This fund accounts for all the rescue unit fees and costs associated with the operation of a County-wide paramedic service for the citizens of Weld County. 56 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES BUDGETARY ACCOUNTING BASIS: The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers to when revenue and expenditures are recognized in the accounts and reported in the financial statements. Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. Under this method revenue is recorded in the year in which it becomes both measurable and available as net current assets. "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Revenue susceptible to accrual, that is, measurable and available to finance the County's operations, or of a material amount and not received at the normal time of receipt, primarily consists of 1) state highway users tax; 2) property taxes, assessed in 2008 payable in 2009, and 3) various routinely provided services (ambulance and health department). Unbilled charges for services are recorded in the appropriate funds at year end. Expenditures are generally recorded when the related fund liability is incurred. Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which it is earned and becomes measurable. Expenses are recorded when liabilities are incurred. Due to Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary Funds. BUDGET ADOPTION: An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is prepared on a basis consistent with generally accepted accounting principles for all governmental, proprietary and expendable trust funds. The accounting system is employed as a budgetary management control device during the year to monitor the individual departments(level of classification which expenditures may not legally exceed appropriations). All annual appropriations lapse at year end. The Director of Finance and Administration is authorized to transfer budgeted amounts within departments of each fund. Any revisions that alter the total appropriation for each department must be approved by the Board of County Commissioners through a supplemental appropriation ordinance. 57 AMENDMENT TO BUDGET PROCESS: Section 29-1-111.5, C. R. S., provides that, if during the fiscal year, the governing board deems it necessary, in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies from one or more spending agencies in the fund to one or more spending agencies in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund. Section 29-1-111.6, C. R. S., provides that, if during the fiscal year, the governing body or any spending agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget from any source other than the local government's property tax mill levy, the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than November 15 and are payable the following year in two installments on February 28 and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes as well as property taxes for all school districts, cities and towns and special districts located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county purposes, when applied to the total valuation for assessment of the county,shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year,plus five percent(5%),except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council and, if in the opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant an increased levy for the county in such amount as it deems appropriate, and the county is authorized to make such increased levy. Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One (TABOR)effective November 4, 1992, the mill levy cannot be increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter approval. 58 CAPITAL IMPROVEMENT POLICY 1. Capital Improvement Plan-A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a Long Range County-wide Capital Improvement Plan for all major capital expenditures within the County after surveying County-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital Assets - Capital assets are defined as land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period. 4. Capital Projects-Capital projects are defined as those major, non-recurring projects that have a time interval of at least three(3)years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 5. Annual Action Program- Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 6. Relationship Between Capital Funding and Operating Budget- Capital assets, which include property,plant equipment,and infrastructure assets(e.g.,roads, bridges and similar items,)are reported in the applicable governmental or business-type funds. Capital assets are defined by the County as assets with an initial, individual cost of more than $5,000 and a useful life of more than one year. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Donated capital assets are recorded at estimated fair market value at the date of donation. 59 The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized. All reported capital assets, except for gravel roads, are depreciated. Improvements are depreciated over the remaining useful lives of the related capital assets. Depreciation on all assets is provided on the straight-line basis (asset value divided by years of useful life) over the following estimated useful lives: Buildings 20 - 50 years Improvements 20 years Infrastructure - Bridges 50 years Infrastructure - Roads 20 years Equipment 3 - 5 years Heavy Equipment 10 - 20 years GASB Statement 34 allows an alternative approach which would reflect a reasonable value of the asset and the cost incurred to maintain the service potential to locally established minimum standards in lieu of depreciation. To elect this option the County must develop and implement an asset management system which measures, at least every third year by class of asset, if the minimum standards are being maintained. The County has elected to use this alternative approach only for gravel roads. 60 INVESTMENT POLICY On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment policy. A copy of the detailed investment policy can be obtained by contacting the Weld County Treasurer at(970) 356-4000, Extension 3260. The following is a brief overview of the investment policy: The County Treasurer is responsible for the investment of all available monies. The statutes defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S. Investment priorities are (1) safety, (2) liquidity, and (3) yield. In compliance with statutes,deposits/investments are made only in"qualified"financial institutions, i.e., those which are federally insured by either FDIC. or FSLIC. Further, any deposit/investment amount in excess of $100,000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners, Sections 11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged to secure the total deposit. Deposits/investments shall be made in the name of the treasurer in one or more state banks, national banks having their principal offices in this state, or in compliance with the provisions of Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners. The Board of County Commissioners can designate, by resolution, an average annual rate of interest income to be paid to a specific fund or funds. All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levy thus reducing the amount of revenue required from property tax. The County maintains a cash and investment pool that is available for use by all funds except the Pension Trust Fund. Several of the County's funds also hold investments on their own account. The cash and investments of the Pension Trust Fund are held separately from those of the other County funds. Deposits: At year end, the estimated carrying amount of the County's deposits is over $90 million. Of this amount, approximately$1 million will be covered by Federal deposit insurance, and the remainder was collateralized with securities held by the pledging financial institution's trust departments or agents in the County's name. Investments: Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and instrumentalities,commercial paper,and repurchase agreements. The Pension Trust Fund is also authorized to invest in corporate bonds and mortgages. Interest revenue is projected on the basis of an average interest rate of 3.0 percent in 2009. 61 FUND BALANCE AND RESERVE POLICY Weld County considers maintenance of adequate operating reserves to be a prudent management tool and important factor in providing financial flexibility to the County. A financial reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures. The reserves provide a first line of defense against deficit spending and help maintain liquidity when budget downturns become inevitable. The appropriate size of such fund balance reserves depends on the potential viability of the County's revenues and expenses, as well as its working cash needs to handle seasonality of revenues or expenditures. At a minimum as required by Article X, Section 20 of the Colorado Constitution, Weld County will maintain an Emergency Reserve Fund to assist with the expenses of unforeseen emergencies in the amount which shall be no less than three percent of the fiscal year spending limit. The County will budget a year-end fund balance in each fund, other than the Contingent and Emergency Reserve Fund, sufficient to reduce the likelihood of its having to enter the short-term debt market to pay current operating expenditures. Annually, the County will, in total, maintain satisfactory levels of fund balance reserves and contingent/emergency reserves to insure a continued strong financial position within the County. The actual fund balance and reserve amounts will be reviewed and set annually by the Board of Weld County Commissioners at the time of the adoption of the annual budget. In formulating the fund balance reserve levels the County has considered the two most frequent methods of determining a public entity's adequate reserve level by allocating enough money to cover a specific number of days of operating expenses, or allocating a flat percentage of operating revenues. As a prudent financial standard in the former case, a minimum of one to two months of operating expenses should be considered and in the latter instance, a minimum level of five to ten percent should be targeted. In addition, the reserve should be defined as only the unreserved or undesignated portion of the fund balance, not the total fund balance that includes receivables, accrued items, encumbrances, inventories,and subsequent year's expenditures. The unreserved or undesignated fund balance is totally liquid and has the most financial flexibility. With the above guidance Weld County has adopted the target reserve fund balance to be in the range of eight to twelve percent of the budgeted expenses of the annual operating and capital funds in total, excluding internal service funds. 62 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund: Office of the Board Chairman, Board of County Commissioners County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board Director, Finance and Administration Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Motor Vehicle Clerk and Recorder Treasurer Treasurer Assessor Assessor Maintenance of Building and Grounds Director, Public Works County Council Chairman, County Council District Attorney District Attorney Victim Witness District Attorney Finance and Administration Director, Finance and Administration Accounting Controller Purchasing Director, Administrative Services Printing and Supply Director, Administrative Services Personnel Director, Administrative Services Computer Services Director, Finance and Administration Geographical Information System Director, Finance and Administration Capital Outlay Director, Finance and Administration Sheriff Sheriff Crime Control and Investigation Sheriff Regional Forensic Lab Sheriff 63 BUDGET UNIT RESPONSIBLE OFFICIAL Drug Task Force Sheriff Traffic Enforcement Sheriff Communications - County-wide Director, Finance and Administration E-911 Administration Director, Finance and Administration Criminal Justice Information System Director, Finance and Administration Communications System Development Director, Finance and Administration Coroner Coroner Centennial Jail Sheriff North Jail Sheriff Community Corrections Chairman, Community Corrections Board Building Inspection Director, Planning Services Office of Emergency Management Sheriff County-wide Animal Control Sheriff Pest and Weed Control Director, Public Works West Nile Virus Program Director, Finance and Administration Economic Development Director, Finance and Administration Waste Water Management Director, Finance and Administration Engineering Director, Public Works Extension Service Extension Agent Veteran's Office Director, Public Works Airport Director, Finance and Administration Mental Health Director, Finance and Administration Child Advocacy Center Director, Finance and Administration Developmentally Disabled Director, Finance and Administration Seniors Program Director, Finance and Administration Missile Site Director, Public Works Parks and Trails Director, Finance and Administration Building Rents Director, Finance and Administration Non-Departmental Director, Finance and Administration 64 BUDGET UNIT RESPONSIBLE OFFICIAL Community Agency Grants Director, Finance and Administration Island Grove Building Director, Finance and Administration County Fair Extension Agent Public Works Fund Director, Public Works Social Services Fund Director, Human Services Health Fund Director, Public Health and Environment Human Services Fund Director, Human Services Conservation Trust Fund Director, Finance and Administration Contingency Fund Director, Finance and Administration Emergency Reserve Fund Director, Finance and Administration Solid Waste Fund Director, Finance and Administration Capital Expenditure Fund Director, Finance and Administration Paramedic Fund Director, Paramedic Services Motor Pool Fund Controller Insurance Fund Director, Finance and Administration Phone Services Fund Director, Administrative Services Health Insurance Fund Director, Finance and Administration 65 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Assessor Upgrade Personal Property Appraisers (Grade 19-25) $ 10,000 County Council: Performance audit increase 32,750 District Attorney: Deputy DA III mid-year 90,210 Upgrade Office Tech III to Office Tech IV mid-year 5,769 Deputy DA III Juvenile Division 90,210 Upgrade Community Relations position to Grade 25 2,151 Victim Witness: .5 FTE Victim Witness Assistance (Grant) 20,153 Upgrade Victim Compensation Assistance (Grade 9 to 16) 6,707 White Collar Crime Task Force: Investigator II $69,106 Planning: Two Planner I 112,709 Planner III 63,764 Planning Tech 42,013 GIS: Orthophotography update deferred one year 100,000 Printing and Supply: Courier Position 14,559 Sheriff's Administration: Upgrade Office Business Manager Grade 38 to 40 6,997 Upgrade Office Tech III to Grade 18, not 21 5,908 5,908 Sheriff's Operations: Two Deputy II to Deputy III 12,440 Investigator for White Collar Crime Task Force 75,113 Crime Lab: DNA Analyst for Property Crimes 85,684 North Jail: 1.6 FTE Work Crew Supervisors 56,103 66 FUNDING INCLUDED EXCLUDED Centennial Jail: 6.0 FTE Alternative Jail Program staff $ 342,744 Office of Emergency Management Upgrade OEM Director to Grade 43, not 50 6,352 $ 14,328 Homeland Security Grant match 60,000 Vehicle 23,000 Coroner .5 FTE Deputy Coroner 46,170 Community Corrections: Corrections Chief position 92,547 Building Inspection: Building Inspector 62,067 Office Tech III 42,986 Office Tech assigned to Health 54,472 Planning Tech -Acclea impacted 54,472 Chief Building Inspector 83,704 Pest and Weed: Seasonal 19,219 Extension: Extension Agent Paid 100% with County Funds 64,592 Fund Balance: Unallocated 181,010 0 TOTAL GENERAL FUND $ 1,176,580 $ 879,337 Health Communications: .5 FTE Office Tech for Transition Support 17,115 Community Health: .5 FTE Office Tech for Medicaid and CCHP+ 17,115 .25 FTE for Abstinence Program 17,075 Environmental Health: Fee increases - 71,625 Upgrade Environmental Tech II to III 3,541 0 TOTAL HEALTH $ - 16,779 $ 0 Paramedic Services: Two EMT's and two Paramedics $ 238,955 TOTAL PARAMEDIC SERVICES $ 238,955 NOTE: • Policy matters are changes in current policies. • Points of issue are items where the Director of Finance and Administration has a different recommendation than the budget unit's department head/elected official. 67 Attir 11Mc COLORADO 68 SALARY RECOMMENDATIONS Weld County strives to pay competitive and equitable salaries. To maintain this competitive position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: > Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific jobs. > Ability to pay. > Benefit and supplemental pay policies. > Supply/demand situation for personnel needs. > Supply/demand situation in the labor market. > Employees' expectations. Salary Surveys Utilized: Mountain States Employers' Council - Public Employers Mountain States Employers' Council - Front Range • Budget reflects a salary adjustment of 3.5 percent with the only benefit change being the increase in the health insurance county contribution. Coverage remains with Great-West Healthcare. The Weld County Retirement Plan contribution for employer and employee move to 9.0 percent in 2009 and PERA for the Health Department moved to 12.8%. All other benefits remain the same. The breakout by fund is as follows: General Fund $ 1,388,594 Road and Bridge Fund 420,203 Health Fund 292,606 TOTAL $ 2.101,403 Social Services salaries will be set in accordance with the Board's policy since Social Services employees are no longer in the State Merit System, as of July 16, 1997. A 3.5% increase is included in the Social Services budget. 69 OTHER BENEFITS VISION PROGRAM: COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY$600/YEAR NO DEDUCTIBLE 50% OF COVERED EXPENSES INCURRED EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR DENTAL PROGRAM: The County offers three dental plans: • County Plan • Alpha Dental Plan • Companion Life Dental Plan LIFE: Three times annual salary up to $600,000 at $0.185/$1,000/per month DISABILITY: $.33/$100 compensation EMPLOYEE ASSISTANCE PROGRAM: Program offered by APS LifeLink. WELLNESS: Wellness program will be enhanced for all County employees with the addition of a Wellness Coordinator and new wellness resources. EXECUTIVE PAY PLAN: Elected Officials and Chief Deputies have a direct benefit plan for health purposes. MILEAGE: Indexed two cents below IRS mileage allowance rate. RETIREMENT BENEFIT: County Retirement Plan-(9.0 percent of gross salary for County and employee contribution.) PERA-(12.8 percent of gross salary for County contribution and 8.5 percent of gross salary for employee contribution.) 70 SALARY ADJUSTMENTS BY DEPARTMENT DEPARTMENT NAME 2008 2009 DIFFERENCE Board of County Commissioners $ 532,593 $566,837 $ 34,244 County Attorney 543,884 569,094 25,210 Clerk to the Board 270,522 311,897 41,375 County Clerk 613,345 643,021 29,676 Elections 203,010 213,435 10,425 Motor Vehicle 1,482,208 1,567,166 84,958 Treasurer 564,495 601,055 36,560 Assessor 2,179,080 2,225,267 46,187 County Council 19,538 21,001 1,463 District Attorney 4,251,484 4,284,237 32,753 Juvenile Diversion 152,657 152,657 0 Victim Assistance 522,035 580,082 58,047 Finance and Administration 264,127 279,855 15,728 Accounting 469,055 475,299 6,244 Purchasing 134,105 137,041 2,936 Human Resources 569,100 581,042 11,942 Planning 990,818 1,018,802 27,984 Buildings and Grounds 1,485,443 1,534,608 49,165 GIS 58,016 59,568 1,552 Printing and Supply 115,081 120,470 5,389 Sheriff Administration 1,091,998 1,175,298 83,300 Sheriff Operations 5,845,315 5,913,473 68,158 Traffic 910,354 899,690 -10,664 Municipal Contracts 503,657 472,909 -30,748 Ordinance Enforcement 223,593 230,055 6,462 Forensic Laboratory 196,163 206,220 10,057 Victim Advocates 99,403 107,803 8,400 Task Force 95,012 95,012 0 71 DEPARTMENT NAME 2008 2009 DIFFERENCE County Coroner $ 362,782 $ 375,940 $ 13,158 North Jail 12,603,800 13,227,993 624,193 Centennial Jail 2,473,050 2,501,274 28,224 Building Inspection 710,226 710,226 0 Noxious Weeds 242,877 255,209 12,332 Office of Emergency Management 88,229 94,197 5,968 Engineering 1,603,367 1,648,263 44,896 Missile Park 41,224 42,181 957 County Extension Office 199,353 199,353 0 Veterans Affairs 60,044 62,107 2,063 TOTAL GENERAL FUND $ 42,771,043 $ 44,159,637 $ 1,388,594 0 Public Works Administration $ 507,485 $ 520,593 $ 13,108 Public Works Trucking 1,953,230 2,118,281 165,051 Public Works Motor Grader 2,599,268 2,685,089 85,821 Public Works Bridge 1,611,709 1,737,868 126,159 Public Works Maintenance Support 609,671 596,918 -12,753 Public Works Mining 330,522 331,632 1,110 Public Works Pavement Management 571,952 614,309 42,357 TOTAL PUBLIC WORKS FUND $ 8,183,837 $ 8,604,690 $ 420,853 Health Administration $ 552,903 $ 581,576 $ 28,673 Health Communication 749,093 795,892 46,799 Community Health Services 2,638,632 2,777,746 139,114 Environmental Health 1,665,024 1,734,890 69,866 Health Preparedness 201,174 209,328 8,154 TOTAL PUBLIC HEALTH FUND $ 5,806,826 $ 6,099,432 $ 292,606 72 POSITION AUTHORIZATION CHANGES DUE TO 2009 BUDGET FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-13100 Assessor Pers. Prop. Appraisers Grade 25 Grade 19 1000-15100 District Attorney None Chief Deputy DA (Gang) 1000-15100 District Attorney None Deputy DA III (2) 1000-15100 District Attorney Office Tech III Office Tech IV 1000-15100 District Attorney Community Relations Grade 25 1000-15200 Juvenile Diversion Office Tech II None 1000-15200 Juvenile Diversion .5 FTE Interpreter None 1000-15300 Victim Witness None .625 FTE VW Assistant 1000-15300 Victim Witness Vict. Comp Assist. Grade 16 Grade 9 1000-17100 Planning Planner I (2) None 1000-17100 Planning Office Tech None 1000-17100 Planning Planning Tech None 1000-17100 Planning Planner II Planner III 1000-17200 Building and Grounds None Lead Worker 1000-17200 Building and Grounds None Custodian 1000-17600 Printing and Supply None .5 FTE Courier 1000-21100 Sheriff Administration Civil Office Tech (2) Grade 18 1000-21200 Sheriff Operations Deputy II (2) Deputy III (2) 1000-21200 Sheriff Operations None Investigator 1000-21260 Crime Lab None DNA Analyst 1000-24410 North Jail None 1.6 FTE Work Crew Supvr 1000-24420 Centennial Jail None Work Release Shift Supvr (5) 1000-24420 Centennial Jail None Office Tech III 1000-26200 OEM Director Grade 38 Grade 43 1000-24200 Community Correction None Correction Chief Grade 56 73 FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-25100 Building Inspections Assist. Building Official None 1000-25100 Building Inspections Building Inspector(3) None 1000-25100 Building Inspections Office Tech None 1000-25100 Building Inspections Building Tech None Assigned to Health 1000-25100 Building Inspections Chief Building Official None 1000-26100 Noxious Weeds Seasonals (2) None 1000-31100 Engineering County Engineer None 1000-31100 Engineering Chief Senior Engineers Upgrade (2) 1000-31100 Engineering Engineer I None 1000-31100 Engineering Engineer Tech None 2000-30100 PW Administration Office Tech II Office Tech III 2000-30100 PW Administration Prop. Acct. Spec Grade 25 Grade 15 2000-32300 PW Bridge None PW Service Worker II 2000-32400 PW Mtnc. Support PW Service Worker II None 2000-32600 PW Mining PW Supervisor Lead Worker 2000-32600 PW Mining PW Service Workers None (6) 2000-32700 PW Pavement Mgmt None PW Service Worker II Services 2100-42100 SS Administration 99 FTE 104.5 FTE 2100-42115 SS Other Programs None 7 Healthy Marriages staff 2100-42410 SS Child Welfare 89 FTE 93 FTE 2520-42120 PH Communication 15.0 FTE 11.75 FTE 2530-41300 Community Health 43.65 FTE 45.60 FTE 2530-41400 Environmental Health 25.94 FTE 25.25 FTE NOTE: The dollar impact of the additional positions and upgrades for 2009 total $962,820 for salaries and benefits. 74 ALL FUNDS REVENUE 90,000,000 80,000,000 70,000,000 60,000,000 D 2008 50,000,000 -- - - 40,000,000 ■2009 ram � - 30,000,000 20,000,000 - - 10,000,000 - $0 I I I FE . r- I I I I i 1 OS O N- X N C U O C U N I H E N e) C TO U a) 43E C- L_ N N O D 'O O o N IQ) N C N d m N lL N N N U V E d C J - 2009 Revenue Total $232,477,192 (2008 $212,928,626) Paramedic Fees, $8,559,799, 4% Internal Services, $20,507,205, 9% Property Tax, Fund Balance, " $76,642,132, 32% $39,301,500, 17% Other Taxes, Miscellaneous, $7,475,000, 3% $8,214,875, 4% Chg for Service, Intergovernmental $5,153,111, 2% $57,304,370 Licenses/Permits, 25% Fees, $7,425,300, $1,893,900, 1% 3% 75 ALL FUNDS EXPENDITURES $45,000,000 — $40,000,000 _.-. -- $35,000,000 - 0 200 $30,000,000 ■2008 $25,000,000 $20,000,000 $15,000,000 $10.000,000 I$5,000,000 - _.-- $0 , rte , °ey v-y c°\ ear tie`s `°c ec` aAe °e5 eoay \°e5 �\& \�ec� `�° `cue P,> CPC •\e "eya e1 �e�e �Oc sec, sec Sec, se Ga Q' c° Q J,e `ee- \G° es' mac \yam Ica\ eae 5° J��o era Qs J \cue , 6 ci' 2009 EXPENDITURES Total $207,545,973 (2008 $195,601 ,175) Auxiliary$483,895 0%— Contingency$12,400,000 6% 1 Public Works$2,489,227 1% Capital$16,400,000 8% Social Services Health$8,217,130 4% 12%$24,724,150 Paramedic Service Public Safety$38,675,080 4%$8,598,199 19% Internal Services Culture/Recreation 11%$22,257,205 0°/0$94848,,026026 Miscellaneous$1,202,367 General Governmenl 1% 13%$27,255,421 Human Services 7%$14,681,871 Road&Bridge 14%$29,213,402 76 MILL LEVY 2008 TOTAL 16.804 Capital, 1.344, 8% Social Services, 1.293, 8% Insurance, 0.336, , 2% Public Works, General, 11.736, 1.647, 10% 69% Contingency, 0.448, 3% 2009 TOTAL 16.804 General, 11.842, 70% Social Serviced , 1.266, 80� +,Lij Contingency, 0, 0% Capital, 1.754, 10% Insurance, 0.329, 2% Public Works, 1.613, 10% 77 2009 BUDGET SUMMARY OF FUND BALANCES 2008 2008 2009 2009 2009 BEGINNING MILL BEGINNING MILL PROPERTY FUND BALANCE LEVY BALANCE LEVY TAXES 1000 General Fund $ 6,422,528 11.736 $ 2,750,000 11.842 $ 54,012,194 SPECIAL REVENUE FUNDS: 2000 Public Works 17,192,136 1.647 14,488,500 1.613 7,354,938 2100 Social Services 2,348,677 1.293 1,700,000 1.266 5,775,000 2200 Conservation Trust 197,987 0.000 200,000 0.000 0 2300 Contingent 5,452,261 0.448 7,400,000 0.000 0 2400 Emergency Reserve 5,000,000 0.000 5,000,000 0.000 0 2500 Health Department 1,050,358 0.000 700,000 0.000 0 2600 Human Services 662,249 0.000 600,000 0.000 0 2700 Solid Waste 888,223 0.000 500,000 0.000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 272,790 1.344 0 1.754 8,000,000 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0.000 0 0.000 0 GROSS TOTALS $ 39,487,209 16.468 $ 33,338,500 16.475 $ 75,142,132 INTERFUND TRANSFER 0 0.000 0 0.000 0 NET TOTALS $ 39,487,209 16.468 $ 33,338,500 16.475 $ 75,142,132 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 1,461,784 0.000 1,500,000 0.000 0 6200 Health Insurance 3,533,618 0.000 3,500,000 0.000 0 6300 Insurance 0 0.336 0 0.329 1,500,000 6400 Phone Services 1,320,020 0.000 963,000 0.000 0 6500 Weld Finance Corp 0 0.000 0 0.000 0 NET TOTALS - I S FUNDS $ 6,315,422 0.336 $ 5,963,000 0.329 $ 1,500,000 GROSS TOTALS - ALL FUNDS $ 45,802,631 16.804 $ 39,301,500 16.804 $ 76,642,132 78 ASSESSED VALUATION: $ 4,560,945,730 2009 2009 2009 2009 2009 TOTAL 2009 INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 3,185,143 $ 17,030,871 $ 0 $ 76,978,208 $ 74,277,342 $ 2,700,866 10,540,000 10,343,050 0 42,726,488 29,213,402 13,513,086 18,253,417 0 0 25,728,417 24,724,150 1,004,267 420,000 5,000 0 625,000 425,000 200,000 0 0 0 7,400,000 7,400,000 0 0 0 0 5,000,000 5,000,000 0 3,064,405 1,132,655 3,915,471 8,812,531 8,112,531 700,000 13,803,005 590,610 12,351 15,005,966 14,405,966 600,000 0 660,000 0 1,160,000 660,000 500,000 8,000,000 400,000 0 16,400,000 16,400,000 0 38,400 8,559,799 0 8,598,199 8,598,199 0 $ 57,304,370 $ 38,721,985 $ 3,927,822 $ 208,434,809 $189,216,590 $ 19,218,219 0 0 -3,927,822 -3,927,822 -3,927,822 0 $ 57,304,370 $ 38,721,985 $ 0 $ 204,506,987 $185,288,768 $ 19,218,219 0 8,516,500 0 10,016,500 8,516,500 1,500,000 0 10,530,000 0 14,030,000 10,530,000 3,500,000 0 330,000 0 1,830,000 1,830,000 0 0 1,130,705 0 2,093,705 1,380,705 713,000 0 0 0 0 0 0 $ 0 $ 20,507,205 $ 0 $ 27,970,205 $ 22,257,205 $ 5,713,000 $ 57,304,370 $ 59,229,190 $ 0 $232,477,192 $207,545,973 $ 24,931,219 79 2009 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2009 2009 2009 2009 2009 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 2,750,000 $ 54,012,194 $ 3,185,143 $ 17,030,871 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 14,488,500 7,354,938 10,540,000 10,343,050 0 2100 Social Services 1,700,000 5,775,000 18,253,417 0 0 2200 Conservation Trust 200,000 0 420,000 5,000 0 2300 Contingent 7,400,000 0 0 0 0 2400 Emergency Reserve 5,000,000 0 0 0 0 2500 Health Department 700,000 0 3,064,405 1,132,655 3,915,471 2600 Human Services 600,000 0 13,803,005 590,610 12,351 2700 Solid Waste 500,000 0 0 660,000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure II 0 8,000,000 8,000,000 400,000 0 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0 38,400 8,559,799 0 GROSS TOTALS $ 33,338,500 $ 75,142,132 $ 57,304,370 $ 38,721,985 $ 3,927,822 INTERFUND TRANSFER 0 0 0 0 -3,927,822 NET TOTALS $ 33,338,500 $ 75,142,132 $ 57,304,370 $ 38,721,985 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 1,500,000 0 0 8,516,500 0 6200 Health Insurance 3,500,000 0 0 10,530,000 0 6300 Insurance 0 1,500,000 0 330,000 0 6400 Phone Services 963,000 0 0 1,130,705 0 6500 Weld Finance Corp 0 0 0 0 0 NET TOTALS - I S FUNDS $ 5,963,000 $ 1,500,000 $ 0 $ 20,507,205 $ 0 GROSS TOTALS -ALL $ 39,301,500 $ 76,642,132 $ 57,304,370 $ 59,229,190 $ 0 FUNDS 80 2009 2009 2009 2009 2009 TOTAL 2009 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 76,978,208 $ 44,429,407 $ 28,708,136 $ 1,139,799 $ 74,277,342 $ 2,700,866 42,726,488 8,604,690 20,608,712 0 29,213,402 13,513,086 25,728,417 15,180,500 9,288,650 255,000 24,724,150 1,004,267 625,000 0 425,000 0 425,000 200,000 7,400,000 0 7,400,000 0 7,400,000 0 5,000,000 0 5,000,000 0 5,000,000 0 8,812,531 6,060,614 2,051,917 0 8,112,531 700,000 15,005,966 7,460,236 6,945,730 0 14,405,966 600,000 1,160,000 0 660,000 0 660,000 500,000 16,400,000 0 0 16,400,000 16,400,000 0 8,598,199 4,310,174 4,038,025 250,000 8,598,199 0 $ 208,434,809 $ 86,045,621 $ 85,126,170 $ 18,044,799 $189,216,590 $ 19,218,219 -3,927,822 0 -3,927,822 0 -3,927,822 0 $ 204,506,987 $ 86,045,621 $ 81,198,348 $ 18,044,799 $185,288,768 $ 19,218,219 10,016,500 0 8,516,500 0 8,516,500 1,500,000 14,030,000 0 10,530,000 0 10,530,000 3,500,000 1,830,000 0 1,830,000 0 1,830,000 0 2,093,705 158,837 971,868 250,000 1,380,705 713,000 0 0 0 0 0 0 $ 27,970,205 $ 158,837 $ 21,848,368 $ 250,000 $ 22,257,205 $ 5,713,000 $ 232,477,192 $ 86,204,458 $ 103,046,716 $18,294,799 $207,545,973 $ 24,931,219 81 2008 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2008 2008 2008 2008 2008 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 6,422,528 $ 52,403,818 $ 3,299,897 $ 12,095,720 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 17,192,136 7,354,938 13,494,166 7,790,233 0 2100 Social Services 2,348,677 5,775,000 19,805,814 0 0 2200 Conservation Trust 197,987 0 396,000 0 0 2300 Contingent 5,452,261 2,000,000 0 0 0 2400 Emergency Reserve 5,000,000 0 0 0 0 2500 Health Department 1,050,358 0 3,383,343 767,092 3,646,734 2600 Human Services 662,249 0 15,160,466 836,251 117,351 2700 Solid Waste 888,223 0 0 846,777 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure II 272,790 6,000,000 750,000 512,210 0 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0 77,120 7,600,608 0 GROSS TOTALS $ 39,487,209 $ 73,533,756 $ 56,366,806 $ 30,448,891 $ 3,764,085 INTERFUND TRANSFER 0 0 0 0 -3,764,085 NET TOTALS $ 39,487,209 $ 73,533,756 $ 56,366,806 $ 30,448,891 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 1,461,784 0 0 6,726,716 0 6200 Health Insurance 3,533,618 0 0 7,952,493 0 6300 Insurance 0 1,500,000 0 320,000 0 6400 Phone Services 1,320,020 0 0 1,222,394 0 6500 Weld Finance Corp 0 0 0 0 0 NET TOTALS - I S FUNDS $ 6,315,422 $ 1,500,000 $ 0 $ 16,221,603 $ 0 GROSS TOTALS -ALL $ 45,802,631 $ 75,033,756 $ 56,366,806 $ 46,670,494 $ 0 FUNDS 82 2008 2008 2008 2008 2008 TOTAL 2008 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 74,221,963 $ 42,189,273 $ 27,674,457 $ 1,608,233 $ 71,471,963 $ 2,750,000 45,831,473 8,511,740 22,831,233 0 31,342,973 14,488,500 27,929,491 16,833,500 9,140,991 255,000 26,229,491 1,700,000 593,987 0 393,987 0 393,987 200,000 7,452,261 0 52,261 0 52,261 7,400,000 5,000,000 0 0 0 0 5,000,000 8,847,527 5,837,681 2,309,846 0 8,147,527 700,000 16,776,317 7,952,830 8,223,487 0 16,176,317 600,000 1,735,000 0 1,235,000 0 1,235,000 500,000 7,535,000 0 0 7,535,000 7,535,000 0 7,677,728 4,142,635 3,285,093 250,000 7,677,728 0 $ 203,600,747 $ 85,467,659 $ 75,146,355 $ 9,648,233 $170,262,247 $ 33,338,500 -3,764,085 0 -3,764,085 0 -3,764,085 0 $ 199,836,662 $ 85,467,659 $ 71,382,270 $ 9,648,233 $166,498,162 $ 33,338,500 8,188,500 0 6,688,500 0 6,688,500 1,500,000 11,486,111 0 7,986,111 0 7,986,111 3,500,000 1,820,000 0 1,820,000 0 1,820,000 0 2,542,414 156,854 922,560 500,000 1,579,414 963,000 0 0 0 0 0 0 $ 24,037,025 $ 156,854 $ 17,417,171 $ 500,000 $ 18,074,025 $ 5,963,000 $ 223,873,687 $ 85,624,513 $ 88,799,441 $10,148,233 $184,572,187 $ 39,301,500 83 2007 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2007 2007 2007 2007 2007 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 10,747,701 $ 48,245,705 $ 3,303,195 $ 14,332,617 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 14,751,877 7,004,703 12,938,000 10,087,000 0 2100 Social Services 2,081,357 5,600,000 18,914,673 0 0 2200 Conservation Trust 163,282 0 372,000 9,000 0 2300 Contingent 2,848,728 2,600,000 0 0 0 2400 Emergency Reserve 4,000,000 0 0 0 1,000,000 2500 Health Department 1,052,060 0 3,249,937 1,104,720 3,245,767 2600 Human Services 861,699 0 12,121,859 675,000 12,351 2700 Solid Waste 1,130,357 0 0 1,375,000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure II 11,730,547 5,875,000 0 500,000 0 ENTERPRISE FUNDS: 5000 Paramedic Services 171,905 0 0 7,642,187 0 GROSS TOTALS $ 49,539,513 $ 69,325,408 $ 50,899,664 $ 35,725,524 $ 4,258,118 INTERFUND TRANSFER 0 0 0 0 -4,258,118 NET TOTALS $ 49,539,513 $ 69,325,408 $ 50,899,664 $ 35,725,524 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 1,802,680 0 0 6,687,275 0 6200 Health Insurance 2,854,728 0 0 8,701,008 0 6300 Insurance 465,825 1,250,000 0 330,000 0 6400 Phone Services 1,278,162 0 0 956,579 0 6500 Weld Finance Corp 929,988 0 0 741,293 0 NET TOTALS - I S FUNDS $ 7,331,383 $ 1,250,000 $ 0 $ 17,416,155 $ 0 GROSS TOTALS -ALL $ 56,870,896 $ 70,575,408 $ 50,899,664 $ 53,141,679 $ 0 FUNDS 84 2007 2007 2007 2007 2007 TOTAL 2007 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 76,629,218 $ 37,549,938 $ 31,606,730 $ 4,972,550 $ 74,129,218 $ 2,500,000 44,781,580 7,720,815 29,810,765 0 37,531,580 7,250,000 26,596,030 15,161,962 9,129,068 205,000 24,496,030 2,100,000 544,282 0 544,282 0 544,282 0 5,448,728 0 48,728 0 48,728 5,400,000 5,000,000 0 0 0 0 5,000,000 8,652,484 5,416,492 2,535,992 0 7,952,484 700,000 13,670,909 6,524,407 6,346,502 0 12,870,909 800,000 2,505,357 0 1,405,357 0 1,405,357 1,100,000 18,105,547 0 0 17,605,547 17,605,547 500,000 7,814,092 3,856,782 3,682,310 275,000 7,814,092 0 $ 209,748,227 $ 76,230,396 $ 85,109,734 $ 23,058,097 $184,398,227 $ 25,350,000 -4,258,118 0 -4,258,118 -4,258,118 0 $ 205,490,109 $ 76,230,396 $ 80,851,616 $ 23,058,097 $180,140,109 $ 25,350,000 8,489,955 0 6,989,955 0 6,989,955 1,500,000 11,555,736 0 8,755,736 0 8,755,736 2,800,000 2,045,825 0 2,045,825 0 2,045,825 0 2,234,741 133,990 900,751 250,000 1,284,741 950,000 1,671,281 0 1,671,281 0 1,671,281 0 $ 25,997,538 $ 133,990 $ 20,363,548 $ 250,000 $ 20,747,538 $ 5,250,000 $ 231,487,647 $ 76,364,386 $ 101,215,164 $23,308,097 $200,887,647 $ 30,600,000 85 GOVERNMENTAL FUNDS 2007 - 2009 Summary of Estimated Financial Sources and Uses ACTUAL PROJECTED BUDGET REVENUES 2007 2008 2009 Taxes $ 76,420,982 $ 80,638,041 $ 82,617,132 Licenses and permits 3,470,900 2,211,400 1,893,900 Intergovernmental 53,486,023 56,289,686 57,265,970 Miscellaneous 8,046,891 4,274,946 8,214,875 Fees 7,330,000 5,092,230 7,425,300 Charges for Services 7,800,131 4,165,422 5,153,111 Total Estimated Financial Sources $ 156,554,927 $ 152,671,725 $ 162,570,288 EXPENDITURES Current: General government $ 25,482,555 $ 27,307,949 $ 27,255,421 Public safety 34,536,968 39,351,904 38,675,080 Public works 31,132,641 31,342,973 31,702,629 Public health and welfare 29,798,737 34,377,018 32,941,280 Human Services 14,455,824 16,282,222 14,681,871 Culture and Recreation 5,338,931 960,069 948,026 Miscellaneous 7,603,865 1,611,038 1,686,262 Capital outlay 18,583,706 7,535,000 16,400,000 Contingency/ Reserves 0,000 52,261 12,400,000 Total Use of Resources $166,933,307 $ 158,820,434 $ 176,690,569 Net Increase (Decrease) in Fund Balance - 10,378,380 - 6,148,709 - 14,120,281 Fund Balance at Beginning of Year 49,865,589 39,487,209 33,338,500 Fund Balance at End of Year-without Unspent Contingencies/ Reserves 39,487,209 33,338,500 19,218,219 Contingencies/ Reserves Appropriated but Unspent 0 0 12,400,000 Fund Balance at End of Year - with Contingencies / Reserves $ 39,487,209 $ 33,338,500 $ 31,618,219 86 PROPRIETARY FUNDS 2007- 2009 Summary of Estimated Financial Sources and Uses ACTUAL PROJECTED BUDGET REVENUES 2007 2008 2009 Taxes $ 1,254,012 $ 1,500,000 $ 1,500,000 Intergovernmental 0 77,120 38,400 Fees 8,519,367 7,600,608 8,559,799 Charges for Services 17,479.623 16,221,603 20.507,205 Total Estimated Financial Sources $ 27,253,002 $ 25.399.331 $ 30,605.404 EXPENDITURES Paramedic Services $ 8,579,443 $ 7,677,728 $ 8,598,199 Motor Pool 7,433,177 6,688,500 8,516,500 Health Insurance 8,142,545 7,986,111 10,530,000 Insurance 2,149,559 1,820,000 1,830,000 Phone Services 1,094,329 1,579,414 1,380,705 Weld Finance Corp 568.626 0 0 Total Use of Resources $ 27.967,679 $ 25,751,753 $ 30,855,404 Net Increase (Decrease) in Fund Balance - 714,677 - 352,422 - 250,000 Fund Balance at Beginning of Year 7,030,099 6,315,422 5,963,000 Fund Balance at End of Year-without Unspent Contingencies/ Reserves 6,315,422 5,963,000 5,713,000 Contingencies/ Reserves Appropriated but not Spent 0 0 0 Fund Balance at End of Year- with Contingencies / Reserves $ 6,315.422 $ 5,963.000 $ 5,713,000 87 WELD COUNTY TOTAL TAXABLE PROPERTY 2008 ASSESSED VALUES TO BE USED FOR 2009 BUDGET Class 2007 Assd Value 2008 Final Assd Value Change$ Change % Vacant $ 132,399,140 $ 125,609,000 $ (6,790,140) -5% Residential $ 1,218,086,340 $ 1,258,374,790 $ 40,288,450 3% Commercial $ 631,036,750 $ 654,957,800 $ 23,921,050 4% Industrial $ 214,051,130 $ 216,214,910 $ 2,163,780 1% Agricultural $ 96,371,890 $ 97,874,960 $ 1,503,070 2% Natural Rsc $ 14,538,010 $ 14,996,920 $ 458,910 3% Oil &Gas $ 1,749,119,710 $ 1,709,997,160 $ (39,122,550) -2% State Assd ** $ 412,859,500 $ 487,797,900 $ 74,938,400 18% **Prelim SA Total Value: $ 4,468,462,470 $ 4,565,823,440 $ 97,360,970 2.2% Less TIF Value $ (3,230,580) $ (4,877,710) Net Total: $ 4,465,231,890 $ 4,560,945,730 $ 95,713,840 2.1% Class 2007 2008 Final Assd Value Usti Change % Total Real $ 3,789,250,030 $ 3,780,454,010 $ (8,796,020) -0.2% Total Personal $ 679,212,440 $ 785,369,430 $ 106,156,990 15.6% Percent of Value 2007 2008 Change% Real 85% 83% -2% Personal 15% 17% 2% Value Changes 2007-2008 Weld And Value By Type Final 2008(Final) I 30P00 leoo Total i 1000 Personal 1400 17% a 1300 I 1000 coo _ . _ II 3� o 0 Total Real 83% clan [M2001 M200 88 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 691,187 $ 281,152 $ 972,339 PUBLIC TRUSTEE 0 6,149 6,149 CLERK&RECORDER (1,841,813) 631,691 (1,210,122) ELECTIONS 1,080,454 95,025 1,175,479 TREASURER (1,382,383) 0 (1,382,383) ASSESSOR 2,445,063 339,480 2,784,543 COUNTY COUNCIL 64,871 18,400 83,271 DISTRICT ATTORNEY 4,467,737 537,212 5,004,949 SHERIFF 1,361,581 1,913,318 3,274,899 CORONER 633,240 55,992 689,232 CLERK TO THE BOARD 270,166 83,541 353,707 TOTAL $ 7,790,103 $ 3,961,960 $ 11,752,063 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $ 16,169,137 $ 1,442,331 $ 17,611,468 CENTENNIAL JAIL 2,295,795 217,086 2,512,881 CONTRACT JAIL SPACE 0 180,291 180,291 COMMUNITY CORRECTIONS 92,547 14,935 107,482 SOCIAL SERVICES 5,775,000 927,068 6,702,068 HUMAN RESOURCES 12,351 860,244 872,595 PUBLIC HEALTH 3,590,471 810,484 4,400,955 TOTAL $ 27,935,301 $ 4,452,439 $ 32,387,740 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 815,705 $ 559 $ 816,264 CRIME LAB 190,315 20,811 211,126 POLICE SERVICES(LEVEL) 6,878,288 138,709 7,016,997 SHERIFF CONTRACT SERVICES (22,670) 0 (22,670) COMMUNICATIONS-COUNTY-WIDE 1,600,496 0 1,600,496 COMMUNICATION SYSTEM DEVEL 20,000 0 20,000 E-911 0 0 0 OFFICE EMERGENCY SERVICES 111,873 6,601 118,474 DRUG TASK FORCE 165,260 1,100 166,360 TRAFFIC ENFORCEMENT 987,476 22,263 1,009,739 TOTAL $ 10,746,743 $ 190,043 $ 10,936,786 89 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION TRANSPORTATION $147,334 $ - $ 147,334 PLANNING&ZONING/BLDG INSP 1,318,521 682,285 2,000,806 ANIMAL CONTROUCODE ENFORCEMENT 460,029 9,201 469,230 NOXIOUS WEEDS 752,877 47,752 800,629 EXTENSION SERVICE 400,500 169,067 569,567 VETERAN'S OFFICE 65,995 7,224 73,219 AIRPORT 15,000 20,148 35,148 MENTAL HEALTH 104,599 0 104,599 MISSILE SITE PARK 70,706 8,383 79,089 COUNTY FAIR 68,945 3,781 72,726 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 310,276 27,932 338,208 JUVENILE DIVERSION 21,211 13,642 34,853 VICTIM ADVOCATES 66,554 0 66,554 WHITE COLLAR CRIME 0 0 0 WASTE WATER MANAGEMENT 11,367 14,195 25,562 ECONOMIC DEVELOPMENT 105,000 0 105,000 A KID'S PLACE 8,750 0 6,750 GEOGRAPHICAL INFORMATION SYSTEM 230,178 21,300 251,478 COMMUNITY AGENCY GRANTS J 03,530 0 103,530 PARKS AND TRAILS 32,000 0 32,000 ISLAND GROVE BUILDING 100,000 0 100,000 RETIRMENT TRANSFER 250,000 0 250,000 TOTAL $4,701,997 $1,024,910 $5,726,907 GENERAL ASSISTANCE: $ - $ - $ - PUBLIC WORKS $ 7,354,938 $ 1,359,699 $ 8,714,637 ENGINEERING 2,489,227 75,684 2,564,911 TOTAL $ 9,844,165 $ 1,435,383 $ 11,279,548 CAPITAL: EQUIPMENT $ 50,000 $ - $ 50,000 BUILDINGS 8,000,000 0 8,000,000 TOTAL $ 8,050,000 $ - $ 8,050,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 750,399 $ (750,399) $ - BUILDING&GROUNDS 5,080,661 (5,080,661) 0 FINANCE&ADMINISTRATION 288,565 (288,565) 0 ACCOUNTING 608,499 (608,499) 0 PURCHASING 144,485 (144,485) 0 HUMAN RESOURCES 763,442 (763,442) 0 PBXJPHONES 0 0 0 INSURANCE 1,500,000 (1,500,000) 0 NON-DEPARTMENTAL 606,000 (606,000) 0 BUILDING RENTS 0 0 0 INFORMATION SERVICES 2,901,000 (2,901,000) 0 PRINTING&SUPPLY 68,211 (68,211) 0 TOTAL $ 12,711,262 $ (12,711,262) $ - 90 CENTRAL SERVICE COST ALLOCATION PLAN SUMMARY OF 2007 ALLOCATED COSTS APPLICABLE FOR 2009 DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED OFFICE OF THE BOARD $335,563 TRAFFIC ENFORCEMENT $26,571 PUBLIC TRUSTEE 7,339 PEST&WEED CONTROL 56,993 ELECTIONS 113,415 EXTENSION SERVICE 201,786 ASSESSOR 405,179 VETERAN'S OFFICE 8,622 COUNTY COUNCIL 21,961 AIRPORT 24,047 DISTRICT ATTORNEY 641,178 MISSILE SITE PARK 10,005 SHERIFF 2,283,599 CLERK TO THE BOARD 99,709 CORONER 66,828 COUNTY FAIR 4,513 JAIL 2,195,744 COUNTY CLERK 753,941 COMMUNITY CORRECTIONS 17,825 JUVENILE DIVERSION 16,282 GRAPHIC INFORMATION SERVICE 25,422 VICTIM ASSISTANCE 33,338 SOCIAL SERVICES 1,106,482 CRIMINAL JUSTICE 667 HUMAN SERVICES 1,026,725 PUBLIC WORKS 1,622,839 PUBLIC HEALTH 967,335 ENGINEERING 90,331 POLICE SERVICES(LEVEL) 165,553 TASK FORCE 1,313 ANIMAL CONTROL 10,982 SOLID WASTE 16,942 REGIONAL FORENSIC LAB 24,839 COURTS-STATE 665,972 AMBULANCE 327,272 COURTS-COUNTY 0 OFFICE EMERGENCY SERVICES 7,879 HOUSING AUTHORITY 0 PLANNING&ZONING/BLDG INSP 814,327 OTHER 971,932 $15,171,250 The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31,2007, prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2009 and represents indirect costs to the departments in addition to the direct costs appropriated in each budget unit.The allocation plus the direct costs represent the total cost of specific County programs for 2009. 91 SEVEN YEAR TREND Beginning Rkelma \ ---- «o m-'735 s z 000,000—Z \ , ) tic ? 9 , « « § > 30000000—" a ® \ z » % 25,000 0 00 \ J 20 00 000--77z ) ^ w ( . P - \ \ \ \ \ »o»—,- � g > r e © » 2 z g g — ,o0 000-7- 5,000 000_Z- H ) 6 \ c 9 : � w. < . m, 2004 2005 2006 2007 2008 2009 92 SEVEN YEAR TREND County Expenditures $60— CI Gen Gov ❑Public Safety 0 Roads & Bridges 51 7 0 Health/Human Srv/Soc Sry $50 4. 40 •.1 38.35 38.7 $40 Arr 35.9 33 334 30 '- 0 30. 9 : 9 O J $30 .'A .1: 7. _t 26 E 25. 6_'"96 - ! 92 .' 96 vi 1!.67 1 ,3 $20 18 6 $10 7 s- '"- i' 't' 5- r $0 2003 2004 2005 2006 2007 2008 2009 93 /1 / 1 f 1 J F Y N8 Y U § av U z Cl) o " i w Q) Q) � *8 ill Q 0 _ g6 (...7 IX 2 W \. ' i \ T 5 i 1 / to \ Z ° L V c -.-E, L re �\ C C O O "m U A U •N 03 ilz5 z °� z C EE > N L Co 'n 0 Q) W Lif . L E O c L m v,T. O Q = c E O {� Q 7 m� Q N tj U _ 3 O >, \O / .= J Oo \ / Y Y ° L N W Z c C ° `o L � � e�. J ill /y 1 _ E •— .� `'n 2 u m a M N C o — ca y. rn o a E o z p wodoc •y N U U aa iTs N Q a 03 U _ •E L W � C o E 5 i-- 2 ° '- -E. ~-- C G y.0 Z A a rnrn Oa) hub 0 C u — C C 0,12 O 74 m lL C u E 0 C) a c �o com'. O (.) (Q d �_ c -o lo E �= ,o a d co O U n- U) 2 �`o. U Q 0 Q ammo = �� J ) o / \ / L \ / L \ / \ ("1 Z ... O O w 0 Q C O V a) aci a U V u c> 8 �. _ tJ 1CD .... C C L amm _ in w e C — CO — a -.. N — =O oo m — O {) 2 L 0 C aL 'y N o .c LO Z a'° E o d== a '� E XLL U i N Q w O U ( _ m X w d Q UI co N O a w ›- E \ d J \ \ J \ / �J E Z -a W ° L O H O .r Cc a) W C Q I:- -a° O o . - g A m caw �,un V a..� ,� _ _Zoo O om C.) LU N O = C 'N c L I ? 2 in '� y rn" A •N o m O .N —O 0 N I1iJII co Q to II VJv1EOW . N ,- S J c 1-� gu) >a Q 2_ Q C) \ LL 0...= J \ 94 SUMMARY OF COUNTY FUNDED POSITIONS 2009 LAST CURRENT REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL YEAR BUDGET BUDGET FINAL YEAR 2008 2009 2009 CHANGE 2007 GENERAL FUND: Office of the Board 6.000 6.000 6.000 6.000 County Attorney 5.000 4.000 4.000 4.000 Planning and Zoning 17.000 17.000 16.000 13.000 - 4.00( Clerk to the Board 5.500 6.000 6.000 6.000 Accounting 5.000 6.500 6.500 6.500 Finance and Administration 1.500 1.500 1.500 1.500 Clerk and Recorder 45.000 45.000 45.000 45.000 Elections 4.000 5.000 5.000 5.000 Treasurer 10.000 10.000 10.000 10.000 Assessor 39.500 37.500 37.500 37.500 Human Resources 5.000 6.000 6.000 6.000 Buildings and Grounds 24.000 24.000 26.000 26.000 + 2.00( Victim Witness 9.375 10.375 11.250 11.250 + 0.87E Juvenile Diversion 2.500 3.500 2.000 1.500 - 2.00( Office of Emergency Management 1.000 1.000 1.000 1.000 Purchasing 2.000 2.000 2.000 2.000 District Attorney 57.250 57.375 59.375 60.375 + 3.00( Coroner 5.500 5.500 6.000 6.000 + 0.50( Centennial Jail 30.000 32.000 38.000 38.000 + 6.00( North Jail 188.000 199.000 200.600 200.600 + 1.60( Sheriff 16.000 16.000 16.000 16.000 Victim Advocates 2.000 2.000 2.000 2.000 Crime Lab 1.000 1.000 2.000 2.000 + 1.00( Drug Task Force 1.000 1.000 1.000 1.000 Sheriff Contract Services 0.000 3.000 7.000 7.000 + 4.00( Building Inspection 16.000 16.000 15.000 9.000 - 7.00( Police Services 70.750 71.750 72.750 72.750 + 1.00( Traffic Enforcement 12.000 12.000 12.000 12.000 Community Corrections 1.000 1.000 2.000 2.000 + 1.000 Pest and Weed Control 2.000 2.000 2.000 2.000 95 LAST CURRENT REQUEST FINAL CURRENTTC DEPARTMENT ACTUAL YEAR BUDGET BUDGET FINAL YEAR 2008 2009 2009 CHANGE 2007 Extension Service 10.750 10.750 10.750 10.750 Veteran's Office 1.000 1.000 1.000 1.000 Missile Site 1.000 1.000 1.000 1.000 General Engineering 23.000 23.000 20.000 20.000 - 3.001 Printing and Supply 2.000 2.000 2.500 2.500 + 0.501 Fair 0.300 0.300 0.300 0.300 Geographical Info. System 1.000 1.000 1.000 1.000 Animal Control/Code Enforce. 5.000 5.000 5.000 5.000 TOTAL GENERAL FUND 630.925 649.050 663.025 654.525 + 5.47! PUBLIC WORKS: Maintenance Support 10.000 10.000 9.000 9.000 - 1.00( Administration 7.000 7.000 7.000 7.000 Motor Graders 41.000 43.000 43.000 43.000 Trucking 36.000 36.000 36.000 36.000 Bridge Construction 26.000 26.000 27.000 27.000 + 1.00( Pavement Management 9.000 9.000 10.000 10.000 + 1.00( Mining 11.000 11.000 5.000 5.000 - 6.00( TOTAL PUBLIC WORKS 140.000 142.000 137.000 137.000 - 5.00( HEALTH DEPT FUND: Administration 7.500 8.000 8.000 8.000 Health Communication 14.500 15.000 11.750 11.750 - 3.25( Environmental Services 25.450 25.950 25.750 25.250 - 0.70( Health Preparedness 0.000 2.500 2.500 2.500 Public Health Services 44.900 43.650 45.600 45.600 + 1.95( TOTAL HEALTH DEP'T FUND 92.350 95.100 93.600 93.100 - 2.00( SOCIAL SERVICES 230.000 246.500 263.000 263.000 + 16.50( PHONE SERVICES 2.000 2.000 2.000 2.000 PARAMEDIC SERVICES 44.000 51.000 55.000 51.000 GRAND TOTAL 1,139.275 1,185.650 1,213.625 1,200.625 + 14.97! 96 GENERAL FUND Revenue Changes $60,000,000 $50,000,000 " _ - ------ .. - - ___ - ❑2008 $40,000,000 - ti:w'! O2009 ar $30,000,000 $20,000,000 --- ---- ---------- $10,000.000 $o -- I r<I C' 0+ 9+ey JCag OC• •-o �e `40tb J�ee oJg Joo (` 4 o sF �a e as aoQe aroa ePca ,e�JF eyN• o`yeet fore 4eaaao JaOa Q O �e aeacb `Gees AO ti `Jeep �yh �J aJ ray �i 6 2009 Revenue Total $76,978,208 (2008 $74,221 ,963) Other Taxes,$100,000, 0% Property Tax, Fee Accounts, $54,012,194,71% $7,162,500,9% Intergovernmental, $3,185 141 4% Licenses/Permits, - $1,145,000, 1% Charges for Services, $3,287,146,4% Fund Balance, $2,750,000,4% Miscellaneous, Fines/Forfeitures, $5,171,225,7% $165,000,0% 97 GENERAL FUND EXPENDITURE CHANGES $45,000,000 $40,000,000 $35,000,000 ®2008 $30,000,000 ❑2009 $25,000,000 . $2O000,000 $15,000,000 $10,000,000 $5,000,000 .. Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec. Welfare 2009 Expenditures Total $74,277,342 (2008 $71 ,467,279) Health&Welfare, $3,695,070, 5% General Gov., Human Serv., $288,256, $27,255,421,37% r 0% —Misc., $867,367, 1% _ — Auxilary,$483,895, 1% g Public Works, $2,489,227, 3% Culture/Rea, $523,026, Public Safety, 1% $38,675,080, 52% 98 SEVEN YEAR TREND General Government $30 $25 • $20 CI) z w . $15 2 $10 474 $5 .` $0 I I I - I 2003 2004 2005 2006 2007 2008 2009 99 SEVEN YEAR TREND Public Safety $45 -_ $40 $35 - , N w--wy $30 - t O as. J itg $20 - - 4 5 a-55 .t $15 ' t .4.,,,r— $10 . 224 * -_- r 4 ar242W. 71 if. 22 $5 2003 2004 2005 2006 2007 2008 2009 100 SEVEN YEAR TREND Health & Welfare $60 $50 - n $40 - " "- P., : - a N ".,.l $30 = _, L'S x $20 �.. $10 fix„ --3' w L k s' TT C • ice.., q-..y...�. { xim 2003 2004 2005 2006 2007 2008 2009 101 GENERAL FUND SUMMARY The General Fund is funded at the level of $74,277,342, up $2,810,063. Without salary adjustments, the budget for the general government functions is up $769,860. There was a decrease of$371,754 in election costs since 2009 is an off-year election, compared to 2008 which was a Presidential Election year. Information Services decreased$318,675 in costs due to the new contract negotiated for a seven year extension in services at the same level. The District Attorney's budget is up $331,123, primarily due to the addition of one Deputy DA III for the new District Court division created mid-year, Chief Deputy DA for gang prosecutions, and one Deputy DA III for the Juvenile Division. Victim Witness is up$30,625 due to additional grant resources for staffing. GIS is down $42,793 by deferring aerial photography updates one year. The Building and Grounds budget has been impacted by the rising energy costs and the additional buildings ($631,151). Transferring the transit function from Human Services to the General Fund to fund the City of Greeley contract increased appropriations by$657,197. Other departments had normal inflationary increases. Public safety functions are down $457,004. The Sheriffs patrol and traffic units were impacted by fuel costs. An additional Investigator was added to the White Collar Crime Task Force ($75,113) and a DNA Analyst was added to the Crime Lab to do property crimes. Contract with towns, schools, and Aims Community College for law enforcement services were moved to a new budget unit from Sheriffs Operations ($569,811). In the North Jail budget significant costs have been deferred by not opening the remaining 122 secure confinement beds in the new jail wing. Inmate census trends during the seven-month period prior to the development of this budget indicate 2008 capacity should be adequate in 2009. The approximately$1.59 million in deferred staff cost is not a permanent cost savings as additional staff and capacity will be needed in the future. Six additional positions were added in the Centennial Jail budget to make use of the added inmate capacity in the new Alternative Jail Programs building. Jail contract space for outside jail beds was dropped $391,463 with the opening of the new jail pod. An additional .5 FTE Coroner Investigator was added ($46,170). Pest and Weed is up $269,196, as the department assumed prairie dog control and tree removal responsibilities formerly done by Public Works.$50,000 was added to Pest and Weed for the Phreatophyte Program to coordinate removal of high water use trees from along the Platte River. Building Inspection had seven positions eliminated due to the drop in construction activity with the economic slowdown and housing crisis saving$408,136.Communication costs are down $334,249, primarily due to new funding formula and agencies paying the City of Greeley directly versus running the revenue and costs through Weld County's budget. Community Correction contracts from the state are down $399,927 due to the loss of state funding. Other significant changes include Engineering, which is up $444,552 due to consultant contracts and engineering costs for projects. The General Fund's subsidy to the Public Health Department is up$651,114 with the majority due to cost of living adjustments and a loss of$382,377 in revenue formerly from landfill fees from the closure of the Erie landfill that must now be made up by General Fund dollars. Finally, $1,388,594 is included for a 3.5%salary increase,the increase of retirement to 9.0%, and health insurance rate increases for 2009. 102 The available resources to the General Fund are $76,978,208 compared to $74,221,963 in 2008, up$2,756,245. Property taxes are budgeted at$54,012,194. Revenue from interest earnings due to the conservative estimates in 2008 remain at$3,200,000 for 2009. Tobacco tax is up $10,000, Oil and Gas Royalties are up $75,000, and Fines are up $20,000. Other revenues are stable. Building Inspection fees are down $100,000, and Planning fees are down $275,000 due to the slowdown in development and residential construction. Charges for services are up $433,507, mostly due to transit revenues transferred from Human Services. Community Corrections revenues are down $399,927 due to lower state grants. The Treasurer's fees are anticipated to be up $255,000 due to the volume of activity and conservative estimates in the past.Clerk and Recorder's fees are unchanged due to slowing motor vehicle sales and slowdown in recording fees from new construction and mortgage refinancing activities. Other revenues are stable or only slightly changed. The beginning fund balance is anticipated to be $2,750,000 for 2009. An estimated ending fund balance of$2,700,866 is projected for year-end. The fund balance amount serves as an additional contingency amount during the fiscal year. In addition to the regular Contingency Fund is the Emergency Reserve Fund amounting to$5,000,000 required under the TABOR Amendment,which passed in 1992. This fund balance amount is consistent with the anticipated ending fund balances for the last few years. It is prudent fiscal management for Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs of the citizens of Weld County in 2009 and future years. 103 GENERAL FUND SUMMARY OF REVENUES 200 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 52,403,818 54,113,021 54,113,021 54,012,19 1000 90100 4116 PROPERTY TAX ADJUSTMENT -810,917 0 0 1000 90100 4140 SEVERANCE TAXES 390,000 0 0 1000 90100 4150 TOBACCO PRODUCTS 90,000 100,000 100,000 100,00 TOTAL TAXES 52,072,901 54,213,021 54,213,021 54,112,19 LICENSES&PERMITS 1000 90100 4210 LICENSES 0 0 0 i 1000 90100 4215 LICENSES, LIQUOR/DANCE 5,000 5,000 5,000 5,001 1000 17100 4221 PERMITS 625,000 350,000 350,000 350,001 1000 25100 4222 BUILDING 600,000 600,000 600,000 500,001 1000 25100 4224 ELECTRICAL 90,000 90,000 90,000 90,001 1000 25100 4226 PLAN CHECK 200,000 200,000 200,000 200,001 TOTAL LICENSES&PERMITS 1,520,000 1,245,000 1,245,000 1,145,001 INTERGOVERNMENTAL 1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 1,750 1,750 1,751 1000 15100 4336 REIMBURSEMENTS 53,600 60,000 60,000 60,00' 1000 21210 4336 REIMBURSEMENTS 18,625 15,000 15,000 15,001 1000 24410 4336 REIMBURSEMENTS 12,500 20,000 20,000 20,001 1000 15100 4340 GRANTS 0 0 0 123,49 1000 15200 4340 GRANTS 125,709 116,743 116,743 63,93, 1000 15300 4340 GRANTS 132,500 165,276 165,276 165,271 1000 16500 4340 GRANTS 0 0 0 143,001 1000 21300 4340 GRANTS 105,188 74,268 74,268 74,26: 1000 24200 4340 GRANTS 93,122 77,740 77,740 77,741 1000 96400 4340 GRANTS 2,400 2,400 2,400 2,401 1120 15300 4340 GRANTS 32,606 35,418 35,418 35,41, 1130 15300 4340 GRANTS 91,300 91,300 91,300 91,301 114006 15300 4340 GRANTS 13,700 14,947 14,947 14,94 116007 24210 4340 GRANTS 408,236 0 0 1 116007 24220 4340 GRANTS 1,919,832 0 0 1 116008 24220 4340 GRANTS 0 1,943,523 1,943,523 1,943,52: 1000 90100 4352 THORNTON 29,890 29,890 29,890 29,891 1000 21300 4354 CITIES AND TOWNS 6,689 8,200 8,200 8,201 1000 24410 4354 CITIES AND TOWNS 252,000 315,000 315,000 315,001 TOTAL INTERGOVERNMENTAL 3,299,897 2,971,455 2,971,455 3,185,14; CHARGE FOR SERVICES 1000 10200 4410 CHARGE FOR SERVICES 6,000 3,000 3,000 3,001 1000 10400 4410 CHARGE FOR SERVICES 52,690 57,120 57,120 57,121 1000 11200 4410 CHARGE FOR SERVICES 106,000 230,000 230,000 230,001 1000 15100 4410 CHARGE FOR SERVICES 50,000 50,000 50,000 50,001 1000 16500 4410 CHARGE FOR SERVICES 0 0 0 366,86: 1000 17350 4410 CHARGE FOR SERVICES 20,000 20,000 20,000 20,001 1000 17600 4410 CHARGE FOR SERVICES 244,400 250,859 250,859 250,85! 1000 21100 4410 CHARGE FOR SERVICES 60,000 60,000 60,000 60,001 1000 21200 4410 CHARGE FOR SERVICES 654,975 305,696 305,696 305,691 1000 21220 4410 CHARGE FOR SERVICES 0 561,733 561,733 561,73: 1000 22100 4410 CHARGE FOR SERVICES 359,219 0 0 1 1000 24410 4410 CHARGE FOR SERVICES 407,480 319,000 319,000 319,001 1000 24420 4410 CHARGE FOR SERVICES 750,000 915,000 915,000 915,001 1000 26100 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 10,001 1000 50100 4410 CHARGE FOR SERVICES 1,375 1,375 1,375 1,37: 1000 90100 4420 PARKING 27,000 26,500 26,500 26,501 1000 13100 4430 SALE OF SUPPLIES 10,000 10,000 10,000 10,001 1000 15100 4430 SALE OF SUPPLIES 60,000 65,000 65,000 65,001 1000 17100 4430 SALE OF SUPPLIES 5,000 5,000 5,000 5,00' 1000 17600 4430 SALE OF SUPPLIES 27,000 30,000 30,000 30,001 1000 21200 4430 SALE OF SUPPLIES 2,500 0 0 1 TOTAL CHARGE FOR SERVICES 2,853,639 2,920,283 2,920,283 3,287,141 FINES&FORFIETURES 1000 21210 4510 FINES 100,000 115,000 115,000 115,00' 1000 90100 4510 FINES 104 30,000 50,000 50,000 50,00' GENERAL FUND SUMMARY OF REVENUES 200 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final TOTAL FINES&FORFIETURES 130,000 165,000 165,000 165,001 MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 3,200,000 3,200,000 3,200,000 3,200,001 1000 22100 4624 RENTS FROM BUILDINGS 58,516 56,200 56,200 56,201 1000 90100 4624 RENTS FROM BUILDINGS 70,000 70,000 70,000 70,001 1000 90100 4640 OIL AND GAS 500,000 575,000 575,000 575,00' 1000 90100 4650 OVERHEAD 789,265 789,265 789,265 789,2& 1000 21200 4670 REFUND OF EXPENDITURE 40,000 45,000 45,000 45,00! 1000 21260 4670 REFUND OF EXPENDITURE 150,653 117,960 117,960 117,961 1000 26200 4670 REFUND OF EXPENDITURE 32,000 32,000 32,000 47,10! 1000 23200 4680 OTHER 700 700 700 701 1000 96200 4680 OTHER 250,000 250,000 250,000 250,001 1000 15400 4690 DONATIONS 20,000 20,000 20,000 20,001 1000 21230 712700 TRANSFER 81,892 0 0 1 TOTAL MISCELLANEOUS 5,193,026 5,156,125 5,156,125 5,171,221 FEES 1000 12100 4720 ADVERTISING FEES 52,000 50,000 50,000 50,00' 1000 10300 4730 OTHER FEES 0 200,000 200,000 200,001 1000 11100 4730 OTHER FEES 4,400,000 4,400,000 4,400,000 4,400,001 1000 12100 4730 OTHER FEES 1,945,000 2,200,000 2,200,000 2,200,001 1000 13100 4730 OTHER FEES 45,000 65,000 65,000 65,001 1000 15100 4730 OTHER FEES 2,500 2,500 2,500 2,501 1000 24410 4730 OTHER FEES 160,000 195,000 195,000 195,001 1000 90100 4740 FEES, CABLE FRANCHISE 48,000 50,000 50,000 50,001 TOTAL FEES 6,652,500 7,162,500 7,162,500 7,162,501 TOTAL GENERAL FUND 71,721,963 73.833,384 73,833,384 74,228,20! 105 GENERAL FUND SUMMARY OF EXPENDITURES 2009 2008 ' 2009 2009 2009 Fund Orq Expenditure Function Budget Request Recommend Final GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 662,455 656,943 656,943 691,187 1000 10200 COUNTY ATTORNEY 704,452 728,189 728,189 753,399 1000 10300 PUBLIC TRUSTEE 7,000 0 0 0 1000 10400 CLERK TO THE BOARD 287,059 285,911 285,911 327,286 1000 11100 COUNTY CLERK 801,478 805,087 805,087 834,780 1000 11200 ELECTIONS AND REGISTRATION 1,671,783 1,300,029 1,300,029 1,310,454 1000 11300 MOTOR VEHICLE 1,631,854 1,638,449 1,638,449 1,723,407 1000 12100 TREASURER'S OFFICE 834,857 831,057 831,057 867,617 1000 13100 ASSESSOR 2,424,676 2,473,876 2,473,876 2,520,063 1000 14100 COUNTY COUNCIL 30,658 63,408 63,408 64,871 1000 15100 DISTRICT ATTORNEY 4,414,819 4,622,445 4,612,484 4,768,734 1000 15200 JUVENILE DIVERSION 175,690 155,657 155,657 85,245 1120 15300 VICTIM WITNESS 32,606 35,418 35,418 35,418 1130 15300 VICTIM WITNESS 91,300 91,300 91,300 91,300 114006 15300 VICTIM WITNESS 13,700 14,947 14,947 14,947 1000 15300 VICTIM WITNESS 390,939 417,505 417,505 475,552 1000 15400 WHITE COLLAR CRIME 17,353 89,106 20,000 20,000 1000 16100 FINANCE 312,982 272,837 272,837 288,565 1000 16200 ACCOUNTING 579,255 602,255 602,255 608,499 1000 16300 PURCHASING 141,549 141,549 141,549 144,485 1000 16400 PERSONNEL 694,390 751,500 751,500 763,442 1000 16500 TRANSPORTATION 0 0 0 657,197 1000 17100 PLANNING OFFICE 1,698,190 1,664,740 1,541,080 1,569,064 1000 17200 BUILDINGS AND GROUNDS 4,400,345 5,031,496 5,031,496 5,080,661 1000 17300 INFORMATION SERVICES 3,219,675 2,901,000 2,901,000 2,901,000 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 300,419 365,576 257,626 259,178 1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 90,000 50,000 50,000 50,000 1000 17600 PRINTING AND SUPPLY 334,222 343,681 343,681 349,070 TOTAL GENERAL GOVERNMENT 25,963,706 26,333,961 26,023,284 27,255,421 PUBLIC SAFETY 1000 21100 SHERIFF ADMINISTRATION 1,298,020 1,351,186 1,338,281 1,421,581 1000 21200 SHERIFF'S OPERATIONS 7,013,474 7,125,826 7,125,826 7,228,984 1000 21210 TRAFFIC CONTROL 1,073,777 1,128,140 1,128,140 1,117,476 1000 21220 MUNICIPAL CONTRACT SERVICES 0 569,811 569,811 539,063 1000 21230 ORDINANCE 88 ENFORCEMENT 427,563 453,567 453,567 460,029 1000 21260 REGIONAL LAB 290,279 328,508 298,218 308,275 1000 21300 VICTIM ADVOCATES 126,180 140,622 140,622 149,022 1000 21410 DRUG TASK FORCE 169,615 165,260 165,260 165,260 106 GENERAL FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 1000 22100 COMMUNICATIONS SERVICE 1,990,945 1,656,696 1,656,696 1,656,696 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 125,000 20,000 20,000 20,000 1000 22300 E-911 700 0 0 0 1000 22400 CRIMIAL JUSTICE SYSTEM 870,825 815,705 815,705 815,705 1000 23200 COUNTY CORONER 574,612 620,782 620,782 633,940 1000 24200 COMMUNITY CORRECTIONS 93,122 170,287 170,287 170,287 116007 24210 RESIDENTIAL TREATMENT CENTER 408,236 0 0 0 116007 24220 THE RESTITUTION CENTER 1,919,832 0 0 0 116008 24220 THE RESTITUTION CENTER 0 1,943,523 1,943,523 1,943,523 1000 24410 NORTH JAIL COMPLEX 16,504,996 16,393,944 16,393,944 17,018,137 1000 24420 CENTENNIAL JAIL 3,146,273 3,182,571 3,182,571 3,210,795 1000 24440 CONTRACT JAIL SPACE 391,463 0 0 0 1000 25100 BUILDING INSPECTION 1,304,716 1,245,133 998,787 894,457 1000 26100 WEED AND PEST 481,349 700,545 700,545 762,877 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 140,927 213,005 153,005 158,973 TOTAL PUBLIC SAFETY 38,351,904 38,225,111 37,875,570 38,675,080 PUBLIC WORKS 1000 31100 ENGINEERING 1,999,779 2,444,331 2,444,331 2,489,227 CULTURE&RECURATION 1000 50100 MISSILE PARK 71,124 71,124 71,124 72,081 1000 50200 PARKS AND TRAILS 50,000 32,000 32,000 32,000 1000 56100 AIRPORT 3,947 15,000 15,000 15,000 TOTAL CULTURE&RECURATION 125,071 118,124 118,124 119,081 HEALTH&WELFARE 1000 56110 SENIOR PROGRAMS 12,500 12,500 12,500 12,500 1000 56120 WASTE WATER 11,367 11,367 11,367 11,367 1000 56130 DEVELOPMENTALLY DISABLED 46,125 46,125 46,125 46,125 1000 56140 MENTAL HEALTH 145,062 104,599 101,062 104,599 1000 56150 A KID'S PLACE 8,750 8,750 8,750 8,750 1000 56160 COUNTY CONTRIBUTIONS 3,056,708 3,954,940 3,954,940 3,852,822 TOTAL HEALTH&WELFARE 3,280,512 4,138,281 4,134,744 4,036,163 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 100,000 100,000 100,000 105,000 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 606,000 606,000 606,000 606,000 1000 90150 COMMUNITY AGENCIES GRANTS 138,530 108,530 108,530 103,530 1000 96100 EXTENSION 400,500 400,500 335,908 400,500 1000 96200 FAIR 318,945 318,945 318,945 318,945 1000 96400 VETERANS 67,332 66,332 66,332 68,395 1000 96500 ISLAND GROVE BUILDINGS 115,000 100,000 100,000 100,000 1000 99999 SALARY CONTINGENCY 0 1,420,606 1,420,606 0 TOTAL MISCELLANEOUS 1,646,307 3,020,913 2,956,321 1,597,370 TOTAL GENERAL FUND 71.467.279 74,380.721 73.652.374 74.277.342 107 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100 DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department is overseen by one Commissioner, with each Commissioner serving as an assistant in another area, on a rotating basis each year. Statutory duties also include sitting as the Board of Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services; and filling, by appointment, all vacancies in county offices except the Board of Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 555,725 $ 532,593 $ 532,593 $ 566,837 Supplies 3,083 4,450 450 450 Purchased Services 98,149 125,412 123,900 123,900 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 656,957 $ 662,455 $ 656,943 $ 691,187 Revenue 0 0 0 0 Net County Cost $ 656,957 $ 662,455 $ 656,943 $ 691,187 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Small Items of Equipment is down $4,000, and Economic Development is down$5,212. Local Travel is up$4,000 due to increased mileage reimbursement. Overall budget is down $5,212. Final budget adjustments include an increase in salaries of $32,244. OBJECTIVES: 1) Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 2)Commissioners shall strive to appoint diverse representation of all citizens on an advisory board whenever possible. 108 OFFICE OF THE BOARD (CONTINUED) 1000-10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 0.266 0.257 0.246 Per capita cost(county support) $2.73 $2.83 $2.84 Effectiveness Measures(desired results) Each department should establish benchmarks with measurable results to improve the health, safety, and welfare of the people of Weld County. Explore and utilize, when cost-effective and beneficial, technology and satellite campuses to provide more accessibility and better services 24/7 when and where possible. Ensure new growth contributes resources timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. Develop and maintain public information and interaction through a web site, public relations, and other modes of communication to improve the delivery and understanding of services. Work with diverse constituents and diverse constituent groups on processes and matters to have a positive impact on the County and the well being of County citizens. Include diverse private and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. Expand and diversify the economic base, and maximize the natural resources of Weld County. Rewrite land use regulations so they are easier to understand and follow. Recruit, train, and retain a professional workforce that will meet the county's future staffing needs. Encourage diversity of representation of citizens on appointed boards and groups. Implement the ability to accept electronic payments in all County departments. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 109 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of county regulations. Of three full-time assistants, two share the responsibilities of the County Attorney, while one enforces child support obligations and handles dependency neglect cases. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 527,506 $ 490,147 $ 543,884 $ 569,094 Supplies 2,767 2,000 2,000 2,000 Purchased Services 157,992 212,305 182,305 182,305 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 688,265 $ 704,452 $ 728,189 $ 753,399 Revenue 19,127 6,000 3,000 3,000 Net County Cost $ 669,138 $ 698,452 $ 725,189 $ 750,399 Budget Positions 4 4 4 4 SUMMARY OF CHANGES: Revenues are down$3,000,due to fewer charges to Human Services. Salaries are up $53,737 with the reorganization done last year. Legal Services are down $20,000 and Other Professional Services are down $10,000, based upon use with the new reorganization. Printing is up $10,000, which is offset by a reduction in publications of$10,000. Net increase in county costs is $26,737. Final budget adjustments include an increase in salaries of$25,210. OBJECTIVES: 1) Continued maintenance of current litigation files - avoiding any adverse judgments against Weld County; 2) Maintenance, on a current basis, of all child support and assistance in dependency and neglect and child abuse matters for Social Services; and 3) Continued representation of all units of county government in all matters pursuant to Statute and the Weld County Home Rule Charter. 110 COUNTY ATTORNEY (CONTINUED) 1000-10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs #of new requests for legal assistance 565 470 480 #of new mental health cases 53 55 55 #of new code violations 58 60 60 #of new zoning and building code cases 61 60 60 Efficiency Measures FTE's per 10,000/capita 0.221 0.171 0.164 Per capita cost(county support) $2.91 $2.99 $3.08 Number of agenda requests/D&N/mental cases per FTE 185 185 185 Effectiveness Measures(desired results1 % of new requests for legal assistance handled within 20 days 100% 100% 100% % of new code violations disposed at pre-trial conference or earlier 100% 100% 100% % of new mental health cases handled within 10 days after certification 100% 100% 100% % of new zoning or building code violation cases filed within 10 days after referral 100% 100% 100% and required delay FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 111 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300 DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed in C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and operating costs are funded by public trustee fees outside of county budget. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 7,000 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 7,000 $ 0 $ 0 Revenue 400,000 0 200,000 200,000 Net County Cost $ -400,000 $ 7,000 $ -200,000 $ -200,000 Budget Positions -- - - -- - - SUMMARY OF CHANGES: No change. Per Section 37-37-104(3), C.R.S., all expenses of the office are to be paid from Trustee fees prior to payment to the County Treasurer. Excess funds are to be maintained in a special reserve fund until one year's operating costs are accumulated. It is anticipated that excess revenue, in the amount of$200,000,will be transferred to the General Fund in 2009. OBJECTIVES: Perform statutory duties as prescribed by C.R.S. 38-37-101, et. seq., 1973. 112 PUBLIC TRUSTEE (CONTINUED) 1000-10300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of released liens 15,700 13,000 11,000 Number of cures 79 102 110 Number of redemptions 18 23 30 Number of foreclosures 2,869 3,700 4,000 Efficiency Measures Per capita cost(county support) $0.000 $0.000 $0.000 Cost per lien released $72.51 $93.85 $55.14 Effectiveness Measures (desired results) Foreclosures per 10,000 capita 126 158 164 Percent of cures/redemptions to foreclosures 5% 8% 8% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-37-102(3), C.R.S. The Public Trustee's budget which, as a state office, is maintained independent of Weld County's budget. BOARD ACTION:Approved as recommended. 113 WELD COUNTY PUBLIC TRUSTEE BUDGET 2008 Income Foreclosure Revenues $ 750,000 Release Revenues 220,000 Interest Revenues 90,000 Total Income $ 1,060,000 Charges for Services Miscellaneous Expense $ 4,000 Utilities 7,000 Telephone 10,000 Professional Fees 110,000 Meetings 2,000 Bank Service Charges 500 Janitorial Service 2,000 Contract Labor 30.000 Total Charges for Services $ 165,500 Equipment Purchase $ 25,000 Personal Expenses Education/training 1,000 Salaries 260,000 Employer's Share FICA 16,000 SUTA 1,600 Empl. Health Insurance 2,300 Trip Pay 150 Retirement 15,000 Personnel Expenditures - Other 3.000 Total Personal Expenses $ 299,050 Operating and Maintenance Dues and Subscriptions 1,000 Equipment Rental & Lease 7,500 Insurance/Bond 31,000 Office Supplies 26,000 Postage/Delivery 15,000 Rent 22,500 Maintenance and Repair 11,000 Travel and Conferences 3.000 Total Operating/Maintenance $ 117,000 Total Expenses 606,550 Net Income $ 453.450 114 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANC:F AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clark to tha Rnnrri -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 271,930 $ 270,522 $ 270,522 $ 311,897 Supplies 15,902 14,000 13,500 13,500 Purchased Services 9,851 12,592 13,092 13,092 Fixed Charges -10,263 -10,055 -11,203 -11,203 Capital 0 0 0 0 Gross County Cost $ 287,420 $ 287,059 $ 285,911 $ 327,286 Revenue 59,019 52,690 57,120 57,120 Net County Cost $ 228,401 $ 234,369 $ 228,791 $ 270,166 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Expenditures in total are unchanged. The charge-back to the County Attorney's Office is up $1,148, so gross county costs are down $1,148. Revenue for the charge-back to Phone Services are$57,120,which is up$4,430. Final budget adjustments include an increase in salaries of$41,375. OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Update codification of all county ordinances and regulations. 115 CLERK TO THE BOARD (CONTINUED) 1000-10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of meetings transcribed 230 230 230 Number of documents optically scanned 4,500 4,750 5,000 Number of BOE hearings scheduled 500 50 500 Efficiency Measures FTE's per 10,000/capita 0.265 0.257 0.246 Per capita cost(county support) $0.87 $1.00 $1.34 Cost per meeting/hearing $861.79 $1,018.99 $1,174.63 Effectiveness Measures (desired results) Percent of documents distributed within the week approved 90% 90% 90% Percent of minutes not transcribed within 2 weeks 1% 1% 1% Percent of contracts/resolutions scanned within 2 weeks 99% 99% 99% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 116 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100 DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and reproduces copies of legal documents, and issues marriage licenses. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 616,915 $ 613,328 $ 613,328 $ 643,021 Supplies 61,330 74,188 74,404 74,404 Purchased Services 62,006 98,962 102,355 102,355 Fixed Charges 11,440 15,000 15,000 15,000 Capital 61,596 0 0 0 Gross County Cost $ 813,287 $ 801,478 $ 805,087 $ 834,780 Revenue 4,458,404 4,400,000 4,400,000 4,400,000 Net County Cost $ -3,645,117 $ -3,598,522 $ -3,594,913 $ -3,565,220 Budget Positions 10 FTE-Recording 10 FTE-Recording 10 FTE-Recording 10 FTE-Recording 3 FTE-Admin. 3 FTE-Admin. 3 FTE-Admin. 3 FTE-Admin. SUMMARY OF CHANGES: Supplies are up $216 due to usage, and Repair and Maintenance is up $3,393 for imaging machines. All other line items are the same as the current year. Final budget adjustments include an increase in salaries of$29,676. Due to the economic slowdown, revenues are projected to be the same in 2009. OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory services to the public. 117 RECORDING/ADMINISTRATION (CONTINUED) 1000-11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of documents recorded 82,111 75,060 82,500 Number of copies produced 146,883 285,602 315,000 Number of marriage licenses issued 1,576 1,368 1,505 Efficiency Measures FTE'S per 10,000/capita - Recording 0.57 0.56 0.53 Per capita contribution $3.50 $3.43 $3.42 Number of documents recorded per FTE 6,316 5,774 6,346 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Slight increases seem justified. BOARD ACTION: Approved as recommended. 118 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200 DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections every two years, conducts voter registration, maintains records alphabetically and by precinct, conducts schools for election judges, provides supplies for elections, issues certificates of registration for proof of age and citizenship for international travel,services municipal clerks,school districts, special districts, and conducts special elections each November in the off year. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 408,779 $ 726,442 $ 529,181 $ 539,606 Supplies 288,565 585,730 448,820 448,820 Purchased Services 230,510 355,111 312,128 312,128 Fixed Charges 0 4,500 9,900 9,900 Capital 16,079 0 0 0 Gross County Cost $ 943,933 $ 1,671,783 $ 1,300,029 $ 1,310,454 Revenue 237,780 106,000 230,000 230,000 Net County Cost $ 706,153 $ 1,565,783 $ 1,070,029 $ 1,080,454 Budget Positions 4 5 5 5 SUMMARY OF CHANGES: 2009 will be an off-year election year requiring only one General Election with lower voter turnout versus 2008 that was a Presidential Election year with high voter turnout. The net result is a drop in the cost of this budget by$371,754. Final budget adjustments include an increase in salaries of$10,425. Revenue is up $124,000 since other jurisdictions using the consolidated election in 2009 are required to pay a per registered voter fee for the Clerk and Recorder to conduct the election. As a result, the net county cost of this budget is down $495,754. OBJECTIVES: 1) Register voters and maintain records; 2) Conduct elections; 3) Instruct and assist municipal clerks, school districts, and special districts in forms and law changes. 119 ELECTIONS (CONTINUED) 1000-11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of voter transactions 324,032 426,952 393,202 Revenue generated from elections $237,080 $106,000 $230,000 Efficiency Measures FTE'S per 10,000/capita 0.221 0.215 0.205 Per capita cost(county support) $4.68 $6.671 $4.43 Transactions per FTE 81,008 85,390 78,640 Effectiveness Measures(desired results) Percent of voter transactions per capita 143% 183% 161% Percent of voter participation 34% 92% 48% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 120 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300 DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles, processes title applications, maintains files on all titles and license plates issued in Weld County, and provides law enforcement agencies with vehicle registration information. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,389,695 $ 1,482,208 $ 1,482,208 $ 1,567,166 Supplies 15,464 13,960 15,720 15,720 Purchased Services 132,277 135,686 140,521 140,521 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,537,436 $ 1,631,854 $ 1,638,449 $ 1,723,407 Revenue 0 0 0 0 Net County Cost $ 1,537,436 $ 1,631,854 $ 1,638,449 $ 1,723,407 Budget Positions 32 Full-time 32 Full-time 32 Full-time 32 Full-time 4 Part-time 4 Part-time 4 Part-time 4 Part-time SUMMARY OF CHANGES: The only changes in the budget are an increase of$4,835 for Postage due to a rate increase, and Office Supplies increased $1,260 due to toner usage for copiers. All other items remain the same. Final budget adjustments include an increase in salaries of $104,958. OBJECTIVES: 1)Provide helpful and efficient statutory services to the public; 2)Minimize the time it takes for the public to obtain motor vehicle licenses. 121 MOTOR VEHICLE (CONTINUED) 1000 - 11300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 484,412 4294,801 544,281 FORT LUPTON BRANCH OFFICE: Number of marriage licenses issued 127 158 174 DEL CAMINO BRANCH OFFICE: Number of marriage licenses issued 278 202 222 Efficiency Measures FTE'S per 10,000/capita - DMV 1.42 1.37 1.31 Per capita cost $6.83 $6.99 $7.07 Number of titles/registrations issued per FTE 15,037 16,540 17,008 FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. The increases seem justified. BOARD ACTION: Approved as recommended. 122 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TREASURER BUDGET UNIT TITLE AND NUMBER: Treasurer- - 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds, such as property taxes,and disbursing funds collected for the state,county school districts,municipalities and special districts. The Treasurer deposits county funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 586,541 $ 564,495 $ 564,495 $ 601,055 Supplies 112,665 40,500 36,700 36,700 Purchased Services 214,919 229,862 229,862 229,862 Fixed Charges 279 0 0 0 Capital 0 0 0 0 Gross County Cost $ 914,404 $ 834,857 $ 831,057 $ 867,617 Revenue 1,987,259 1,997,000 2,250,000 2,250,000 Net County Cost $ -1,072,855 $ -1,162,143 $ -1,418,943 $ -1,382,383 Budget Positions 10 10 10 10 SUMMARY OF CHANGES: The only change in expenditures is the reduction of Small Equipment by$3,800. Revenues from Fees are up $253,000. Final budget adjustments include an increase in salaries of$36,560. OBJECTIVES: 1)To efficiently and effectively collect taxes and to pass through funds to the state, school districts, special districts, municipalities, and county; 2)To assure the greatest security of principal for investments with a reasonable return on funds invested; 3) To maintain rapport with all agencies and all constituents of the county; 4) To make a maximum effort to collect on bankruptcies; 5)To print and process tax notices more efficiently; 6)To enhance internal controls by providing for improved separation of duties within the office. 123 TREASURER (CONTINUED) 1000-12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected 261 M 276M 285M Miscellaneous Revenue Collected 60M 64M 64M Investments 94M 97M 97M Efficiency Measures FTE's per 10,000/capita .454 .440 .410 Per capita expenditure $3.48 $3.53 $3.56 Effectiveness Measures (desired results) Investment Interest Percent 4.7% 5.27% 4.9% Property Tax Percent Collected 99.5% 99.5% 99.5% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 124 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100 DEPARTMENT DESCRIPTION: Discovers and lists all real and personal property in Weld County. Maintains accurate public records including ownership history, parcel values and parcel maps. Completes appraisals of all real and personal property using statutory mandates and mass appraisal techniques. Completes statutory reports and certifications for Weld County taxing authorities for use in the property tax system. Completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,987,128 $ 2,169,080 $ 2,179,080 $ 2,225,267 Supplies 359,327 61,296 61,296 61,296 Purchased Services 180,120 194,300 233,500 233,500 Fixed Charges 0 0 0 0 Capital 9,009 0 0 0 Gross County Cost $ 2,535,584 $ 2,424,676 $ 2,473,876 $ 2,520,063 Revenue 95,879 55,000 75,000 75,000 Net County Cost $ 2,439,705 $ 2,369,676 $ 2,398,876 $ 2,445,063 Budget Positions 39.5 37.5 37.5 37.5 SUMMARY OF CHANGES: The request includes upgrades for Personal Property Appraisers from Grade 19 to Grade 25 to have better equity in pay for the positions compared to other staff in the office. Under Purchased Services, Postage is up$25,000 due to 2009 being a reappraisal year and the requirement to mail all property owners a Notice of Value. Mileage is up $10,000 due to the higher reimbursement rate. All other items are unchanged. Final budget adjustments include an increase in salaries of$46,278. OBJECTIVES: 1) Discover, list and value all new parcels and new construction in Weld County; 2) Maintain accurate and timely ownership and parcel information; 3) Inspect and inventory 10 percent of existing buildings in order to improve the accuracy and fairness of property valuations; 4) Complete reappraisal of all property in 2006; 5) Use technology to improve accuracy and efficiency; 6)Administer the Homestead Exemption for Seniors; and 7) Complete and deliver an accurate tax warrant to the Treasurer for collection. 125 ASSESSOR (CONTINUED) 1000-13100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of parcels (including personal property and SA) 186,481 107.843 203,970 Telephone Calls Answered 35,000 30,000 30,000 Number of administrative updates to database 140,000 148,000 148,000 Number of walk-ins requesting assistance 3,500 2,500 2,500 Number of Property Inspections 8,000 8,000 8,000 Sales Verification 11,000 11,000 10,000 Efficiency Measures FTE's per 10,000/capita 1.74 1.65 1.53 Per capita cost(county support) $10.45 $10.15 $10.03 Cost per parcel $12.70 $12.20 $11.99 Parcels Per FTE 4,721 5,005 5.430 Effectiveness Measures (desired results) Deed Processing Time (days) 14 7 5 Requests for Information per FTE 975 844 867 Percent of Properties Site Reviewed 5% 5% 5% Assessment Levels compared to market value 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The upgrade of the Personal Property Appraisers from Grade 19 to Grade 25 to have better equity in pay for the positions compared to other staff in the office has been reviewed by Human Resources and is recommended. The increases for Postage and Mileage are justified. BOARD ACTION:Approved as recommended. 126 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council -- 1000-14100 DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 16,350 $ 19,538 $ 19,538 $ 21,001 Supplies 333 400 400 400 Purchased Services 3,025 10,720 43,470 43,470 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 19,708 $ 30,658 $ 63,408 $ 64,871 Revenue 0 0 0 0 Net County Cost $ 19,708 $ 30,658 $ 63,408 $ 64,871 Budget Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: The only change is that the County Council is requesting an additional allocation of$32,750 for a total of$40,000 for Performance audits. The Council feels that if they need a Performance Audit,the current funding level of$7,250 would be inadequate and they would have to ask for a supplemental appropriation from the Commissioners mid-year. The Council feels they need adequate funds appropriated each year to carry out their duties specified in the Weld County Home Rule Charter. Final budget adjustments include an increase in salaries of$1,253. OBJECTIVES: 1) Comply with various responsibilities as outlined by the Home Rule Charter, responding to situations as they arise; 2) Conduct performance audits of county departments as determined to be necessary; 3) Investigate policies and procedures of county government and make reports to the people of Weld County of the findings by County Council; 4) Increase accessibility to Weld County citizens by continuing to conduct Council business during regularly scheduled meetings in outlying communities, encouraging opportunities for dialogue with County residents. 127 COUNTY COUNCIL (CONTINUED) 1000-14100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 0.044 0.043 0.041 Per capita cost(county support) $0.129 $0.131 $0.266 Effectiveness Measures(desired results) Respond to public concerns 100% 100% 100% Comply with Home Rule Charter 100% 100% 100% requirements FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional funding level for Performance Audits to carry out the Council's function under the Weld County Home Rule Charter seems reasonable. Historically, the Council has done very few Performance Audits on a routine basis, usually the audits done have been driven by a specific issue or problem in a department or office. BOARD ACTION:Approved as recommended. 128 SEVEN YEAR TREND District Attorney 6 5 ; _. . - ----- _-. r 4 X . 2 i ps ate ' � w. j'1 2003 2004 2005 2006 2007 2008 2009 129 SEVEN YEAR TREND District Attorney Local Cost 5 — 4.s S4 _ : . `....'". —7 "x 3 3.5 - .. 3 t. tt.,. __;:ii O 2.5 iVii ,, f 2itt w. . z r L5 mss - , W. i. _. " ___ d .._$n �m"_ u. ', i ', . Jr?. 2003 2004 2005 2006 2007 2008 2009 130 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: District Attorney- - 1000-15100 DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation and complaint of law enforcement agencies;answers all criminal complaints of the people; handles such civil matters as juvenile actions, and non-support actions; serves as attorney for all county officers except the County Commissioners; handles consumer fraud and welfare fraud complaints. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,861,996 $ 4,063,144 $ 4,251,484 $ 4,407,734 Supplies 100,015 69,763 75,000 75,000 Purchased Services 185,310 281,912 286,000 286,000 Fixed Charges 26,489 0 0 0 Capital 10,100 0 9,961 0 Gross County Cost $ 4,183,910 $ 4,414,819 $ 4,622,445 $ 4,768,734 Revenue 176,675 166,100 177,500 300,997 Net County Cost $ 4,007,235 $ 4,248,719 $ 4,444,945 $ 4,467,737 Budget Positions 57.25 57.375 59.375 60.375 SUMMARY OF CHANGES: Increase in personnel includes the mid-year funding of a Deputy DA III ($90,210) to accommodate the new District Court Judge, and an Office Tech III who was reclassified to an Office Tech IV($5,769). In addition the DA is requesting the addition of a Deputy DA III ($90,210)for the Juvenile Division, and an upgrade of the Community Relations position to Grade 25 ($2,151). Office supplies are up $5,237 due to usage. Purchased Services are up $4,088 primarily due to phone costs, travel and meeting costs, and contract service. Capital in the amount of$9,961 was requested for a new copier for the third floor of the Centennial Building,when the DA moves staff to the third floor with the new remodel. The capital amount was funded in budget unit 1000-17500 instead of this budget unit in the Recommended Budget. Final budget adjustments include an increase in salaries of$32,753. Revenues are up $11,400 due to the state increasing the reimbursement of the DA's salary by $6,400, and Sale of Supplies for copies of cases files are up $5,000. OBJECTIVES: Prosecute cases as indicated below in workload measures. 131 DISTRICT ATTORNEY (CONTINUED) 1000-15100 FINANCE/ADMINISTRATION RECOMMENDATION: The following recommendations are being made regarding staffing: 1. The Deputy DA Ill position and the position upgrade approved mid-year due to the new District Court Judge are recommended to be funded in the 2009 budget. 2. The Deputy DA Ill for the Juvenile Division is recommended due to caseload increase in the area. When Ken Buck came into office in 2005 he shifted resources from the Juvenile Division to cover other shortages, and now he needs to add those resources back to the Juvenile Division. The Board approved this position in August, 2008. 3. Upgrade of the Community Relations position to Grade 25 is recommended based upon a review of duties. The capital amount of$9,961 for the copier was funded in budget unit 1000-17500, instead of this budget unit in the Recommended Budget. The other line item increases all appear justified. BOARD ACTION: Approved as recommended. In addition to the staffing above that was approved, the District Attorney's Office received a two-year federal grant to increase gang crime prosecutions in the amount of $236,000. In 2009, $123,497 of the $236,000 will be used to hire a Chief Deputy DA position who will specialize in gang crime prosecutions. 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200 DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation. Counseling component provides supervision, counseling, apology letter to victim, restitution payments, community service hours, a variety of groups and other services to juvenile offenders who would otherwise be prosecuted through the Courts. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 158,014 $ 172,390 $ 152,657 $ 82,245 Supplies 2,512 2,000 2,000 2,000 Purchased Services 1,349 1,300 1,000 1,000 Fixed Charges 597 0 0 0 Contra Account 0 0 0 0 Gross County Cost $ 162,472 $ 175,690 $ 155,657 $ 85,245 Revenue 143,620 125,709 116,743 63,934 Net County Cost $ 18,852 $ 49,981 $ 38,914 $ 21,311 Budget Positions 2.5 3.5 2.0 1.5 SUMMARY OF CHANGES: Revenue reflects the amount of the DCJ Grant of$116,743 for FY 2008-2009 from the state. The budget reflects the budget of the DCJ grant approved in July, 2008. The DA will be restructuring the program. The Juvenile Diversion Director position has been filled at a Grade 41 funded by the DCJ Grant. The Case Manager position is funded at$30,415, paid by County funds and $26,548 paid by the DCJ Grant. The Interpreter/Clerical position and Tracker positions currently funded by the DCJ Grant will be eliminated. This brings down the total number of FTE's to 2.0. The total personnel costs are $122,871, but $152,657 is in the Grant. Once the grant is amended the budget may have to be adjusted mid-year. The change should result in a county savings. 133 JUVENILE DIVERSION (CONTINUED) 1000-15200 OBJECTIVES: The Juvenile Diversion program will work with approximately 100 juveniles during the present budget time frame. The purpose of offering a diversion program is to reduce the docket for the Courts and the caseloads for the Deputy District Attorneys and Probation Officers. By reducing the number of low-risk juvenile offenders from entering the traditional juvenile justice system, it will allow these agencies to focus on the higher risk offenders. The diversion program is providing case management, referring juveniles accepted into the program to appropriate community agencies, and addressing issues with the juvenile and their family to prevent future criminal behavior. The Juvenile Diversion program has begun working with school districts and the courts to assist in reducing truancy by providing case management and referrals to community agencies as appropriate. The program will work with 300 truant students ordered to attend school and participate in programs. By engaging the students, hopefully, the program reduces the possibility of the students becoming delinquent and participating in at-risk behavior. FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. Concur with the DA's plan to revamp the program. As cited above, once the grant is amended, the budget may have to be adjusted mid-year. The change should result in a county savings. BOARD ACTION: The final grant was amended to include one director position and a .5 FTE for an interpreter/clerical position, for total salaries of $82,245. Services and supplies total $3,000. Revenue from the revised grant is $63,934. Net county cost is $21,311. The Board approved the revised budget to match the grant. 134 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300 DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims Rights Amendment.The program provides services to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 430,027 $ 494,410 $ 522,035 $ 580,082 Supplies 6,134 12,000 15,000 15,000 Purchased Services 24,349 22,135 22,135 22,135 Fixed Costs 668,451 0 0 0 Gross County Cost $ 1,128,961 $ 528,545 $ 559,170 $ 617,217 Revenue 948,476 270,106 306,941 306,941 Net County Cost $ 180,485 $ 258,439 $ 252,229 $ 310,276 Budget Positions 9.375 10.375 11.375 11.375 SUMMARY OF CHANGES: Revenues have increased $36,835 for a total of$30,941 composed of the following grants: VALE $91,300; VOCA $35,418; VAWA $14,947; VALE Administration $84,700; and COMP Administration $80,576. As a result of the grants it is recommended that a new.625 FTE Juvenile Victim Witness Assistant (Grade 24) be added, and a .5 FTE Victim Compensation Assistant be reclassified from Grade 9 to Grade 16. Supplies are up $3,000 to fund furniture for two new Victim Witness waiting rooms. Final budget adjustments include an increase in salaries of$58,047. OBJECTIVES: 1) To investigate and prepare victim applications for the Crime Victim Compensation(CVC)Board; 2)To advise and coordinate activities for the VALE and CVC Boards; 3)To prepare and mail victim impact statements, restitution requests, victim notifications on VRA cases, as mandated by statute, to keep victims informed of court hearings; 4)To call victims and witnesses who no longer need to appear in court to testify; 5) To coordinate and schedule victims and witnesses to testify,meet and escort them to the courtroom,and provide support and education of the criminal justice system; 135 VICTIM ASSISTANCE (CONTINUED) 1000-15300 OBJECTIVES(CONTINUED): 6)To provide assistance to victims who request modification of mandatory protective orders and to provide safety planning and resource information; 7)To review files and compile information to determine victim restitution; 8) To make initial contact with misdemeanor and felony domestic violence victims to explain the court process, obtain input on resolution of the case and support them when they appear at court and to meet with the Deputy DA; and 9) To have victim witness assistants assigned to victims when the case is initially filed, providing support, referrals, and education throughout the court process, and to assist the Deputy DA's in the prosecution of the case by maintaining case management on all witnesses subpoenaed, coordinating witnesses during the court hearings and supporting the prosecutor during the course of the hearing. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of CVC claims processed 334 412 507 Number of victims and witnesses served 13,388 13,804 14,222 Number of VRA notices provided 16,470 18,259 20,000 Number of VALE grants administered 35 48 55 Efficiency Measures FTE'S per 10,000/capita 0.414 0.445 0.467 Per capita cost(county support) $0.817 $1.107 $1.273 Effectiveness Measures(desired results) Total CVC funds awarded $482,405 $750,000 $900,000 Average weeks to process Comp. claim 5.3 5.2 5.2 Total VALE grant funds awarded $475,000 $667,340 $700,000 Formal complaints to state against V/W Program 0 0 0 FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. All the increases in position costs are funded by grants. BOARD ACTION: Approved as recommended. 136 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: White Collar Crime Task Force - - 1000-15400 DEPARTMENT DESCRIPTION: The Task Force focuses on white collar crime committed by individuals against employers, businesses, banks, and individuals. The program is supported through donations from the banking industry. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9,711 $ 15,853 $ 87,606 $ 18,500 Supplies 1,569 0 0 0 Purchased Services 243 1,500 1,500 1,500 Gross County Cost $ 11,523 $ 17,353 $ 89,106 $ 20,000 Revenue 19,284 20,000 20,000 20,000 Net County Cost $ -7,761 $ -2,647 $ 69,106 $ 0 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: Since the creation of this program three years ago the budget has funded contract employees to conduct investigations of white collar crimes committed in Weld County. Revenues include $20,000 in donations from the banking industry in the county. The DA requested that an Investigator II position (Grade 40) for a cost of$69,106. The position is to be part of the White Collar Crime Task Force being created by the DA, along with the City of Greeley and the Sheriffs Office. This position is not recommended as explained below in the Recommendation Section. OBJECTIVES: To investigate white collar crime activities in Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: In discussion with the DA it was agreed that he would drop this request, since a new Investigator is being funded in the Sheriffs Operations budget to be dedicated to the new White Collar Crime Task Force, along with an Investigator from the City of Greeley. BOARD ACTION: Approved as recommended. The Board funded an investigator in the Sheriffs Office, but did not fund the requested position in this budget. DA concurred. 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finance and Administration -- 1000-16100 DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 301,147 $ 304,272 $ 264,127 $ 279,855 Supplies 63 250 250 250 Purchased Services 7,055 8,460 8,460 8,460 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 308,265 $ 312,982 $ 272,837 $ 288,565 Revenue 0 0 0 0 Net County Cost $ 308,265 $ 312,982 $ 272,837 $ 288,565 Budget Positions 1.5 1.5 1.5 1.5 SUMMARY OF CHANGES: The department head's time has been reduced for 2009, resulting in a savings of$40,145. No other changes. Final budget adjustments include an increase in salaries of$15,728. OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full participation in CAPP Insurance Pool; 3)Obtain award for GFOA Distinguished Budget Presentation; 4) Develop budget strategy to allow county to deal with FY 2009; 5)Oversee the capital construction program for 2008; and 6) Continue to implement the ability to accept electronic payments in all county departments. 138 FINANCE AND ADMINISTRATION (CONTINUED) 1000-16100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Excess revenue over expenditures 4.4% 3.0% 3.0% Budgeted fund balance vs actual variance 4.1% 3.0% 3.0% Number of departments with performance measures 50 50 50 Efficiency Measures FTE'S per 10,000/capita 0.066 0.064 0.062 Per capita cost(county support) $1.36 $1.34 $1.18 Effectiveness Measures(desired results) Percent variance in projected revenue 4.0% 5.0% 5.0% Percent of categories met or exceeded - GFOA 95% 95% 95% Percent of departments with performance measures 90% 90% 90% Percent variance in projected fund balance 4% 10% 10% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 139 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Accounting -- 1000-16200 DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain and produce accurate records for departments' use to allow proper budgetary control. Maintains records for grants in the county, and assists in the annual audit by an independent auditor. Issues county warrants and provides budgetary control by processing supplemental appropriations, etc. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 448,624 $ 469,055 $ 469,055 $ 475,299 Supplies 160,370 75,000 97,000 97,000 Purchased Services 31,649 35,200 36,200 36,200 Fixed Charges 0 0 0 0 Capital 9,009 0 0 0 Gross County Cost $ 649,652 $ 579,255 $ 602,255 $ 608,499 Revenue 0 0 0 0 Net County Cost $ 649,652 $ 579,255 $ 602,255 $ 608,499 Budget Positions 6.5 6.5 6.5 6.5 SUMMARY OF CHANGES: Additional Banner finance products have been added,therefore,there is an adjustment in Supplies to reflect the increase in maintenance costs ($12,000). Other line items have been adjusted with slight increases to Memberships and Travel for training of staff. Final budget adjustments include an increase in salaries of$6,244. OBJECTIVES: To maintain the quality service that has awarded us the GFOA certificate for many years; and accurately and efficiently process payroll for the employees of Weld County. 140 ACCOUNTING (CONTINUED) 1000-16200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 15,167 14,700 14.000 Average number of employees paid 1,443 1,550 1,600 Number of employees trained on General Ledger 115 140 160 Total County federal funds $44.6 $45.0 $46.0 Efficiency Measures FTE's per 10,000/capita .287 .278 .267 Per capita cost(county support) $2.26 $2.48 $2.50 Account Payable warrants per week per NP FTE 292 283 269 Employees paid monthly per Payroll FTE 1,311 1,500 1,550 Effectiveness Measures (desired results) GFOA certificate received Yes Yes Submitted Number of audit adjustments 0 0 0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 141 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 127,791 $ 134,105 $ 134,105 $ 137,041 Supplies 1,398 1,400 1,550 1,550 Purchased Services 5,263 6,044 5,894 5,894 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 134,452 $ 141,549 $ 141,549 $ 144,485 Revenue 0 0 0 0 Net County Cost $ 134,452 $ 141,549 $ 141,549 $ 144,485 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Service and supply line items were reallocated to reflect expenditure patterns, but no overall change in the net budget. Final budget adjustments include an increase in salaries of$2,936. OBJECTIVES: 1)To maintain and operate the centralized purchasing function of Weld County Government; 2) Establish annual requirements for purchasing of like items by departments; 3) Survey user departments for feedback on current system; 4) Maintain adequate liaison with customers and conduct training as required; 5) Provide feedback to user departments; 6) Post all bids on the county's website for vendors; and 7)Implement the use of purchasing cards(P-Cards). 142 PURCHASING (CONTINUED) 1000-16300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dollar value of Purchase Orders placed $38.5 million $40 million $40.5 million Dollar value of purchase cards $2,136,832 $3,000,000 $3,500,000 Number of purchase cards issued 103 115 100 Number of formal bids 196 200 195 Number of Purchase Orders placed 1,651 1,500 1,200 Efficiency Measures FTE'S per 10,000/capita 0.088 0.085 0.082 Per capita cost(county support) $0.593 $0.606 $0.593 Cost per Purchase Order $81.22 $94.37 $120.40 Effectiveness Measures(desired results Process vendor invoices and/or department requisitions on all PO's within 7 98% 98% 98% days Process emergency requests within 24 hours 99% 99% 99% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 143 PURCHASING (CONTINUED) 1000-16300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dollar value of Purchase Orders placed $38.5 million $40 million $40.5 million Dollar value of purchase cards $2.1 million $3 million $3.5 million Number of purchase cards issued 103 115 100 Number of formal bids 196 200 195 Number of Purchase Orders placed 1,651 1,500 1,200 Efficiency Measures FTE'S per 10,000/capita 0.088 0.085 0.082 Per capita cost(county support) $0.593 $0.606 $0.593 Cost per Purchase Order $81.22 $94.37 $120.40 Effectiveness Measures(desired results Process vendor invoices and/or department requisitions on all PO's within 7 98% 98% 98% days Process emergency requests within 24 hours 99% 99% 99% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 143 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is responsible for setting up employment policies, rules,job classification and compensation. All job applicants submit applications to the Department of Human Resources, which screens them according to skills, education and experience; then they refer three - five chosen applicants to departments for interviews. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 415,832 $ 569,100 $ 569,100 $ 581,042 Supplies 345,005 82,440 127,250 127,250 Purchased Services 54,162 42,850 55,150 55,150 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 814,999 $ 694,390 $ 751,500 $ 763,442 Revenue 110 0 0 0 Net County Cost $ 814,889 $ 694,390 $ 751,500 $ 763,442 Budget Positions 5 6 6 6 SUMMARY OF CHANGES: There is an increase in advertising for positions of $13,000, since generalized ads are not paid for by departments. Computer software for new Peoplesoft products is up $44,810. No other changes. Final budget adjustments include an increase in salaries of $23,993. OBJECTIVES: 1) To provide personnel services to Elected Officials, Department Heads and employees of Weld County Government; 2) To administer salary and benefit programs for the employees of Weld County; 3) To administer the insurance and safety programs of Weld County Government; 4)To assist in the recruitment and selection of applicants for county positions; 5)To communicate changes in employment law to officials and employees of Weld County Government; 6)To conduct or participate in unemployment, civil rights and grievance hearings; 7)To administer countywide Human Capital Management Program. 144 HUMAN RESOURCES (CONTINUED) 1000-16400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions (FTE'S) 1,357 1,440 1,450 Occupied FTE'S 1,323 1,420 1,430 Number of employees terminated 165 180 200 Efficiency Measures FTE'S per 10,000/capita 0.221 0.257 0.246 Per capita cost(county support) $2.55 $2.97 $3.13 Personnel served per FTE 243 231 242 Effectiveness Measures (desired results) Turnover rate 14.8% 14% 13.5% Work Comp claims 112 101 106 FMLA Applicant processing 186 195 200 Recruitment/Job announcements 102 100 104 New Hires 275 340 360 New Employee briefings 49 49 49 Retirement Calculations 38 50 36 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 145 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL FUND BUDGET UNIT TITLE AND NUMBER: Transportation -- 1000 - 16500 DEPARTMENT DESCRIPTION: Provide mini bus service to citizens throughout Weld County through a contract with the City of Greeley. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 635,459 Fixed Charges 0 0 0 21,738 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 657,197 Revenue 0 0 0 509,863 Net County Cost $ 0 $ 0 $ 0 $ 147,334 Budget Positions -- -- -- - - SUMMARY OF CHANGES: The Board, on October 27, 2008, decided to enter into an Intergovernmental Agreement (IGA) with the City of Greeley to provide mini bus transit services through the city's transit services. The costs include $480,981 for the contract services, $52,328 for fuel, $102,150 for vehicle maintenance, and $21,738 for vehicle depreciation. The program includes a CDOT Grant of $143,000, charges for services to the Human Services programs of $366,863, and county subsidy and grant match of$147,334. OBJECTIVES: 1)Administer program in accordance with Colorado Department of Transportation (CDOT) rules and regulations; and 2) Provide services to eligible clients as specified by Human Services program requirements. 146 TRANSPORTATION (CONTINUED) 1000-16500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles tracked -- - - 188,000 Hours of service -- - - 13,200 Efficiency Measures Per capita gross cost - - - - $2.696 Per capita net cost - - -- $0.604 Effectiveness Measures (desired results) Passenger Trips - - -- 30,000 FINANCE/ADMINISTRATION RECOMMENDATION: As a result of examining the optional ways of providing transit services in Weld County, staff recommends that Weld County and the City of Greeley enter into an IGA where the City of Greeley will operate the transit system for Weld County. The cost of the program is comparable to what it would cost the county to run the service. The City of Greeley recovers its full costs and an administrative fee, therefore, they are not subsidizing the county's transit services. The IGA would be a win-win situation for both entities. The major advantage of the City of Greeley providing the service is that the benefits of coordinated transit services in the county and region would be achieved. With Greeley providing the county's transit, it would be providing services to all of Greeley, Evans, Weld County, the Loveland Express and, starting in 2010 it will include Johnstown, Milliken, Windsor, and Berthoud services. As the county grows, a regional transit service operating under one system will have tremendous advantages to the clients being served and the entities paying for the services. The regional approach to transit services is also the direction state and federal funding agencies are encouraging in the future. BOARD ACTION: The Board approved the above recommendation and budget on October 27, 2008, for service to begin in 2009. 147 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,111,875 $ 1,147,928 $ 1,108,928 $ 1,018,802 Supplies 25,940 30,637 30,637 30,637 Purchased Services 639,344 609,674 615,224 609,674 Capital 47 0 0 0 Contra Account -90,049 -90,049 -90,049 -90,049 Gross County Cost $ 1,687,157 $ 1,698,190 $ 1,664,740 $ 1,569,064 Revenue 732,516 630,000 355,000 355,000 Net County Cost $ 954,641 $ 1,068,190 $ 1,309,740 $ 1,214,064 Budget Positions 17 17 16 13 SUMMARY OF CHANGES: The Personnel Services budget request is to replace two Planner I positions with one Planner II. Services and supplies include a request of$150 additional training funds for Planning staff, $350 for booth space and materials for the Colorado Farm Show, $50 for materials for the Weld County Fair, and $5,000 for the department management team to attend Morrell and Associates management course. Final budget adjustments include an increase in salaries of$27,984. Due to the limited signs of a recovery to the slowdown in building activity, revenue estimates have been lowered by$275,000 to $355,000 for 2009. OBJECTIVES: 1) Continue to revise procedures and practices for new building and land use activities, and incorporate County Code changes; 2) Actively participate in County-wide GIS; 3) Continue to develop IGA's; 4) Continue to implement Road Impact Fee Program; 5) Continue to make necessary changes to County Code; 6) Continue to work with Weld County Planning Commission and Advisory Boards; 7) Conduct Special Projects, i.e. Strategic Road Plan, Trails Project, and Storm Water Drainage 8) Continue to meet the Land Use needs of the public; 9) Continue to actively pursue violations and assist communities in resolving these issues; 10) Continue to participate in Census Follow-up Program; 11) Continue to work on internet usage for public access to County Land Use and Procedures; 12) Continue to insure new growth continues to support itself through fees and land use conditional requirements; and 13)Continue to evaluate the needs of the Southwest Planning Office. 148 PLANNING AND ZONING (CONTINUED) 1000-17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Current Planning Work Outputs Number of total applications submitted 355 350 277 Number of administrative land use cases 274 275 230 Current Planning Effectiveness Measures Avg. conditions of approval per application 15 15 15 Avg. land use applications per year 350 350 275 Number of Walk in customers served 2,112 2,500 1,700 Long Range Planning Work Outputs Special Projects 12 12 12 Number of Intergovernmental Agreements 2 5 4 Code Revisions 2 3 2 Comp Plan Amendments 3 4 2 Long Range Planning Effectiveness Measures Avg. Number of Public Outreach Meetings 14 14 12 Number of land use referrals 84 55 70 Technical Support Work Outputs Total Public Hearings 85 120 100 Average length of hearings 2 hours 3.5 hours 2.5 hours Compliance Planning Work Outputs Number of site visits 764 950 800 Number of violations issued 264 350 300 Number of violations to County Attorney 77 115 120 Average number of District Court hearings 50 30 30 Number of Community Clean-ups 0 2 1 Liquor License Files 50 50 50 Compliance Planning Effectiveness Measures Total cases per compliance officer 150 150 150 Number of site inspections 600 850 600 149 PLANNING AND ZONING (CONTINUED) 1000-17100 FINANCE/ADMINISTRATION RECOMMENDATION: Due to the limited signs of a recovery from the slowdown in building activity, revenue estimates have been lowered by$275,000 to $355,000 for 2009. In light of the projected lack of recovery from the slowdown in building activity it is recommended that staffing be reduced by three staff members, not one as requested. The department had requested to replace two vacant Planner I positions with a Planner II. The recommendation is to eliminate both vacant Planner I positions ($112,709) and not fund the Planner II (63,764). Mid-year a Planner II was upgraded to a Planner III. In addition, the Planning Tech position ($42,013) assigned to the Health Department through the end of 2008 should be eliminated. Human Resources can work with the employee to try to find another position in the county as vacancies occur that match the skills of the person. If building activity picks up in 2009 there should be new revenue to justify rehiring the three positions, but until the revenue improves the positions should not be funded or filled. The increases in the service and supplies accounts do not seem justified in light of the department's activities being down; therefore, adequate savings to cover the $400 for the materials for the Fair and Farm Show should already be in the budget. The $5,150 for additional training are for general training that should be covered with$50,000 in the Non-Departmental budget for the Human Capital Management Initiative. Even with these reductions, the net county cost for the department is up $117,980. It is recommended that if any new vacancies occur in the department the positions should be frozen until the department can justify the workload to fill them to the Board. BOARD ACTION: Approved as recommended. The Board concurred with the staff reductions and also froze any positions that become vacant in 2009, until the positions have been justified by the department based upon workload. On November 17, 2008, the Board further reduced staff by eliminating an Office Technician III position. 150 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head Start, Human Services Building, Social Services, South County Services Building, Public Works Headquarters,Ambulance Buildings, North CountyJail,Health Building,Training Center,Southwest Weld Administration Building, Public Safety Administration Building, and Weld Business Park Administrative Buildings. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,420,972 $ 1,462,245 $ 1,485,443 $ 1,534,608 Supplies 577,884 916,800 614,800 614,800 Purchased Services 2,345,927 2,079,300 2,989,253 2,989,253 Fixed Charges 19,662 17,000 17,000 17,000 Contra Account -79,094 -75,000 -75,000 -75,000 Gross County Cost $ 4,285,351 $ 4,400,345 $ 5,031,496 $ 5,080,661 Revenue 0 0 0 0 Net County Cost $ 4,285,351 $ 4,400,345 $ 5,031,496 $ 5,080,661 Budget Positions 24 24 26 26 SUMMARY OF CHANGES: Staffing increased by one Lead Worker and Custodian to accommodate the jail addition with some offsetting labor costs with new hires and phased retirement positions ($23,198). Funds for the custodial contract were moved from supplies to contract services and increased due to the new buildings going online in 2009. The line item for small items of equipment was increased $20,000 based on historical use. Other operating supply items were increased $28,000. The major impact to this budget is the increase in utility costs for electricity and gas. Natural gas is projected to increase 50% for 2009, due to the new pipelines delivery of gas outside the region and driving up local gas prices. Gas is up $194,000, and electricity is up $149,000 for 2009. Utilities were all consolidated under this budget, so $243,553 was transferred from Public Works. Net county costs are up$387,598 or 8.81%without the transfer of Public Works building utilities. Per square foot costs for building maintenance in Weld County is $5.26, which is very good by industry standards. Final budget adjustments include an increase in salaries of$49,165. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2) Complete all capital projects approved by the Board. 151 BUILDINGS AND GROUNDS (CONTINUED) 1000-17200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of square feet maintained 796,600 925,458 965,458 Number of preventative maintenance work orders (PMs) 450 475 500 Number of tracked repair work orders 1,400 1,500 1,600 Efficiency Measures FTE'S per 10,000/capita 1.06 1.03 1.07 Per capita cost(county support) $17.22 $18.85 $20.84 Cost per square foot $4.98 $4.75 $5.26 Effectiveness Measures (desired results) Percent of work orders completed within 14 days 95% 95% 95% Percent of PM work orders completed on schedule 100% 100% 100% Clean assigned buildings and maintain an 80% Customer Satisfaction rating 95% 95% 95% Complete Emergency Work Orders within 24 hours 99% 99% 99% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 152 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Information Services -- 1000-17300 DEPARTMENT DESCRIPTION: Information Services provides data processing support services to Weld County and a few outside agencies via a contract with Affiliated Computer Services, Inc. (ACS). ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Supplies $ 920,759 $ 0 $ 0 $ 0 Purchased Services 2,990,857 3,194,675 3,126,000 3,126,000 Fixed Charges 203 0 0 0 Contra Account -692,515 -1,225,000 -1,225,000 -1,225,000 Capital 322,408 1,250,000 1,000,000 1,000,000 Gross County Cost $ 3,541,712 $ 3,219,675 $ 2,901,000 $ 2,901,000 Revenue 542,174 0 0 0 Net County Cost $ 2,999,538 $ 3,219,675 $ 2,901,000 $ 2,901,000 Budget Positions - - - - - - -- SUMMARY OF CHANGES: On February 6, 2008, Weld County entered into a new seven-year contract with ACS beginning January 1, 2009, in the amount of$3,126,000. This is a reduction of $68,675 over the 2008 contract costs for the same scope of service. Also, $1,000,000 will be budgeted for software and hardware that will be allocated to 2009 projects by the IT Governance Board as a recommendation to the Commissioners. Chargeback to reimbursable departments total $1,225,000. The net county cost will be $2,901,000. OBJECTIVES: 1) By way of contract services through the ACS Corporation, provide timely, reliable, and effective service to county departments in pursuit of departmental functions. This includes data processing,word processing,personal computing,and other related office automation projects. 2) Maintain and enhance the Weld County website, working with all departments. 153 COMPUTER SERVICES (CONTINUED) 1000-17300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Personal Computer systems supported 1,090 1,095 1,125 Number of Personal Computer systems installed/replaced 300 300 300 Number of staff trained 200 220 220 Number of applications supported 215 218 220 Number of applications upgraded 105 110 110 Efficiency Measures FTE'S per 10,000/capita 0.9267 0.9426 .9026 Per capita cost(county support) $13.94 $13.79 $11.90 Effectiveness Measures(desired results) Percent of users upgraded to standard 95% 95% 95% Percent of users surveyed who are satisfied 99% 99% 99% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The funding for computer hardware and software has been reduced by$250,000 in 2009. Hopefully, this amount can be restored in 2010. BOARD ACTION: Approved as recommended. 154 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17350 DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical supportforthe development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities via a contract with the ACS Corporation. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 55,593 $ 58,016 $ 58,016 $ 59,568 Supplies 50,255 72,300 82,120 82,120 Purchased Services 17,209 149,359 166,750 58,800 Fixed Charges 0 15,244 15,391 15,391 Capital 0 5,500 43,299 43,299 Gross County Cost $ 123,057 $ 300,419 $ 365,576 $ 259,178 Revenue 58,504 20,000 20,000 20,000 Net County Cost $ 64,553 $ 280,419 $ 345,576 $ 239,178 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Net budget costs are down $42,793. Budget provides $43,249 for new hardware, $82,120 for software, $13,550 for training, $45,250 for professional services, and $15,391 for miscellaneous items. The request for $100,000 for orthophotography updates and $7,950 additional for training are not recommended. County staffing level is one FTE, classified as a GIS Tech. Through the ACS contract,3 FTE's are provided. Revenue is budgeted at$20,000 from the sales of GIS data and maps. Final budget adjustments include an increase in salaries of$1,552. OBJECTIVES: Maintain a current geographical information system for Weld County via a contract with ACS to provide GIS data to county staff and citizens. 155 GEOGRAPHICAL INFORMATION SYSTEM (CONTINUED) 1000-17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 119,397 122,000 124,000 # Parcels Updated 3,200 2,800 2.500 #Available Coverages (Layers) in GIS 2,141 2,217 2,227 Efficiency Measures FTE'S per 10,000/capita 0.177 0.171 0.164 Per capita costs (County support) $1.28 $1.20 $0.98 Effectiveness Measures(desired results) % Parcels in GIS with orthophotography/ imagery 100% 100% 100% % County covered by orthophotography/ imagery 100% 100% 100% # Parcels in GIS vs. # Parcels in Assessor system 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of all items requested except$100,000 for orthophotography updates,and$7,950 for training. The orthophotographywas updated in 2008 for the high growth areas of the county. With the slowdown in growth,there is not a real need to do map updates in 2009. There is $8,500 in the budget for DRCOG map updates. Training is funded at $13,550, which is adequate for 2009, so the additional request is not recommended. BOARD ACTION:Approved as recommended. 156 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay-- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 35,562 90,000 50,000 50,000 Gross County Cost $ 35,562 $ 90,000 $ 50,000 $ 50,000 Revenue 0 0 0 0 Net Cnunty Cnst $ 35,562 $ 901)00 $ 50.000 $ 50.000 SUMMARY OF CHANGES: See listing of requested and recommended items. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget has been reduced by$40,000 due to the tight 2009 budget. BOARD ACTION: Approved as recommended. 157 CAPITAL OUTLAY (CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Map Cabinet(2) $ 10,000 $ 10,000 $ 10,000 DISTRICT ATTORNEY: Copier 9,961 9,961 9,691 UN-DESIGNATED: 30.039 30,039 30.039 TOTAL $ 50,000 $ 50,000 $ 50,000 158 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 120,390 $ 100,522 $ 115,081 $ 120,470 Supplies 105,193 83,000 104,900 104,900 Purchased Services 75,022 150,700 123,700 123,700 Fixed Charges 606 0 0 0 Capital 0 0 0 0 Gross County Cost $ 301,211 $ 334,222 $ 343,681 $ 349,070 Revenue 279,520 271,400 280,859 280,859 Net County Cost $ 21,691 $ 62,822 $ 62,822 $ 68,211 Budget Positions 2 2 2.5 2.5 SUMMARY OF CHANGES: Due to the increased volume of workload and the addition of more mail delivery needs, a .5 FTE is being recommended in order to maintain current workload demands ($14,559). Service and supply accounts have been reallocated to reflect expenditure patterns, but overall are down $5,100. Revenues from higher usage of services and sales of supplies are up $9,459. Net county costs remain the same as the current year. Final budget adjustments include an increase in salaries of$5,389. OBJECTIVES: 1)Provide high quality printing and copying services to user departments;2)Meet needs of departments in obtaining office supplies; 3) Accommodate departments in metering postage; 4) Continue to maintain inventory levels at proper level; and 5) Provide county-wide courier service to county departments. 159 PRINTING AND SUPPLIES (CONTINUED) 1000-17600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Print Orders 2,250 2,400 2,500 Mail Pieces 635,000 640,000 670,000 Supply Orders 1,350 1,400 1,450 Efficiency Measures FTE's per 10,000/capita 0.088 0.085 0.103 Per Capita cost(county support) $0.252 $0.267 $0.280 Effectiveness Measures (desired results) Fill Supply orders within 24 hours Efficiency 95% 95% 95% Process/deliver county mail within 24 hours 100% 100% 100% Process and Post Priority mail daily 100% 100% 100% Provide Printing on due date 95% 95% 95% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional .5 FTE seems justified with the added volume of workload in the department. Increased revenues and other savings offset the added labor costs. BOARD ACTION: Approved as recommended. 160 SEVEN YEAR TREND Sheriffs Office Local Costs $35 $30 $25 - -- �V` $20 - w ` z z x.. O A J y : t Jr', $15 --....---r_:- -- x J r a s $5 - $0 2003 2004 2005 2006 2007 2008 2009 161 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Summary- -All Departments DEPARTMENT DESCRIPTION: See individual units. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 19,657,314 $ 23,044,535 $ 24,143,479 $ 24,923,924 Supplies 1,147,498 872,402 880,458 880,458 Purchased Services 5,844,928 6,447,695 5,991,336 5,901,046 Fixed Charges 9,106 25,702 25,667 25,667 Capital 26,448 192,233 11,500 46,500 Gross County Cost $ 26,685,294 $ 30,582,567 $ 31,052,440 $ 31,777,595 Revenue 3,226,021 2,834,502 3,098,857 3,098,857 Net County Cost $ 23,459,273 $ 27,748,065 $ 27,953,583 $ 28,678,738 Budget Positions 326.75 346.75 357.35 357.35 SUMMARY OF CHANGES: See Individual Organization Units. OBJECTIVES: See Individual Organization Units. FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Organization Units. BOARD ACTION: See Individual Organization Units. 162 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation,clerical staff,training, uniforms, common office supplies, accounting for inmate funds, commissary accounting/distribution to inmates, inventory control, etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,085,630 $ 1,084,866 $ 1,104,903 $ 1,175,298 Supplies 312,653 107,006 136,660 136,660 Purchased Services 97,265 100,148 103,623 103,623 Fixed Charges 1,012 6,000 6,000 6,000 Capital 0 0 0 0 Gross County Cost $ 1,496,560 $ 1,298,020 $ 1,351,186 $ 1,421,581 Revenue 70,143 60,000 60,000 60,000 Net County Cost $ 1,426,417 $ 1,238,020 $ 1,291,186 $ 1,361,581 Budget Positions 16 16 16 16 SUMMARY OF CHANGES: Position upgrade for the Sheriff's Office Business Manager from a Grade 38 to 40 is requested to match changes in the position resulting in greater responsibility and required workload ($6,997). Also, position upgrades for two Civil Office Technician III positions to Civil Office Technician IV is requested to match significant changes to the positions during the past eight years resulting in the need for increased knowledge, augmented job duties and responsibilities ($11,816). Final budget adjustments include an increase in salaries of$83,380. The continuation of the uniform allowance for uniformed employees of the Sheriffs Office will increase by$11,090 in 2009. Firearm supplies are up$18,464 to purchase new weapons($7,700) and simunition conversion kits for advanced firearms training in confined spaces, such as schools and other building. Tuition is up $1,300. All other line items are unchanged. Two civil process vehicles will be replaced this year as normal vehicle rotation in the Motor Pool budget. 163 SHERIFF ADMINISTRATION (CONTINUED) 1000-21100 OBJECTIVES: 1) Promote effective and efficient delivery of services agency-wide; 2)Continue to compile complete training records agency wide for analysis of training; 3) Facilitate a working relationship for central records and communications with the Greeley Police; 4) Coordinate, and implement improvements with records and jail management computer system. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Received 9,994 9,950 10,000 Invoice/Requisitions Processed 2,963 3,900 3,000 Applicants Processed 2,056 2,000 1,500 Efficiency Measures FTE's per 10,000/capita .706 .686 .656 Per capita cost(county support) $6.29 $5.30 $5.59 Effectiveness Measures(desired results) Civil Process Served 9,108 9,100 9,100 Percent Civil Process Served 91.13% 91.00% 91.00% Applicants Hired 77 75 50 Percent of Applicants Hired 3.7% 3.8% 3.3% Total Miles driven per Civil Process 113,575 114,588 113,775 Average Miles driven per Civil Process 11.4 11.5 11.0 Complaints per 1,000 Civil Process served 1 1 1 FINANCE/ADMINISTRATION RECOMMENDATION: The budget is recommended as requested, except the upgrade for the Sheriffs Office Business Manager. After review by Human Resources it is not justified or recommended. Current duties still meet the existing classification and pay grade requirements. After review by Human Resources, the two Civil Office Technician III positions are recommended to be upgraded to Grade 18, not Grade 21 as requested. BOARD ACTION: Approved as recommended. The Board did not approve the upgrade of the Sheriffs Office Business Manager. The Civil Office Technician III positions were upgraded to Grade 18. 164 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations - - 1000-21200 DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety in unincorporated areas of county and within municipalities contracting for law enforcement service. Department provides crime prevention information and strategy education, serves civil process and arrest warrants, transports prisoners, and conducts criminal investigations. Activities are frequently coordinated with municipal,other county,state and federal law enforcement and regulatory agencies. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5,594,942 $ 5,756,593 $ 5,845,315 $ 5,913,473 Supplies 314,061 245,876 243,604 243,604 Purchased Services 913,399 990,272 1,036,907 1,036,907 Fixed Charges 478 0 0 0 Capital 8,250 20,733 0 35,000 Gross County Cost $ 6,831,130 $ 7,013,474 $ 7,125,826 $ 7,228,984 Revenue 420,217 697,475 350,696 350,696 Net County Cost $ 6,410,913 $ 6,315,999 $ 6,775,130 $ 6,878,288 Budget Positions 70.75 77.75 72.75 72.75 SUMMARY OF CHANGES:Several adjustments were made in the revenue lines to remove those funds collected from municipal contracts. A new organization was created to more appropriately service those contracts. The Sheriffs Office has realized an increase from VIN inspection fees and civil service process fees. All civil service process fees were increased as allowed by statute in early 2008. Personnel Services is showing an increase for the requested upgrade of two Deputy II positions to Deputy III, to be backups for Commander positions ($12,400). There is also an additional DA Fraud/White Collar Crime Investigator requested ($75,113). Final budget adjustments include an increase in salaries of$68,158. Additional equipment was added to replace aging items and to meet the needs of our Special Weapons and Tactics Team created last year. The largest increase was in Purchased Services to cover fuel and depreciation of vehicles. 165 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 OBJECTIVES: 1) Involve community members more directly in prevention, investigation, and prosecution activities; 2) Integrate victim advocacy in role of deputy sheriff; 3) Allow deputies to become more self-directed as community facilitators, problem-solvers, and positive role models; 4) Maintain the safety of the public, employees, and prisoners; 5) Maintain open, active, honest communication internally and externally; 6) Meet statutory responsibilities of the Sheriff. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Part A Offenses 2,004 2,171 2,351 Part B Offenses 1,241 1,296 1,353 Adult Arrest 1,122 1,115 1,115 Juvenile Arrest 110 100 100 Dispatched Calls for Service 50,350 53,878 57,653 Temporary Restraining Orders Received 627 628 629 Efficiency Measures FTE's per 10,000/capita 3.12 3.08 2.98 Per capita net cost $26.21 $27.06 $28.22 Effectiveness Measures(desired results) Part A Offenses per 1,000 Capita 14.83 13.28 11.73 Part A Percent Cleared 34.8% 31.1% 27.4% Net Property Loss per 1,000 Capita $13,606 $16,674 $19,742 Calls for Service per 1,000 Capita 231.6 265.3 299.0 Average Emergency Response Time (Minutes) 14.99 13.35 11.71 Service Complaints per 1,000 Dispatched Calls for Service 1.94 1.20 1.00 166 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 FINANCE/ADMINISTRATION RECOMMENDATION:The increase for the requested upgrade of two Deputy II positions to Deputy III positions to be backups for Commander positions ($12,440) is recommended. In the 2008 budget,eight upgrades were requested and only six were approved. The positions backup Commander positions when they are not on the shift, due to vacation or sick leave. Also, the positions provide career mobility for Deputy II positions. The additional DA Fraud/White Collar Crime Investigator ($75,113) to serve on the White Collar Crime Task Force that has been organized by the DA, Sheriff and Greeley Police Chief is recommended. The DA dropped his request for a similar position since this position was being recommended. With the economic downturn and mortgage problems, there have been a growing caseload involving white collar crime that special investigators and prosecutors need to work. Other service and supply line item increases appear justified,especially the vehicle cost due to fuel prices. BOARD ACTION:Approved as recommended. The Board took the following actions: 1. Approved the upgrade of two Deputy II positions to Deputy III. 2. Approved the additional Investigator to work on the DA Fraud/White Collar Crime Task Force. 3. Approved retaining one civil patrol vehicle to be assigned to the Investigator working on the DA Fraud/White Collar Crime Task Force. A radio is approved in necessary. A radio from one of the Human Service Transportation mini buses may be available for use. 4. Computer for Investigator was also approved. 5. The late request for$43,371 to upgrade the bus received from Evans for a mobile command center bus was approved by the Board, in the amount of$35,000. The upgrades included painting the van, radios, and computers. Used radios from Human Services will be used. 167 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement-- 1000-21210 DEPARTMENT DESCRIPTION: Provide traffic enforcement on County roads, and public education on traffic safety. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 958,837 $ 910,354 $ 910,354 $ 899,690 Supplies 43,805 52,765 83,455 83,455 Purchased Services 93,965 110,658 134,331 134,331 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,096,607 $ 1,073,777 $ 1,128,140 $ 1,117,476 Revenue 88,144 118,625 130,000 130,000 Net County Cost $ 1,008,463 $ 955,152 $ 998,140 $ 987,476 Budget Positions 12 12 12 12 SUMMARY OF CHANGES:Reimbursements from LEAF Grant funding is approximate, based on past year allocations. Grant funding will not be announced until mid-November. Fines were increased based on trends and in an attempt to keep a realistic estimate of fines derived through Model Traffic Code(MTC)citations. A surcharge increase for MTC has been approved and will aid in increasing a portion of the revenue. Small items of equipment increased dramatically($30,673)due to requested budgeting for new and replacement equipment, as well as a Radio/MDT/Light package for an additional Traffic vehicle. Also requested were speed lasers, static mounted(in-car)radars,handheld radar units,and PBT's. Training and out of town costs have been reduced due to the lack of specialized training opportunities within the state. A sedan is requested for the Traffic Division in the Motor Pool budget. The projected data for vehicles indicate the following breakdown of costs: Vehicle Depreciation at$46,300; Vehicle Fuel at$36,130; and Vehicle Repairs at$25,142. Costs reflect the additional vehicle. Final budget adjustments include a decrease in salaries of$10,664. 168 TRAFFIC CONTROL (CONTINUED) 1000-21210 OBJECTIVES: Conduct traffic enforcement and public education on traffic safety in an attempt to reduce overall traffic accidents and traffic fatalities in Weld County. Increase public awareness of traffic safety, along with the effects and tragic results of impaired driving. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Enforcement Hours 22,000 22,000 29,200 Alcohol Related Driving Arrest 271 325 357 Efficiency Measures FTE's per 10,000/capita 0.52 0.51 0.49 Per capita net cost $3.49 $4.09 $4.05 Effectiveness Measures (desired results) #of fatal crashes 46 42 39 #of fatal DUI crashed 16 17 15 #of total tickets issued (MTC and State) 4,072 3,344 4,962 #of crash investigations 483 555 583 #Traffic Stops conducted 8,008 8,400 8,800 FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. The Board declined, in a July 14, 2008 work session, to increase fines to the new state level. Fine revenues are funded at the current fine schedule. The additional sedan in the Motor Pool budget for the Commander of the Traffic Division is recommended. The Commander does not have an assigned vehicle, but is on-call and needs to respond to any major traffic incident and any deputy-involved traffic accident in a timely manner. He is required to provide on-scene command presence during sobriety checkpoints and DUI saturations that are held throughout the year. It is also necessary for the Traffic Commander to monitor division personnel while performing on-duty assignments. With the current vehicle allocation, a vehicle is not always available when needed for the operations. This vehicle will also serve as a backup vehicle for the division. BOARD ACTION: Approved as recommended. The Board approved the additional vehicle for the Commander. Fines will not be increased to the new state level. 169 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Office Contract Services -- 1000-21220 DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld Central High School and Aims Community College. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 217,105 $ 503,657 $ 472,909 Supplies 0 218,590 0 0 Purchased Services 0 85,130 66,154 66,154 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 520,825 $ 569,811 $ 539,063 Revenue 0 561,733 561,733 561,733 Net County Cost $ 0 $ -40,908 $ 8,078 $ -22,670 Budget Positions 0 3.0 7.0 7.0 SUMMARY OF CHANGES: This budget was developed in January, 2008 due to an increased demand for services under a contractual basis. Personnel Services for 2008 only covered three of the seven positions. The equipment and vehicles to outfit the seven new officers were purchased out of the 2008 budget, which reduced the supplies budget line item but increased the personnel services budget line item. Purchased services decreased due to a more realistic evaluation of vehicle mileage within these contracts. Prior to the first of the year,an analysis of the actual cost of deputy time and equipment will be conducted. Final budget adjustments include a decrease in salaries of$30,748. OBJECTIVES: 1) Work directly with the members of the municipalities, schools and campus to provide prevention, investigation, and prosecution of criminal activity; 2) Work as facilitators, problem solvers, and role models regarding the quality of life issues surrounding these communities; 3) Maintain the safety and security of residents, students and visitors; 4) Maintain honest, open communication with citizens, students, facility, and visitors; 5) Meet the statutory responsibilities of the Sheriff. 170 CONTRACT SERVICES (CONTINUED) 1000-21220 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls n/a 5,272 5,336 Number of Warnings issued n/a 562 590 Number of Citations issued n/a 461 484 Efficiency Measures FTE's per 10,000/capita n/a 0.30 0.29 Per capita cost(county support) n/a $0.175 $0.0 Miles Driven per Call for Service n/a n/a n/a Effectiveness Measures(desired results) Number of criminal cases cleared by arrest n/a n/a n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Rates charged the municipalities and schools should be set to fully recover costs. BOARD ACTION: Approved as recommended. 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Office Ordinance Enforcement-- 1000-21230 DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as amended, pertaining to dogs-at-large. Animal control officers are only available on a limited basis. Deputy response outside the dedicated time is limited to cases where public safety threat exists. This unit is also responsible for handling all calls for illegal dumping of trash/waste within the county as enforceable by Weld County Ordinance. Animal control officers routinely collect illegally dumped items from county roadways and public property to ensure the safety of motorists traveling within the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 195,715 $ 223,593 $ 223,593 $ 230,055 Supplies 5,810 6,800 17,650 17,650 Purchased Services 135,844 197,170 212,324 212,324 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 337,369 $ 427,563 $ 453,567 $ 460,029 Revenue 82,412 81,892 0 0 Net County Cost $ 254,957 $ 345,671 $ 453,567 $ 460,029 Budget Positions 5 5 5 5 SUMMARY OF CHANGES:Due to the loss of revenue from the Erie Landfill, the funding from the Solid Waste Fund ($81,892) for Code Enforcement is being eliminated in the 2009 budget and being picked up by the General Fund. There is a one-time increase of $10,859 in the small items of equipment budget to procure two 800 MHz radios, one mobile data computer and six helmets. There is a $25 increase in printing and duplicating to offset costs associated with sponsoring and operating the Animal Control Academy. Vehicle costs are up due to an increase in fuel charges, depreciation and maintenance. A 6% increase for the Human Society has been included in the budget, but final negotiation of the contract is still on-going. Final budget adjustments include an increase in salaries of$6,462. OBJECTIVES: 1) Provide efficient and effective service within allocated resources. 172 ORDINANCE ENFORCEMENT (CONTINUED) 1000-21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 4,345 4,477 4,613 Animals Transported to Shelter 898 925 954 Efficiency Measures FTE's per 10,000/capita .2207 .2142 .2051 Per capita cost(county support) $1.04 $1.48 $1.89 Miles Driven per Call for Service 27.90 28.75 29.62 Effectiveness Measures (desired results) Summons Issued 189 195 201 FINANCE/ADMINISTRATIONRECOMMENDATION:Recommend approval. The Humane Society contract amount may change in the Final Budget. BOARD ACTION:Approved as recommended. No change due to Humane Society contract. If possible, the two 800 MHz radios ($10,859) should come from excess radios available from Human Services mini buses. If the radios satisfy the need, the $10,859 should be removed from this budget with the first Supplemental Appropriation Ordinance in 2009. 173 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory-- 1000-21260 DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of Greeley and Weld County. The two entities also have agreements for services on a contract basis. The laboratory provides forensic analysis of evidence in drug,arson,and paint transfer cases. The laboratory is the only forensic laboratory in Colorado meeting the stringent requirements for accreditation by the American Society of Crime Lab Directors. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 75,283 $ 110,479 $ 196,163 $ 206,220 Supplies 44,399 22,400 25,000 25,000 Purchased Services 29,520 56,400 95,845 65,555 Fixed Charges 77 0 0 0 Capital 18,198 101,000 11,500 11,500 Gross County Cost $ 167,477 $ 290,279 $ 328,508 $ 308,275 Revenue 85,868 150,653 117,960 117,960 Net County Cost $ 81,609 $ 139,626 $ 210,548 $ 190,315 Budget Positions 1 1 2 2 SUMMARY OF CHANGES: The request for a DNA Analyst will add one budgeted position to the Regional Forensic Lab for a cost of$85,684. The position will be to do property crimes, which now take months for the CBI crime lab to examine. The new position will provide a much faster turn around for investigation. Two items will be purchased as capital items: a Cellebrite Forensic Mobile Phone System and a MAC-specific forensic platform totaling $11,500. Professional Services will increase from $0 to $35,445, to reflects service contracts. A large portion of this goes to the Sheriffs Office's portion of a current DNA scientist position located at CBI's Denver lab. The Training Budget will increase from$35,200 to$41,000 to reflect the rise in travel costs. An additional vehicle was requested, and recommended in the Motor Pool budget. Final budget adjustments include an increase in salaries of$10,057. OBJECTIVES: 1)Provide accurate, competent,and timely analysis of evidence to meet the needs of submitting agencies;2)maintain the highest level of competency through training and the training of local law enforcement; and 3) Maintain ASCLD Laboratory certification. 174 REGIONAL FORENSIC LABORATORY (CONTINUED) 1000-21260 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs (6 mo) Cases completed -drug/arson/paint 63/131 140/290 140/290 Court Testimony 0 3-5 3-5 Hours of Lab Analysis -drug/arson/paint 160 360 360 Efficiency Measures FTE's per 10,000/capita .044 .043 .082 Per capita cost(county support) $0.517 $0.598 $0.781 Effectiveness Measures(desired results) Quality Audit 1 1 1 Proficiency Testing (Test Run/Errors) 2/0 2/0 2/0 FINANCE/ADMINISTRATION RECOMMENDATION: The DNA Analyst position to do property crimes is recommended. The technology is a very cost effective and efficient investigation tool that increases the success and timeliness of solving crimes. Professional Services in the recommended budget has been reduced by$30,290 for the payment to CBI for the shared DNA Analyst. The state is fully funding the position, like they did in 2008. Funding is guaranteed through June 30, 2009, but it is anticipated that the state will fund the position in the state's FY 2010 after July 1, 2009. Capital items of$11,500 are recommended. The City of Greeley has historically paid 50% of the cost of the lab, but is not going to participate in paying for the new DNA Analyst position, so the position will be dedicated 100%to Weld County cases and paid 100% by Weld County. An additional vehicle was requested, and recommended in the Motor Pool budget. The vehicle is needed to take lab equipment to crime scenes. BOARD ACTION: Approved as recommended. The Board approved the new DNA Analyst position. The additional vehicle was approved in the Motor Pool budget. 175 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300 DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim Assistance (VALE/VOCA)funding. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 102,222 $ 99,403 $ 99,403 $ 107,803 Supplies 21,735 6,400 6,400 6,400 Purchased Services 8,096 20,377 34,819 34,819 Gross County Cost $ 132,053 $ 126,180 $ 140,622 $ 149,022 Revenue 73,060 111,877 82,468 82,468 Net County Cost $ 58,993 $ 14,303 $ 58,154 $ 66,554 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Revenue is reduced in this budget by $22,720 because the VOCA Grant applied for was not awarded. This grant is on a two-year grant cycle and will be applied for again in 2009 when it becomes available. If obtained, it would not be awarded until 2010. The Sheriffs Office is requesting two new vehicles for the victim advocate program. This will increase the operating budget by$22,720 in 2009. There are no other line item increases. The vehicles are budgeted in the Motor Pool budget. Final budget adjustments include an increase in salaries of$8,400. OBJECTIVES: To assist victims of crimes with immediate counseling and referral to community agencies that help them cope with their loss or injury. 176 VICTIM ADVOCATE SERVICES (CONTINUED) 1000-21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 1,054 1,494 1,539 Number of VALE grants administered 1 1 1 Efficiency Measures FTE's per 10,000/capita 0.088 0.085 0.078 Per capita cost(county support) $0.260 $0.061 $0.273 Effectiveness Measures(desired results) Victims Assisted 624 697 718 Total VALENOCA grant funds awarded $105,188 $74,268 $74,258 Funds from Other Agencies $13,400 $8,200 $15,000 FINANCE/ADMINISTRATION RECOMMENDATION: In 2008, two vehicles were requested and declined by the Board. The Sheriff is again requesting the vehicles in 2009. Finance and Administration is recommending approval of the purchase of two vehicles for the Victim Advocate Program this year, primarily as a risk management issue. Currently, volunteers are utilizing their own vehicles to go to crime and accident scenes. This causes additional non-government vehicles to be on the scene of already crowded emergencies. This also places our victim advocate staff and volunteers in a situation in which the license numbers and descriptions of their personal vehicles are readily available to people at the scene. In cases of domestic violence,where the abusing party is still in the area, this can create a dangerous situation. Purchase of the vehicles are recommended in the Motor Pool budget. All other line items are unchanged except the vehicle cost line item. Recommend approval. BOARD ACTION:Approved as recommended. The Board approved the two additional vehicles. 177 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Multi-Jurisdictional Drug Task Force - - 1000-21410 DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force providing drug interdiction by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit for any law enforcement agency in Weld County. Task Force personnel are directly supervised by the Greeley Police Department with policy and strategic direction from a Control Group of area chiefs and the Sheriff. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 75,934 $ 99,367 $ 95,012 $ 95,012 Supplies 0 0 0 0 Purchased Services 52,686 70,248 70,248 70,248 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 128,620 $ 169,615 $ 165,260 $ 165,260 Revenue 92,434 0 0 0 Net County Cost $ 36,186 $ 169,615 $ 165,260 $ 165,260 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: The above projected numbers reflect the period from January 1,2009 through December 31, 2009. The requested grant has been approved and is in operation, commencing October 1, 2007 through September 30, 2008. The department will be requesting another grant to operate the 12-month period commencing October 1, 2008. This grant has been operating for the past several years with the assistance of less than 15%federal funding. The Weld County Task Force Board has met and discussed impacts. The goal was to be working towards self funding from all Weld County agencies during the grant period in 2007 in preparing for the closing of the federal grant program. In 2006,Weld County increased funding to cover 50% of the assigned investigator with the goal of covering the full salary of the investigator in 2007 and this did occur. The above figures reflect the projected cost to the County to operate without grant assistance for 2009. OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals identified; 3) Establish an exchange of information with other law enforcement agencies. 178 MULTI-JURISDICTIONAL DRUG TASK FORCE (CONTINUED) 1000-21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 176 180 185 Drug Arrests 128 160 150 Search Warrants Executed 24 25 27 Cocaine Seizures (Kilos) 2.02 2.5 2.75 Methamphetamine Seizures (Pounds) 19 12 15 Marijuana Seizures (Pounds) 1,275 800 800 Meth Lab Seized 5 4 4 Efficiency Measures FTE's per 10,000/capita .044 .043 0.040 Per capita cost(county support) $0.15 $0.72 $0.67 Effectiveness Measures (desired results) Criminal Cases per 1,000 Capita 1.28 1.30 1.32 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 179 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: North Jail Complex- - 1000-24410 DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe, and well-maintained jail. Professional jail support services such as medical care,food preparation, and facility programming are provided to meet these mandates. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9,532,672 $ 12,547,697 $ 12,603,800 $ 13,227,993 Supplies 355,566 363,744 295,625 295,625 Purchased Services 2,478,266 3,506,153 3,477,652 3,477,652 Fixed Charges 5,794 16,902 16,867 16,867 Capital 0 70,500 0 0 Gross County Cost $ 12,372,298 $ 16,504,996 $ 16,393,944 $ 17,018,137 Revenue 1,566,405 831,980 849,000 849,000 Net County Cost $ 10,805,893 $ 15,673,016 $ 15,544,944 $ 16,169,137 Budget Positions 146(12 mo) 199.0 200.6 200.6 167 (6 mo) 188 (3 mo) SUMMARY OF CHANGES: Significant Personnel Services costs have been deferred to open the remaining 122 secure confinement beds in the new jail wing. Inmate census trends during the seven month period prior to the development of this budget indicate 2008 capacity should be adequate in 2009. The approximately$1.59 million in deferred staff cost is not a permanent cost savings, as additional staff and capacity will be required in the future. The small change in Personnel Services reflects a request for hourly positions(1.6 FTE)to supervise inmate work crews performing painting, weed control, litter collection, snow shoveling, and other necessary facility maintenance activities in and around the North Jail Complex. The work crews are also available to the Drug Court under development as an intermediate sanction for offenders. Reductions in other line items relate to the smaller projected inmate census. While Purchased Services has been reduced, medical cost increased with the addition of licensed psychiatric services through the medical provider. Revenues increased due to increased use of the jail by municipal courts throughout the county. Municipal courts use of the jail had been restricted by jail crowding. Final budget adjustments include an increase in salaries of$624,193. OBJECTIVES: 1)Accept and lawfully hold prisoners in a safe, humane environment that provides opportunities for rehabilitation and victim reparation and that returns people to the community better, or no worse than they arrived; and, 2) Meet Sheriffs statutory duties as the Keeper of the Jail effectively and efficiently. 180 NORTH JAIL (CONTINUED) 1000-24410 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Outputs Avg. Secure Jail Population Daily 610 520 500 Avg. Work Release Clients Daily 164 190 210 Avg. Electronic Home Monitoring Daily 104 150 160 Avg. Pre-Trial Supervision Clients Daily 230 215 215 Total Offenders Under Supervision Daily 1,108 1,075 1,085 All Offenders Processed Into Facilities 16,096 16,850 17,350 Number of Offenders Transported to Court Appearances 22,111 18,000 16,500 New Correctional Officers Entering Basic Training 49 58 38 Efficiency Measures Offender Supervision FTE's per 10,000 Capita 9.6 9.9 9.8 Per capita net cost $55.97 $77.42 $75.75 Avg. Medical Cost Per Inmate Daily $8.38 $12.60 $14.36 Avg. Food Cost Per Inmate Daily $3.13 $3.17 $3.25 Secure Facility Occupancy Rate 151% 84% 81% Effectiveness Measures(desired results) Avg. Length of Stay Days (Secure) 22.0 18.0 17.5 Sentence Days Deducted for Inmate Work Time 4,678 6,000 6,000 In-Custody Suicides 0 0 0 Escapes from Secure Custody 0 0 0 Successful EHM Completion 99% 99% 99% Successful Work Release Completion 83% 86% 86% Offenders Earning GED 17 15 15 181 NORTH JAIL (CONTINUED) 1000-24410 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 1.6 FTE to supervise inmate work crews for maintenance activities in and around the North jail Complex is extremely cost effective, and avoids having to hire Building and Grounds staff to do the work that can be done by supervised inmate work crews. The Sheriffs Office should be commended for holding down the cost of the jail by avoiding the opening of the remaining 122 secure confined beds in the new jail wing. The savings is approximately$1.59 million. As indicted above, this is a deferred cost only as long as the beds do not have to be opened, but not a permanent cost savings. BOARD ACTION:Approved as recommended. The addition of 1.6 FTE's to supervise inmate work crews were approved. 182 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Centennial Jail - - 1000-24420 DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to assist the district attorney and the several courts of record in the county. 94 CV 419, Div I, 19th Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse. This budget unit supports the resources to comply with all of these requirements. C.R.S. 18-1.3-106 allows for the operation of jail alternative programs to be used by the court in sentencing and C.R.S. 16-4-105 provides for the operation of a pre-trial supervision program. Jail alternative programs operate within this budget unit. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,957,523 $ 2,130,306 $ 2,473,050 $ 2,501,274 Supplies 40,309 63,161 58,550 58,550 Purchased Services 580,533 950,006 648,171 648,171 Fixed Charges 1,745 2,800 2,800 2,800 Capital 0 0 0 0 Gross County Cost $ 2,580,110 $ 3,146,273 $ 3,182,571 $ 3,210,795 Revenue 703,151 750,000 915,000 915,000 Net County Cost $ 1,876,959 $ 2,396,273 $ 2,267,571 $ 2,295,795 Budget Positions 30 32 38 38 SUMMARY OF CHANGES: Personnel Services reflects a request for 6.0 FTE's needed to make use of additional client capacity available in the new Alternative Programs Building. All other line items reflect economies from the new building and a 33% reduction in funding for In Custody Alternative Placement Program treatment based on historical use patterns and projected use in 2009. Revenue reflects a higher average client census from new capacity. Despite the request for additional staff, the net recommended budget has been reduced by 5.4%. Final budget adjustments include an increase in salaries of$28,224. OBJECTIVES: 1) Meet Sheriffs statutory duties effectively and efficiently; and, 2) Provide effective and efficient community supervision alternatives to secure detention. 183 CENTENNIAL JAIL (CONTINUED) 1000-24420 PERFORMANCE MEASURES: Included in North Jail Complex(1000-24410) Summary. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The five Work Release Shift Supervisor positions and one Office Tech Ill are necessary to accommodate the Alternative Jail Program caseload. With client fees much of the added personnel costs for the Alternative Jail Programs are offset. BOARD ACTION: Approved as recommended. The additional six positions were approved. 184 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440 DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'facilities due to the overcrowding of Weld County's jail. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,422,006 391,463 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,422,006 $ 391,463 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 1,422,006 $ 391,463 $ 0 $ 0 Budget Positions - - -- -- - - SUMMARY OF CHANGES: Additional capacity at the North Jail Complex was available from new construction completed in 2008. There are currently no plans to use other county facilities for housing. Washington County will continue to be used for Department of Corrections sentenced offender backlog offenders but that use is paid for by the Department of Corrections and requires no funding. OBJECTIVES: See North Jail budget for details. PERFORMANCE MEASURES: See North Jail budget for details. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 185 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management-- 1000-26200 DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of either natural or other disaster on county, state, and federal level. Coordinates emergency response exercises for participants to evaluate effectiveness and improvements. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 78,556 $ 81,877 $ 88,229 $ 94,197 Supplies 9,160 4,250 13,514 13,514 Purchased Services 33,348 54,800 111,262 51,262 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 121,064 $ 140,927 $ 213,005 $ 158,973 Revenue 44,187 32,000 32,000 47,100 Net County Cost $ 76,877 $ 108,927 $ 181,005 $ 111,873 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: The Sheriffs Office is requesting an upgrade of the Director of Office of Emergency Management from Grade 38 to Grade 50, a 30% increase. The reason for the request is that the Director of OEM is a unique position responsible for the daily operations of Emergency Management in Weld County,and has the responsibility to coordinate with other county departments for planning and preparedness. Human Resources is only recommending that the position be upgraded to Grade 43, or a 12.5% increase. Final budget adjustments include an increase in salaries of$5,968. Postage and travel have been increased. EOC ID Tracking equipment and software and Radar Tracking Web access are funded. A larger change is the request of$60,000 for Homeland Security Grant matching funds to show sustainability and agency buy-in. An additional vehicle was requested, but not recommended in the Motor Pool budget. OBJECTIVES: 1) Comply with State and Federal EMA programs to include updates to the Weld County Mitigation Plan,Weld County Terrorism Plan and the Weld County Emergency Operations Plan, as well as compliance with the National Incident Management System, Homeland Security Grant process and other State Grant requirements for Emergency Management. 2) Coordinate with Local Jurisdictions and agencies for planning of exercises, emergency planning for identified hazards and community meetings for preparedness. 3) Meet with first responder agencies and organizations to identify training needs and coordinate with State agencies to host or complete the identified training. 4) Work with Weld County Citizen Corps Council to help the citizens of Weld County be better prepared and able to identify volunteer organizations in their communities. 186 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of drills and exercises 8 6 6 Number of people participating in drills 1,100 1,100 1,100 Number of inspections and/or reports 12 12 12 Efficiency Measures FTE's per 10,000/capita .044 .042 .041 Per capita cost $0.39 $0.47 $0.46 Effectiveness Measures (desired results) Percent increase in number of inspections and/or reports 12.0% 0% 0% FINANCE/ADMINISTRATION RECOMMENDATION: The Sheriffs Office has requested an upgrade of the Director of Office of Emergency Management from Grade 38 to Grade 50, a 30% increase. The reason for the request is that the Director of OEM is a unique position responsible for the daily operations of Emergency Management in Weld County, and has the responsibility to coordinate with other county departments for planning and preparedness. Human Resources is only recommending that the position be upgraded to Grade 43,or a 12.5% increase. This will make the position equivalent to a Deputy Ill. The position has no supervisory responsibility. Grade 50 is the same as a Commander who has operational responsibility and supervision of staff. The $60,000 for Homeland Security Grants is not recommended. Once a specific need and grant is identified, then the required match can be considered. An additional vehicle was requested, but not recommended in the Motor Pool budget. The position does not meet the criteria for a vehicle assignment, since there is no special equipment or off-road travel. BOARD ACTION: The Board approved the upgrade of the Director position to Grade 43. The vehicle requested was denied. The Board did not fund $60,000 for Homeland Security Grants. Once a specific need and grant is identified, the required match will be considered. Revenue was increased to $47,100 due to an increase in the Emergency Management Performance Grant by$15,100. 187 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: County-wide Communications -- 1000-22100 DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies, 18 fire departments, 2 rescue/ambulance departments, plus local government including public works. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,851,291 1,986,145 1,651,896 1,651,896 Fixed Charges 4,800 4,800 4,800 4,800 Capital 0 0 0 0 Gross County Cost $ 1,856,091 $ 1,990,945 $ 1,656,696 $ 1,656,696 Revenue 404,570 417,735 56,200 56,200 Net County Cost $ 1,451,521 $ 1,573,210 $ 1,600,496 $ 1,600,496 Budget Positions -- -- -- -- SUMMARY OF CHANGES: On May 3,1993, Weld County entered into a contract with the City of Greeley to operate and maintain the Weld County Regional Communications Center, criminal records management, and Criminal Justice Information Center. Starting in 2009, user agencies will all pay according to their use of the center. The county will pay for the first$10,000 of each agency's usage. Once the user agency exceeds$10,000 in usage, the agency must pay the difference by paying one-third of the overage in 2009, two-thirds in 2010 and the full amount over $10,000 in 2011 and thereafter. The county's share for the formula in 2009 will be $1,571,396 for the Weld County Regional Communications Center (WCRCC). The $1,571,396 was determined as shown on the following page. 188 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 SUMMARY OF CHANGES (CONTINUED): WCRCC Total Expenditures $3,256,717 City of Greeley 2007 Base Maintenance of Effort -1,547,508 E911 Payment of Six Dispatchers -328,146 Other Users' Share Under New Formula -27,890 Total County's Share Under New Formula $1,353,173 Radio Maintenance Contract 181,277 Phone Line for T-1 36,946 Total County 2009 WCRCC Charge $1,571,396 Phone costs of$60,000, tower rental of$4,800, and motor pool costs of$1,500 are included in the budget outside the contract. In addition, Weld County must contribute $19,000 per year to CCNC for the maintenance of the state 800 MHz controller system. The County receives cost reimbursement from tower rental ($56,200). Net line items are up $27,286, due to inflationary trends and the new formula. With the new formula, costs will begin to flatten out over time; and in the long run, relieve the county of the historical burden of supporting the WCRCC along with the City of Greeley. OBJECTIVES: 1) Perform emergency service and dispatching for 43 law enforcement, fire and ambulance departments/agencies throughout the county; 2) Schedule radio maintenance and repair services; 3)Perform NCIC/CCIC termination operations for information inquiry requests from user agencies; and 4) Operate and maintain the E-911 emergency telephone system. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs E-911 Calls 99,951 102,325 95,647 Non-911 Calls 360,672 371,500 361,375 CAD Incidents for Law and Fire/Ambulance 344,078 358,194 372,880 EMD Calls 14,403 15,547 16,691 Criminal Justice Records, Total Case#'s issued 31,180 30,000 32,000 ARS Documents Transcribed 56,072 57,500 58,650 Warrants Processing Activity 24,419 25,300 28,122 Citations Processed 30,240 34,000 39,100 Phone Calls into Records 70,187 71,000 72,450 Computer Service Requests 19,744 18,500 21,500 189 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 PERFORMANCE MEASURES (CONTINUED) ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000 per Capita 1.84 1.79 1.92 Per Capita Cost-Operating Budget $6.66 $6.74 $8.04 EMD Call per FTE 303 314 363 CAD Incident per FTE 7,577 7,600 7,967 Total Telephone Calls to Center per FTE 9,089 9,200 9,765 ARS Document transcribed per FTE 2,243 2,300 2,346 Effectiveness Measures(desired results) Respond to all 911 calls within 15 seconds 94% 99% 99% Under 10 seconds 83% 95% 95% Maintain Emergency Medical certification of all dispatch personnel. 100% 100% 100% Maintain customer satisfaction 95% 95% 95% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The new formula in the long-term will lessen the county's burden of supporting the WCRCC, especially as the population and service demand growth occurs throughout the county. Agencies that have population and service demand growth will pay for the growth versus the county shouldering the whole load. BOARD ACTION: Approved as recommended. 190 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Communication System Development-- 1000-22200 DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide communications system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 808 0 0 0 Purchased Services 4,946 0 0 0 Fixed Charges 0 0 0 0 Capital 78,148 125,000 20,000 20,000 Gross County Cost $ 83,902 $ 125,000 $ 20,000 $ 20,000 Revenue 0 0 0 0 Net County Cost $ 83,902 $ 125,000 $ 20,000 $ 20,000 Budget Positions -- -- - - - - SUMMARY OF CHANGES: No change. Budget level will accommodate the capital needs of the communications system in 2009. OBJECTIVES: 1)To enhance the existing regional communications radio system until it provides satisfactory county-wide coverage; 2) Implement an 800 MHz digitized radio system. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 191 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: E-911 Administration -- 1000-22300 DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 700 0 0 Gross County Cost $ 0 $ 700 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 700 $ 0 $ 0 Budget Positions -- -- -- -- SUMMARY OF CHANGES: E-911 Fund now covers this expense, so it does not have to be funded in the County General Fund. OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop and maintain E-911 emergency telephone system. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 192 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System -- 1000-22400 DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system serving multiple public safety agencies, including computer-aided dispatch, criminal records management,jail records management, and prosecution system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 100,000 100,000 100,000 Purchased Services 738,159 770,825 715,705 715,705 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 738,159 $ 870,825 $ 815,705 $ 815,705 Revenue 0 0 0 0 Net County Cost $ 738,159 $ 870,825 $ 815,705 $ 815,705 Budget Positions - - -- - - -- SUMMARY OF CHANGES: The budget includes costs, $100,000 for enhancements to Tiburon and $715,705 for computer maintenance costs, for a total of $815,705. This is a decrease of $55,120. The budget includes one FTE dedicated to the Weld County Sheriffs Office(WCSO)for Tiburon support. By employing Dragon Speak the software has allowed the WCSO to reduce the cost of transcribing crime reports. OBJECTIVES: Installation and maintenance of a comprehensive criminal justice information system that includes criminal records management, computer-aided dispatch, jail records management, and prosecution system. 193 CRIMINAL JUSTICE INFORMATION SYSTEM (CONTINUED) 1000-22400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs ARS documents transcribed 13,260 14,522 10,000 Efficiency Measures Per capita cost(county support) $3.70 $3.73 $3.37 Effectiveness Measures(desired results) ARS documents transcribed per FTE 1,507 1,650 1,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval BOARD ACTION:Approved as recommended. 194 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner- - 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies are performed in all cases of suspicious death or at the discretion of the Coroner's or District Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner usually employs the registered pathologists and laboratory facilities of North Colorado Medical Center and McKee Medical Center. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 332,902 $ 316,612 $ 362,782 $ 375,940 Supplies 10,729 12,000 12,000 12,000 Purchased Services 281,893 246,000 246,000 246,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 625,524 $ 574,612 $ 620,782 $ 633,940 Revenue 1,641 700 700 700 Net County Cost $ 623,883 $ 573,912 $ 620,082 $ 633,240 Budget Positions 5.5 5.5 6 6 SUMMARY OF CHANGES: The only change in the budget is the request to move the .5 FTE Deputy Coroner to full-time status with benefits due to the workload, and to offer 24/7 coverage for the office. Final budget adjustments include an increase in salaries of$13,158. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 195 CORONER (CONTINUED) 1000-23200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of cases 885 900 1,050 Number of inspections 395 400 450 Number of full autopsies 142 150 160 Efficiency Measures FTE's per 10,000/capita 0.221 0.214 0.246 Per capita cost(county support) $2.51 $2.46 $2.60 Cost per autopsy/inspection $848 $878 $904 Effectiveness Measures(desired results) Percent full autopsies of post-mortem 16% 16% 15% exams FINANCE/ADMINISTRATION RECOMMENDATION: The additional .5 FTE Deputy Coroner is recommended due to growth in caseload because of the growth in the county. The staffing will allow full coverage 24/7. BOARD ACTION: Approved as recommended. The board approved the additional .5 FTE Deputy Coroner. 196 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200 DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with Section 17-27-101, et seq, C.R.S., which authorizes the diversion of non-violent offenders not eligible for probation from State penal facilities to community programs. Operates under the Board of County Commissioners with delegated authority to the Community Corrections Board. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 34,120 $ 53,633 $ 104,962 $ 104,962 Supplies 643 700 900 900 Purchased Services 2,597,805 2,336,818 1,989,723 1,989,723 Fixed Charges 25,204 30,039 18,225 18,225 Capital 0 0 0 0 Gross County Cost $ 2,657,772 $ 2,421,190 $ 2,113,810 $ 2,113,810 Revenue 2,657,772 2,421,190 2,021,263 2,021,263 Net County Cost $ 0 $ 0 $ 92,547 $ 92,547 Budget Positions 1 1 2 2 SUMMARY OF CHANGES: Budget consisting of the Community Corrections Board's administrative budget is funded at $170,287, plus program grants for Diversion Non-Residential $125,210, Diversion Residential$1,143,333,Transition$619,880,and Parole$55,100. Total State funding for the program is down $399,927. The administrative grant funds only cover $77,740 of the $170,287 in administrative costs. The difference of$92,547 is the Chief of Correction position that has been added(as explained below). OBJECTIVES: 1) Provide counseling and diversion programs for non-violent offenders; and 2) Carry out all community corrections contract requirements of the State of Colorado. 197 COMMUNITY CORRECTIONS (CONTINUED) 1000-24200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs The Restitution Center(beds): Parole 9 9 9 Residential Transition 44 44 44 Diversion Residential 83 85 65 Diversion Non/Residential 67 68 60 Independent Living (3/4 House) 0 0 0 Residential Treatment Center 32 32 32 Specialized Services 16 16 16 Efficiency Measures FTE's per 10,000/capita .044 0.043 0.082 Effectiveness Measures (desired results) Percent of Client Recidivism: The Restitution Center 32% 32% 32% Residential Treatment Center 18% 18% 18% FINANCE/ADMINISTRATION RECOMMENDATION: At a work session on July 22, 2008, the Board agreed to hire a Chief of Corrections position immediately to head up the initiative to design and complete program development of the new Community Corrections facility, monitor the Community Corrections contract, evaluate along with the working group and Community Corrections Board as to whether or not the county should operate the Community Corrections program in-house versus contact, and develop a plan to transition alternative jail programs to the County's Department of Corrections over a specified period of time. Pay Grade of the Chief of Corrections would be Grade 56. It would be anticipated that this position would ultimately be the Department Head for the Department of Corrections, if this is the direction taken after study and consideration of alternatives. A request was made to upgrade the Office Technician III. In light of adding the Chief of Corrections, the upgrade for the Office Technician III is not recommended. BOARD ACTION: The new position and concept of Community Corrections was approved as recommended. The upgrade of the Office Technician III was not approved by the Board for the reasons stated above. 198 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100 DEPARTMENT DESCRIPTION: Administers building codes; makes on-site inspections during each phase of construction to insure minimum requirements are met. Assists Weld County Citizens in understanding and applying the International Building Code for utmost construction safety. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 981,008 $ 1,026,023 $ 967,023 $ 637,306 Supplies 376,055 61,996 54,417 53,300 Purchased Services 93,017 126,648 133,644 113,802 Fixed Charges 100,574 90,049 90,049 90,049 Capital 0 0 0 0 Gross County Cost $ 1,550,654 $ 1,304,716 $ 1,245,133 $ 894,457 Revenue 1,137,593 890,000 890,000 790,000 Net County Cost $ 413,061 $ 414,716 $ 355,133 $ 104,457 Budget Positions 16 16 15 9 SUMMARY OF CHANGES: The budget request shows the savings from the Assistant Building Official position having been absorbed into the Building Official position($58,977). In the requested budget one inspector position will not be filled until needed, but the funding remains. The recommended budget calls for the reduction of four positions in 2009 due to the slowdown in building activity. Savings in vehicle costs resulted from eliminating one vehicle ($2,000). There is a request for funding for the ICC National Building Safety Week program($225), Field Inspectors uniform shirts ($892)and additional training funds for Building Inspections Front Staff($300). The recommended budget does not include these increases, as explained below. Two replacement vehicles were requested, but not recommended in the Motor Pool budget. The recommended reduction in staff should reduce the need for the vehicles. Revenues have been left at $890,000 due to the conservative estimate from 2008 in anticipation of the building slowdown. The lack of evidence of any significant recovery in building activity dictates that the amounts remain at the 2008 level. The revenues in 2008 have come in mainly because of the oil and gas well permits, not building permits where activity is down. 199 BUILDING INSPECTION (CONTINUED) 1000-25100 OBJECTIVES: 1) Review and issue construction permits; 2) Conduct construction/electrical inspections; 3)Review and issue building violations. 4)Continuation of follow-up on old violations. 5) Continue training of staff. 6) Expansion of training for Support Staff. 7) Implement MS4 Storm Water regulations. 8)Implement attainment compliance for oil and gas structures. 9)Conduct field inspections and full service via Southwest Weld Administration Office. 10) Provide educational support for local contractors and citizens. 11)Ensure the health and safety of the built environment for Weld County citizens. 12) Implement the 2008 NEC Electric Code. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Field Inspection Work Outputs Number of inspections performed 24,282 17,000 17,280 Number of stop work orders issued 85 75 86 Avg. #of inspections per building permit 15.5 15.5 15.5 Field Inspection Effectiveness Measures Avg. #of certifications per inspector 3.2 3.75 3.75 Avg. #of certifications per electrical inspector 3 3 3 Avg. #of miles driven per day per inspector 106 116 116 Avg. #of inspections per day per inspector 15 12 14 Plans Examiner/Inspector-On-Call Work Outputs) #of major plan reviews 227 238 240 #of minor plan reviews 1,123 1,178 1,180 Plans Examiner/Inspector-On-Call Effectiveness Measures Avg. #of certifications per plans examiner 4.66 6.50 6.50 Avg. response time to client questions 1/2 day 1/2 day 1/2 day Percent of permits past review time Less than 2% Less than 2% Less than 2% Avg. time spent on major plan reviews Residential 2 hours 2 hours 2 hours Commercial 6 hours 6 hours 6 hours Technical Support Work Outputs #of building permits processed 2,023 1,056 2,000 Incoming calls 2,750 2,836 3,000 200 BUILDING INSPECTION (CONTINUED) 1000-25100 FINANCE/ADMINISTRATION RECOMMENDATION: Due to the limited signs of a recovery to the slowdown in building activity it was recommended by staff and approved by the Board at a work session on July 28, 2008 that the following positions be eliminated in the recommended budget: 1. The Assistant Building Official was absorbed by the Building Official. Also, early in the year a Building Inspector retired, with a planned elimination of his position. 2. The vacant Building Inspector position should be eliminated ($62,067). 3. The vacant clerical position should be eliminated ($42,986). 4. The position assigned to the Health Department through the end of 2008 should be eliminated when the project is done($56,556). Human Resources should work with the employee to attempt to find a position that becomes available that matches the employee's skills. 5. The Planning Tech position that was to be eliminated under the former Planning Director once Acclea was in operation and there was no longer a need for manual operations and reporting should be eliminated($54,472). Human Resources should work with the employee to attempt to find a position that becomes available that matches the employee's skills. 6. The Chief Building Inspector position was eliminated and the Director of Planning Services will become the Chief Building Official effective September 1, 2008. ($83,704). 7. In 2009 if there are any new vacancies the positions should be frozen until the department justifies the need for the positions to the Board. 8. During 2009 if the building activity picks up there should be additional revenues to fund any additional positions needed. With the activity of the department being down, the requests for additional funds for service and supply accounts should be able to be absorbed into the department's line items in 2009. Therefore, no increases in service and supply accounts are recommended. BOARD ACTION: At the September 16, 2008, Early Warning Budget Hearing the Board accepted the Director of Planning's recommendation to retain a Planning Tech position($56,778)and instead eliminate a Building Inspection position($68,746), based upon workload,for a savings of$11,968. In addition, two vehicles have been eliminated from the Building Inspector and the Chief Building Inspector positions eliminated for a savings of$19,442 in the Final Budget. At the budget work session on October 31, 2009, the Board eliminated an additional Building Inspector position ($72,920). The Board also reduced fees for oil and gas inspections for a net reduction in fees of $100,000. 201 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100 DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the County. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 270,077 $ 262,096 $ 242,877 $ 255,209 Supplies 33,423 58,350 58,250 58,250 Purchased Services 148,830 160,903 399,418 449,418 Fixed Charges 9,047 0 0 0 Capital 0 0 0 0 Gross County Cost $ 461,377 $ 481,349 $ 700,545 $ 762,877 Revenue 6,639 10,000 10,000 10,000 Net County Cost $ 454,738 $ 471,349 $ 690,545 $ 752,877 Budget Positions 2 FTE 2 FTE 2 FTE 2 FTE 3 PT 3PT 3PT 3PT SUMMARY OF CHANGES: Seasonal staff was reduced by $19,219 with a restructure of the staffing functions. Supplies decreased $100 due to a decrease in Other Operating supplies based on anticipated needs for 2009. Purchased Services increased $31,515 based on a $100 increase for Postage and Freight for mailings; Vehicle Expense increased $31,115 largely due to increased fuel prices and repair costs; Repair and Maintenance increased $300 based on anticipated costs. The prairie dog control cost ($32,000) for county owned property, and the tree trimming/removal costs were transferred from Public Works to this budget unit. Final budget adjustments include an increase in salaries of$12,332. OBJECTIVES: 1) Carry out Colorado Weed Management Act(noxious weed control)on county property; 2) Work with weed complaints and help landowners comply with weed law; 3) Initiate educational programs to inform the public of the "Colorado Weed Management Act"; and 4)Carry out weed control for all divisions of the Public Works and Buildings and Grounds Departments. 202 NOXIOUS WEEDS (CONTINUED) 1000-26100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs All operations will meet established codes, polices, and procedures 100% 100% 100% Attendance at all safety meetings 95% 95% 95% All PPE equipment used as required 100% 100% 100% Lane miles mowed annually 2,500 2,500 2,500 Efficiency Measures FTE's per 10,000/capita .10 .10 .10 Per capita cost(county support) $2.05 $2.02 $3.09 Effectiveness Measures (desired results) Number of inquiries per 1,000 capita .201 .201 .201 Valid noxious weed complaints will be brought into compliance within the growing season. 90% 90% 90% Lane miles spot treated for noxious weeds annually 10,000 10,000 10,000 FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. The restructuring of the seasonal staff should not reduce service level. Transfer of the prairie dog abatement and tree trimming/removal to this budget is recommended. BOARD ACTION: Approved as recommended, including the restructuring of seasonal staff and transfer of the prairie dog abatement and tree trimming/removal function. The Board added $50,000 for the Phreatophyte Program to coordinate the removal of high water use trees along the Platte River. The program will work with landowners, ditch companies, and conservancy districts to coordinate the program. Grant funds will also be pursued. 203 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100 DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; development referrals; field survey operations to establish line and grade control; administrative and inspection work in utility and subdivision construction; performs laboratory tests to determine soil properties, construction and materials quality; all phases of highway engineering, bridge engineering, design and construction inspection. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,548,500 $ 1,745,105 $ 1,603,367 $ 1,648,263 Supplies 38,471 39,750 79,250 79,250 Purchased Services 480,544 743,150 1,289,940 1,289,940 Fixed Charges 0 0 0 0 Contra -528,451 -528,226 -528,226 -528,226 Gross County Cost $ 1,539,064 $ 1,999,779 $ 2,444,331 $ 2,489,227 Revenue 0 0 0 0 Net County Cost $ 1,539,064 $ 1,999,779 $ 2,444,331 $ 2,489,227 Budget Positions 23 23 20 20 SUMMARY OF CHANGES: Personnel Services decreased by $141,738 because the County Engineer position was split between the two Chief Senior Engineers when the former County Engineer retired. Also, the GIS Tech position was eliminated, and one Engineer I position was eliminated. Final budget adjustments include an increase in salaries of$44,896. Advertising and Legal Notices decreased$2,500 as available job positions will no longer be posted in engineering magazines; Phones increased $1,500 based on anticipated needs for 2009; Engineering and Architectural decreased$50,000 based on capital improvement projects for 2009; and Vehicle Expense decreased $22,745 per figures provided by the Accounting Department. Computer software($40,000)and data processing costs($70,000)were added to this budget unit. The budget includes engineering consulting for environmental permits ($45,000), engineering services for gravel pits($215,535),and engineering for Weld County Road 13 between Highway 34 and Weld County Road 50 ($300,000). 204 GENERAL ENGINEERING (CONTINUED) 1000-31100 OBJECTIVES: 1) Design and manage contract construction and provide technical support for Public Works Department, as well as other Weld County departments, such as Planning, Purchasing, and the County Attorney's office; 2) Perform all necessary bridge inspections, pavement management, construction management and inspection material testing, bridge grant administration, and utility permitting and inspections; and 3) Manage Flood plain and stormwater. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of designs completed 8 6 6 Number of construction projects completed 4 5 4 Number of plats reviewed 559 465 512 Efficiency Measures FTE's per 10,000/capita 1.02 0.99 0.82 Per capita cost(county support) $6.79 $8.57 $10.21 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Restructuring of staff in the departments done mid-year seems to be working well. The one Engineer I position for development is no longer needed and is not funded. If development activity increases in future years the funding of the position may have to be revisited. Consolidation of engineering related costs in this budget unit is recommended. BOARD ACTION: Approved as recommended. 205 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MISSILE SITE PARK BUDGET UNIT TITLE AND NUMBER: Miccile Site Park -- lnnn-snlnn DEPARTMENT DESCRIPTION: Maintains missile site park which includes camp grounds and related equipment, as well as the missile silo and archive storage areas. Provides security for the park. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 39,195 $ 41,224 $ 41,224 $ 42,181 Supplies 2,675 2,100 2,400 2,400 Purchased Services 14,119 27,800 27,500 27,500 Fixed Charges 1,563 0 0 0 Capital 0 0 0 0 Gross County Cost $ 57,552 $ 71,124 $ 71,124 $ 72,081 Revenue 2,208 1,375 1,375 1,375 Net County Cost $ 55,344 $ 69,749 $ 69,749 $ 70,706 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No net change in the budget amount. Line items were adjusted to reflect historical expenditure amounts. Final budget adjustments include an increase in salaries of$957. OBJECTIVES: 1)To maintain and improve Missile Site park; 2)To improve the quality of life for all Weld County residents. 206 MISSILE SITE PARK (CONTINUED) 1000-50100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of visitors 600 600 600 Efficiency Measures FTE's per 10,000/capita 0.044 0.043 0.041 Per capita cost(county support) $0.244 $0.299 $0.290 Effectiveness Measures(desired results) Percentage of time park unavailable to 0% 0% 0% public during scheduled operating hours FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 207 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Parks and Trails -- 1000-50200 DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future park projects. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 34,000 50,000 32,000 32,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 34,000 $ 50,000 $ 32,000 $ 32,000 Revenue 0 0 0 0 Net County Cost $ 34,000 $ 50,000 $ 32,000 $ 32,000 Budget Positions -- - - - - -- SUMMARY OF CHANGES: Budget includes$32,000 for the joint maintenance and administration, with Windsor and Greeley, of the Poudre River Trail. This is the same as last year. The Board agreed in April, 2004, to fund the County's share. A new IGA was developed in 2006 that includes the full maintenance and administration of the trail with each entity paying one-third of the costs. The City of Greeley will actually do the maintenance and administration. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit consolidates all spending on trail maintenance and development, as well as any new park development. Recommend the $32,000 for maintenance of the Poudre River Trail. No other park projects have been requested for 2009. BOARD ACTION: Approved as recommended. 208 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: AIRPORT BUDGET UNIT TITLE AND NUMBER: Airport Transfer-- 1000-56100 DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County Municipal Airport. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Fixed Charges $ 16,559 $ 3,947 $ 15,000 $ 15,000 Capital 0 0 0 0 Gross County Cost $ 16,559 $ 3,947 $ 15,000 $ 15,000 Revenue 0 0 0 0 Net County Cost $ 16,559 $ 3,947 $ 15,000 $ 15,000 Budget Positions - - -- - - - - SUMMARY OF CHANGES: The airport has been undergoing a multi-year phased upgrade of the installation of new security and wildlife control fencing since 2004. These upgrades are required to ensure the safety and security of the airport to protect it from both wildlife and human encroachment. Unlike past project funding requests, funding for the completion of this project is not available to the airport through traditional means (the FAA's Airport Improvement Program). Funding is therefore expected to be provided strictly through a Colorado Aeronautical Board(CAB) Discretionary Aviation Grant. CAB Grants are provided at 80% of total project costs, rather than at 95% common to FAA Grants. A total of 20% must, therefore, be provided at the local level. Total project cost is estimated to be $150,000, meaning that a total of$30,000 must be provided locally. Half of this amount is therefore being requested from Weld County, and the other half will be requested from the City of Greeley. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.077 $0.017 $0.062 Grant Summary: Airport Grant $17,474 $3,947 $15,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Dependence on county and city funding may end in the next couple of years as oil and gas well revenues from airport properties increase. The new revenue should make the airport self-sufficient. BOARD ACTION:Approved as recommended. 209 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SENIOR PROGRAMS BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 1000-56110 DEPARTMENT DESCRIPTION: Weld County's financial support to the sixteen senior centers throughout the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,500 12,500 12,500 12,500 Gross County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Revenue 0 0 0 0 Net County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Budget Positions SUMMARY OF CHANGES: No change. OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators, Inc. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.055 $0.054 $0.051 Grants Summary Senior Center Grant $1Z500 $12,500 $12,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 210 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT BUDGET UNIT TITLE AND NUMBER: Waste Water Management-- 1000-56120 DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality Planning Association for waste water management, and Little Dry Creek Watershed Group. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Purchased Services $ 9,019 $ 11,367 $ 11,367 $ 11,367 Supplies 0 0 0 0 Gross County Cost $ 9,019 $ 11,367 $ 11,367 $ 11,367 Revenue 0 0 0 0 Net County Cost $ 9,019 $ 11,367 $ 11,367 $ 11,367 Budget Positions -- -- -- -- SUMMARY OF CHANGES: This budget is the same as 2008. This Budget Unit includes dues for the North Front Range Water Quality Planning Organization ($8,019) and membership for the Little Dry Creek Watershed Group. No funding for the Big Thompson Watershed Forum or Cache la Poudre Watershed project is included, since no requests were made for 2009. OBJECTIVES: Conduct 208 water quality responsibilities for the North Front Range of Colorado. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in NFRWQPA and Little Dry Creek Watershed Group. BOARD ACTION: Approved as recommended. 211 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130 DEPARTMENT DESCRIPTION: Weld County's financial support of Envision,formerly Centennial Development Services, Inc., which provides services for the developmentally disabled citizens of the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Purchased Services $ 46,125 $ 46,125 $ 46,125 $ 46,125 Supplies 0 0 0 0 Gross County Cost $ 46,125 $ 46,125 $ 46,125 $ 46,125 Revenue 0 0 0 0 Net Cnunty Cost $ 4 125 $ 4&125 $ 4 .125 $ 4&125 SUMMARY OF CHANGES: Envision has requested the County fund $46,125 to meet the local match requirement of the State Development Disability Services contract. The request is the same as the current base funding of$46,125. OBJECTIVES: Provide services to the developmentally disabled citizens of Weld County via contract with Envision. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Individuals Served 1,578 1,590 1,600 Efficiency Measures Per capita cost(county support) $0.204 $0.198 $0.189 Effectiveness Measures(desired results) Grant- Envision $46,125 $46,125 $46,125 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 212 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MENTAL HEALTH North Front Range BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140 DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range Behavioral Health which provides extensive mental health services to citizens in Weld County. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 91,875 145,062 104,599 104,599 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 91,875 $ 145,062 $ 104,599 $ 104,599 Revenue 0 0 0 0 Net County Cost $ 91,875 $ 145,062 $ 104,599 $ 104,599 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Budget request includes$104,599 for North Front Range Behavioral Health (NFRBH), which is a 3.5% increase over the current funding level. Since NCMC no longer charges$29,000 for inpatient care at NCMC,and $15,000 for psychiatrist costs associated with the 72-hour holds picked up by police agencies, that amount has been eliminated from the budget. OBJECTIVES: (1) Provide mental health services to Weld County citizens via contract with North Front Range Behavioral Health. (2) Provide payment for 72-hour mental health patients put on hold by police agencies. 213 MENTAL HEALTH (CONTINUED) 1000-56140 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.62 $0.62 $0.43 Effectiveness Measures(desired results) Grant- North Front Range Behavioral Center $135,875 $145,062 $104,599 FINANCE/ADMINISTRATION RECOMMENDATION:Due to the tight 2009 budget,the requested 3.5% increase from NFRBH is not recommended, only the current year funding level. BOARD ACTION: Approved as recommended with the $3,537 increase for a total of$104,599. 214 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER BUDGET UNIT TITLE AND NUMBER: A Kid's Place -- 1000-56150 DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young victims of child abuse and non-offending family members. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 11,500 11,500 16,500 16,500 Contra Account -2,750 -2,750 -7,750 -7,750 Gross County Cost $ 8,750 $ 8,750 $ 8,750 $ 8,750 Revenue 0 0 0 0 Net County Cost $ 8,750 $ 8,750 $ 8,750 $ 8,750 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Human Services has agreed to fund A Kid's Place an additional $5,000 to provide Mandated Reporter Training instead of it being done by CARE. This contract will increase by$5,000 and CARE's contract with Human Services will decrease by$5,000 for no net overall change in county costs. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.039 $0.037 $0.036 Grants Summary A Kids Place Grant $11,000 $11,500 $11,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget is supported by Sheriffs Office, District Attorney, and Human Services. BOARD ACTION: Approved as recommended. 215 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Human Services Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program (Human Services Budget). ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,351 117,351 117,351 12,351 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 12,351 $ 117,351 $ 117,351 $ 12,351 Revenue 0 0 0 0 Net County Cost $ 12,351 $ 117,351 $ 117,351 $ 12,351 Budget Positions -- -- -- -- SUMMARY OF CHANGES: The transfer to the Human Services Fund of$117,351 is comprised of $12,351 for the Area Agency on Aging match and $105,000 to match a CDOT grant for transportation. OBJECTIVES: See Human Services budget detail. WORKLOAD MEASURES: See Human Services budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The $105,000 to match a CDOT Grant was removed from this budget and transferred to the new Transit budget in the General Fund (1000-16500) to accommodate the IGA with the City of Greeley to operate the mini bus transit system starting in 2009. 216 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Health Department Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 2,038,390 2,939,357 3,587,589 3,590,471 Gross County Cost $ 2,038,390 $ 2,939,357 $ 3,587,589 $ 3,590,471 Revenue 0 0 0 0 Net County Cost $ 2,038,390 $ 2,939,357 $ 3,587,589 $ 3,590,471 Budget Positions - - - - - - -- SUMMARY OF CHANGES: See Health Fund for details. OBJECTIVES: See Health Fund for details. WORKLOAD MEASURES: See Health Fund. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The budget was adjusted by $41,700 to reflect the reduction in fee increases not approved by the Board for Environmental Health. In addition, the Board eliminated services in the Southwest Administration Building, which saved $38,818. 217 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Retirement Transfer- - 1000-56160 DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for retiree health benefits. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 250,000 250,000 250,000 250,000 Gross County Cost $ 250,000 $ 250,000 $ 250,000 $ 250,000 Revenue 0 0 0 0 Net County Cost $ 250,000 $ 250,000 $ 250,000 $ 250,000 Budget Positions -- - - - - - - SUMMARY OF CHANGES:This unit is for the transfer to the Retirement Fund for the administrative costs of the program. The Board agreed in 2007 to resume paying the costs to free up funds for retiree cost of living adjustments in the Retirement Fund. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 218 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Economic Development-- 1000-60200 DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic development program through the Upstate Colorado Economic Development, a public/private non-profit organization. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 100,000 100,000 100,000 105,000 Fixed Charges 0 0 0 0 Gross County Cost $ 100,000 $ 100,000 $ 100,000 $ 105,000 Revenue 0 0 0 0 Net County Cost $ 100,000 $ 100,000 $ 100,000 $ 105,000 Budget Positions - - - - - - -- SUMMARY OF CHANGES: Upstate Colorado Economic Development is requesting the same funding level of$100,000. OBJECTIVES: 1) Develop strategies to maintain the existing economic base and promote continued economic vitality to the County; 2)Assist existing businesses in their expansion efforts; 3)Work to retain existing businesses in the county; 4)Support state and regional efforts to attract businesses to Northern Colorado. 219 ECONOMIC DEVELOPMENT (CONTINUED) 1000-61200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.440 $0.428 $0.431 Effectiveness Measures (desired results Jobs created 1,250 1,800 1,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval since economic development and job creation are high priorities for the county to diversify the local economy. Job creation is especially important to the success of the welfare reform efforts in Weld County. BOARD ACTION: The Board funded Upstate Colorado at the$100,000 level for 2009. In addition, the Board funded the Small Business Development Center(SBDC) in the amount of$5,000 to help small businesses during this economic downturn. 220 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Building Rents -- 1000-60300 DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts from Correctional Facility and the Administrative Building for building rents. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 5,590,000 0 0 0 Interest 335,771 0 0 0 Gross County Cost $ 5,925,771 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 5,925,771 $ 0 $ 0 $ 0 Budget Positions -- -- -- - - SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt and/or lease purchase debt in any given year. With the payoff of the correctional facilities' Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or long-term lease obligations. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 221 LEASE-PURCHASE AGREEMENTS The following supplemental data regarding lease-purchase agreements involving real property is required under Section 29-1-104(2)(d), C. R. S., 1973: A. The total amount to be expended during the ensuing fiscal year for payment obligations • under all lease-purchase agreements involving real property $ -0- B. The total maximum payment liability of the local government under all lease-purchase agreements involving real property over the entire terms of such agreements, including all optional renewal terms $ -0- C. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements other than those involving real property $ -0- D. The total maximum payment liability of the local government under all lease-purchase agreements other than those involving real property over the entire terms of such agreements, including all optional renewal $ -0- 222 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Non-Departmental -- 1000-90100 DEPARTMENT DESCRIPTION: Central budget unit containing county-wide costs that are not allocated to program budgets, e.g. training, audit fees, etc. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 186 $ 0 $ 0 $ 0 Supplies 621,449 95,500 95,500 95,500 Purchased Services 490,155 410,500 360,500 360,500 Fixed Charges 51,375 100,000 150,000 150,000 Capital 20,409 0 0 0 Gross County Cost $ 1,183,574 $ 606,000 $ 606,000 $ 606,000 Revenue 52,887,307 56,774,056 59,010,426 58,909,599 Net County Cost $ -51,703,733 $ -56,168,056 $ -58,404,426 $ -58,303,599 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Phone costs were increased $4,000, Medical Services reduced $4,000, auditing costs are down $10,000, and repair and maintenance for copiers is down $40,000 since the copiers are now purchased. Training was increased $50,000 to fund the Human Capital Management Initiative. $50,000 is funded in Other Professional Services for lobbying efforts. Overall the expenditures are the same as last year. Revenues are up $1,929,513. Besides an increase in property taxes, Tobacco tax is up $10,000, Oil and Gas Royalties are up $75,000, and Fines are up $20,000. Other revenues are stable. Interest revenue is budgeted at the current level because lower interests were anticipated to drop in 2008. The 2009 interest rate level in estimated to stay near where it is in 2008 for 2009. 223 NON-DEPARTMENTAL (CONTINUED) 1000-90100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $2.55 $2.60 $2.49 Non-Departmental Summary Total Non-Departmental $556,000 $606,000 $606,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The expenditure budget was allowed to remain the same by reallocating line items to find $50,000 for the Human Capital Management Initiative. BOARD ACTION: Approved as recommended. Property tax was decreased $231,857 in the Final Budget based upon the final assessed value. 224 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120 DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health benefits. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies Purchased Services Fixed Charges Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45, employers must account for the actuarial cost of post-employment benefits paid to retirees. Weld County's only program outside of the retirement program is the payment of health insurance benefits to retirees. The estimated actuarial amount that would have been needed to be reserved to recognize the cost of the benefit in periods related to when services are received by the employer (Weld County) is $800,000 in 2009. However,with the changes described below, no funding is needed in this budget unit. This replaces the pay-as-you-go accounting that was permitted prior to 2007. The required contribution is distributed into departmental budget units in Line Item Account#6145 - - Other Post Employment Benefits (OPEB). FINANCE/ADMINISTRATION RECOMMENDATION: The Board has stopped the OPEB retiree health insurance plan, as of January 1, 2009, except for employees born prior to January 1, 1957, or any employee born prior to December 31, 1958, who will have 30 years of service prior to reaching the age of 62. Employees meeting the criteria will be grandfathered and will remain eligible for continued benefits under the retiree health insurance program adopted December 16, 2002. Employees employed prior to October 1,2005 and born after January 1, 1957,or any employee born prior to December 31, 1958, who will have 30 years of service prior to reaching age 62 may be eligible for contributions to a Retirement Health Savings (RHS) plan. The required contribution to the RHS is distributed into departmental budget units in Line Item Account #6145 - - Other Post Employment Benefits (OPEB). BOARD ACTION: Approved as recommended. 225 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS BUDGET UNIT TITLE AND NUMBER: Community Agency Grants -- 1000-90150 DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that do not fit under a specific county program. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 242,415 138,530 108,530 103,530 Gross County Cost $ 242,415 $ 138,530 $ 108,530 $ 103,530 Revenue 0 0 0 0 Net County Cost $ 242,415 $ 138,530 $ 108,530 $ 103,530 Budget Positions - - -- -- -- SUMMARY OF CHANGES: Funding is included for the following community agencies: AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL IGRTC $ 26,000 $ 26,000 $ 26,000 $ 26,000 Promises for Children 10,000 10,000 10,000 10,000 RSVP 5,000 5,000 5,000 0 Convention &Visitors' Bureau 5,000 5,000 5,000 5,000 211 Information and Referral 25,000 25,000 25,000 25,000 Juvenile Assessment Center 30,030 30,030 30,030 30,030 Audio Information Network 7,500 7,500 7,500 7,500 Interagency Oversight Group 30,000 0 0 0 Total $138,530 $108,530 $108,530 $103,530 OBJECTIVES: Provide support to community agencies that do not fit under a specific county program that services county residents. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.408 $0.594 $0.425 Grants Summary Non-profit Grants $92,415 $138,530 $103,530 226 COMMUNITY AGENCY GRANTS (CONTINUED) 1000-90150 FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community agencies with requests that do not fit under a specific program. The following are the recommendation for each agency: . IGRTC (Island Grove Regional Treatment Center) has requested $26,000 for the detox services of Weld County residents referred to as IGRTC. The request covers the funding gap, which is the difference between the state ADAD funding allowed and the actual cost. Since this program serves indigent clients who, without this option may end up in jail, the funding appears to be economically justified for the County. Recommend approval. . Promises for Children. The Board, in May,2004, made a commitment to fund this program along with other partners in the community. Recommend approval. . RSVP has requested the same funding level as last year. Recommend approval. . Convention & Visitor Bureau has requested $5,000 again this year for visitor guides. Recommend approval. . 211 Information and Referral has requested $25,000 for the 211 information and referral system operated by United Way. This amount is the same as the current year. Recommend approval. . Audio Information Network of Colorado(formerly Radio Reading Service of the Rockies) has requested $7,500 again this year to provide radio reading services for the visually impaired in Weld County. Recommend approval. . Juvenile Assessment Center has requested the same funding level as the current year, $30,030, as Weld County's share of law enforcement support. Recommend approval. . Interagency Oversight Group (IOG) was funded last year in the amount of$30,000 to cover the contribution to the lOG for Human Services, Health Department, and District Attorney. Human Services is paying the amount in 2009, so no General Fund dollars are required. BOARD ACTION: All funding for community agencies was approved as recommended, except RSVP, who withdrew its $5,000 request. 227 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100 DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based education for agricultural, environmental and consumer issues. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 305,109 $315,403 $ 317,903 $ 317,903 Supplies 8,498 12,800 9,300 9,300 Purchased Services 42,733 72,297 73,297 73,297 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 356,340 $ 400,500 $ 400,500 $ 400,500 Revenue 7,698 0 0 0 Net County Cost $ 348,642 $ 400,500 $ 400,500 $ 400,500 Budget Positions 10.75 10.75 10.75 10.75 SUMMARY OF CHANGES: The MOU amount for each of the five agents with CSU was increased by$500 by the legislature for 2009($2,500). To offset the increase,office supplies was decreased by $500, printing by $1,000, and professional services by $1,000. The service and supplies accounts based upon historical expenditure patterns can be reduced without harming the department. The recommended budget does not include the fifth agent which is paid 100% by the county, or $64,592. OBJECTIVES: 1) Provide information and education, as well as encourage the application of Colorado State University research-based knowledge in response to local, state, and national issues affecting individuals, youth, families, agricultural enterprises and communities. 228 EXTENSION (CONTINUED) 1000-96100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 4-H enrollment 1,071 1,103 1,152 Efficiency Measures FTE's per 10,000/capita .474 .461 .133 Per capita cost(county support) $1.66 $1.61 $1.64 Effectiveness Measures (desired results) Contacts per 10,000 capita 3,611 3,719 3,884 4-H enrollment per 10,000 capita 47 47 47 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The MOU amount for each agent with CSU is set by the legislature. Offsetting reductions were taken to offset the MOU increase. The recommended budget does not include the fifth agent which is paid 100% by the county, or $64,592. This position was picked up by the county a few years ago when the state was having its fiscal crisis prior to Amendment C. At the time, a clerical position was eliminated to offset the costs. The cost has grown to $64,592. This is one of the few county programs that been allowed to have local tax funds displace state funds, when they are cut. To be consistent with the county policy of not backfilling for state funds cut it is recommended not to fund this position in 2009. Policy issue. BOARD ACTION:After consulting with agricultural representatives and advisory board members, it was determined that the CSU Extension Agents are not relied upon by the agricultural industry. Instead,the agricultural industry relies upon vendor representatives for advise or many of the large corporate farms and ranches have their own staff resources. As a result, in December the Board decided to give CSU Extension a 60-day notice in accordance with the MOU for Extension Agents that Weld County wishes to change the CSU Extension Services Program in Weld County in 2009.. The Board agreed to leave the funding status quo at$400,500 in the Final 2009 Budget, pending the outcome of the Board working with CSU in modifying the CSU Extension Services Program in Weld County in 2009 with primary emphasis on 4-H activities. 229 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: County Fair- - 1000-96200 DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 10,051 $ 13,950 $ 13,950 $ 13,950 Supplies 0 0 0 0 Purchased Services 308,495 304,995 304,995 304,995 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 318,546 $ 318,945 $ 318,945 $ 318,945 Revenue 250,000 250,000 250,000 250,000 Net County Cost $ 68,546 $ 68,945 $ 68,945 $ 68,945 Budget Positions 0.3 0.3 0.3 0.3 SUMMARY OF CHANGES: No change OBJECTIVES: 1) Exhibit of educational work and skills learned by youth; 2) Recognition of youth and leaders for work and skills learned and shared; 3) Provide an opportunity for all county youth and adults to exhibit, learn and develop community spirit and pride. 230 COUNTY FAIR (CONTINUED) 1000-96200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Exhibits registered 8.758 8.998 9.238 Exhibitors registered 2.335 2,405 2,512 Efficiency Measures Per capita cost(county support) $0.302 $0.295 $0.283 Effectiveness Measures(desired results) Number of people attending 15,000 15,450 16,136 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 231 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Veteran's Office -- 1000-96400 DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 57,686 $ 60,044 $ 60,044 $ 62,107 Supplies 97 300 300 300 Purchased Services 3,613 6,988 5,988 5,988 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 61,396 $ 67,332 $ 66,332 $ 68,395 Revenue 2,400 2,400 2,400 2,400 Net County Cost $ 58,996 $ 64,932 $ 63,932 $ 65,995 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Expense line items have been reallocated to reflect expenditure patterns. Travel has been reduced to $800 from $1,800. Revenues reflect the $2,400 received from the State for having a Veterans' Services Officer. Caseload increase is due to World War II veterans getting older and using more services, plus the Iraqi veterans now seeking services. Final budget adjustments include an increase in salaries of$2,063. OBJECTIVES: 1)To provide referral and processing services to veterans; 2)To provide outreach to organizations and communities regarding veterans benefits and rights; and 3) To maintain a strong liaison with Colorado Department of Veterans Affairs and the Veterans Administration. 232 VETERANS' OFFICE (CONTINUED) 1000-96400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Active files 725 795 825 Office visits 3,200 3,500 3,000 Efficiency Measures FTE's per 10,000/capita 0.044 0.043 0.041 Per capita cost(county support $0.2760 $0.2782 $0.2623 Effectiveness Measures (desired results) Applications processed for VA Comp 100% 100% 100% In-person information provided (5/year) 100% 100% 100% FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Travel reduction will not adversely impact the department or service. BOARD ACTION: Approved as recommended. 233 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Island Grove Building -- 1000-96500 DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 127,893 115,000 100,000 100,000 Gross County Cost $ 127,893 $ 115,000 $ 100,000 $ 100,000 Revenue 0 0 0 0 Net County Cost $ 127,893 $ 115,000 $ 100,000 $ 100,000 Budget Positions - - - - - - -- SUMMARY OF CHANGES: Budget is reduced by $15,000, based on the subsidy anticipated in 2009 for the Event Center. OBJECTIVES: Provide additional building space for Island Grove Park activities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increased fee structure allows for the reduction in subsidy, plus higher use of the new meeting rooms. BOARD ACTION: Approved as recommended. 234 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY BUDGET UNIT TITLE AND NUMBER: Contingency-- 1000-99999 DEPARTMENT DESCRIPTION: Funds to cover reasonably unforseen expenditures. In the proposed budget, this includes appropriations for points of issue. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 1,420,606 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 1,420,606 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 1,420,606 $ 0 Budget Positions — — — -- SUMMARY OF CHANGES: Budget reflects a 3.5% salary increase adjustment with rate changes for insurance, and a 9.0% contribution to retirement. Health insurance has an increase in rates of 11%, however, life insurance and disability insurance costs remain the same for 2009. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The Board approved the recommended 3.5%salary adjustment,9%retirement contribution, and health insurance rate increases as recommended. 235 iscrrg lURe COLORADO 236 PUBLIC WORKS Revenue Changes $,6,000,000 4 $14,000,000 ❑2008 $12,000,000 ■2009 $10,000,000 -_ __ _.-.. . --._ - ------- ------. ._eci$8,000,000 - _ _ - - - -__. . . E- -- $6,000,000 -- - "*. m 69 $4,000,000 m s2000000 : 1j' SO ee e5 ,y ce a+ e5 Ne 5 ,sa+ e�F a\ac u ,sib J`'�a aec Jye e eye a0 ac rep era ?' ��r4421N a`cR oecy lac gee O lea $c 2009 Revenue Total $42,726,488 (2008 $35,889,337) Fund Balance, $14,488,500, 34% Severance Tax, Other Taxes, $600,000, 1% $6,775,000, 16% Federal/State, $1,800,000, 4% { Miscellaneous, $2,938,050, 7% Licenses/Permits, $370,000, 1% Property Taxes, \_Highway Users Fee, $7,354,938, 17% $8,400,000, 20% 237 PUBLIC WORKS 2009 EXPENDITURES Total $29,213,402 (2008 $29,602,301 ) Maintenance Support 5%$1,421,91: Trucking$3,969,981 Motorgrader 14% 20%$5,870,839 Bridge Construction a Mining$990,216 3% 14%$4,005,858 7. Municipalities 6%$1,654,918 Adminstration$677,95£ 2% Pavement Mangemenl 19%$5,550,519 Public Works 17%$5,071,194 EXPENDITURE CHANGES $8,000,000 -'Li o_ M v m co tci $7,000,000 - y._-_ __._. - _ -._. . _-_rn__ co m ca d m N co co 0 m $6,000,000 -n—�— » ❑2008_._ -__.._. r N 69 O in— N "' 'G N rn ❑2009 $5,000,000 _-_ _ _..__—.___.__: . _.I com o O 9 0 M V co N $4,000,000 _ __._— - In_ a M co to $3,000,000 -__--m — -._ co m co- en o m N h h p - 69 $2,000,000 - _ _ m to _ N in N _ '69VI co 9 _ O M N O T —� O M co— Cr) 05 m be w $1,000,000 - _ gym.. $0 -- - Public Works Pavement Municipalities Bridge Molmgrader Maintenance Trucking Mining AdminsVeOon Mangemenl Construction Supporl 238 SEVEN YEAR TREND Public Works $40 $35 $30 - ` rak=44 44 k44,- -444,44 kil 4 4.44=4444:4 $25 _ __ --- =4=444 $10 _ - - ryY: 4 rtY- $5 ~ $0 - r r t - I - I _ 2003 2004 2005 2006 2007 2008 2009 239 PUBLIC WORKS FUND SUMMARY The Public Works Fund records all cost related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. A fund balance of $14,488,500 is included in the total available resources, in addition to the revenue shown in the budget. Property tax is set at $7,354,938. Specific ownership tax is estimated to be $6,775,000. HUTF is up$200,000 at$8,400,000. Grant revenue is anticipated at $1,500,000 from Energy Impact Grants for Weld County Road 13 ($1,000,000)and Weld County Road 7($500,000). There are no bridge grants in the 2009 budget. Severance Tax in the amount of$600,000 is included. Other revenues include$330,000 from landfill impact fees, $998,050 from transportation impact fees,$750,000 for Weld County Road 13 from LarimerCounty,$100,000 from Johnstown for Weld County Road 50, and $250,000 from Greeley for 71st Avenue. An Improvement Agreement for Weld County Road 20.5 at Weld County Road 1 will equal $170,000. Other revenues are stable, and unchanged. Fund balance will be reduced$975,414 for strategic roads,and maintenance. $488,500 is the fund balance carried over from 2008 projects that were not completed in the current year, as well as $486,914 which is a true fund balance reduction. At year end there will be a fund balance of $13,513,086 in the Public Works Fund, which is still very fiscally healthy. The major revenue sources of property tax, SOT, and HUTF are not keeping up with the growing cost of Public Works requirements. In future years more property taxes may have to be shifted to Public Works. The total expenditures for Public Works in 2009 will be $29,213,402. The most significant factor impacting the 2009 Public Works budget is the increased cost of fuel and petroleum products. Increased fuel costs alone are $1,052,553 more than last year. Asphalt costs are also up significantly. Although oil prices have dropped from the high of$147 per barrel, the budget will be left at the higher level for fuel costs due to the volatility in the oil market. The use of the new milling machine that recycles asphalt will reduce the quantity of asphalt required and the cost to haul the asphalt to the project site. Municipal shareback is funded at$1,654,918. Salary increases are set at 3.5%, plus increases to cover the increase in health insurance costs, and retirement at 9.0%. Salary and benefit increases amount to $420,203. Strategic Roads increased $1,745,200 based on the capital improvement plan. The projects include Weld County Road 7 at Weld County Road 48($1,019,200),Weld County Road 7 between Weld County Road 68.5 and Weld County Road 70 ($267,500), Weld County Road 7 between Highway 56 and Weld County Road 48($399,000),and Weld County Road 13 between Highway 34 and Weld County Road 62 with Larimer County($1,817,000). Right-of-way purchases decreased $378,000 based on capital improvements that are planned. There are no bridge grants for 2009. Contract costs for 2009 include reseeding ($95,000), relocation of utilities at Weld County Road 20.5($75,000), and relocation of utilities at Weld County Road 50($200,000). Construction materials total $340,750. The 2009 Public Works Plan can be viewed on the county website at www.co.weld.co.us. 240 CONCERNING LOCAL ACCOUNTABILITY FOR MONEY USED FOR HIGHWAY PURPOSES In accordance with Section 29-1-110, C. R. S., 1973, at a public hearing on the budget, Weld County must discuss the proposed use of its allocation of highway users tax fund monies and the County Public Works Fund and provide an opportunity for any elector to be heard on the expenditure of such monies for the current year and for the fiscal year governed by the proposed budget. The proposed use of the 2009 allocation of highway users tax fund monies and county road and bridge fund are as follows: Maintenance of Condition $ 5,870,839 Administration 677,959 Maintenance Support 1,421,918 Trucking 429,284 TOTAL $ 8,400,000 241 CONSTRUCTION BIDDING FOR STATE-FUNDED LOCAL PROJECTS In accordance with Sections 29-1-701 through 707, C. R. S., as amended, cities or counties of 30,000 persons or more are required to bid projects of over $150,000. Local governments are required to bid competitively among private contractors for projects using Highway Users Tax Fund money(state funded projects), and are prohibited from dividing projects into two or more projects to evade provisions of the act. "State-funded public project"means any construction,alteration,repair,demolition,or improvement by any agency of local government of any land, structure, facility, road, highway, bridge, or other public improvement suitable for and intended for use in the promotion of the public health,welfare, or safety and any defined maintenance project which is funded in whole or in part from the highway users tax fund and which may be reasonably expected to exceed one hundred fifty thousand dollars in the aggregate for any fiscal year. "Defined maintenance project" means any project that involves a significant reconstruction, alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public improvement, including but not limited to repairing or seal coating of roads or highways or major internal or external reconstruction or alteration of existing structures. "Defined maintenance project" does not include routine maintenance activities such as snow removal, minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting, replacement of floor coverings, or minor reconstruction or alteration of existing structures. Based upon the above definitions, Weld County's Public Works 2009 budget would be allocated as follows by the above categories: TOTAL HUTF STATE LOCAL/OTHER Bridge Construction $ 4,005,858 $ 0 $ 4,005,858 Maintenance of Condition 5,870,839 5,870,839 0 Maintenance Support 1,421,918 1,421,918 0 Trucking 3,969,981 429,284 3,540,697 Mining 990,216 0 990,216 Administration 677,959 677,959 0 Pavement Management 5,550,519 0 5,550,519 Municipalities 1,654,918 0 1,654,918 Public Works: R-O-W 134,500 0 134,500 Miscellaneous 79,000 0 79,000 Strategic Roads 3,245,200 0 3,245,200 Part-time 701,744 0 701,744 Contract 910,750 0 910,750 TOTAL $29,213,402 $ 8,400,000 $20,813,402 Based upon the above allocation, Weld County is not required to competitively bid any service. However, it is anticipated that Weld County will bid out $3,059,950 in asphalt purchases and contracts for overlays, and reconstruction, chip and seal of$1,353,000, for a total of$4,412,950 in bid projects for 2009. A major portion of the$1,817,000 earmarked for Strategic Roads may also be contracted, which raises the potential bid project amount to $6,229,950. Maintenance of effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget; therefore, it is not demonstrated in this budget document. 242 PUBLIC WORKS SUMMARY OF REVENUES 200 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2000 90100 4112 CURRENT PROPERTY TAXES 7,354,938 7,354,938 7,354,938 7,354,93F 2000 90100 4130 SPECIFIC OWNERSHIP TAXES 6,600,000 6,775,000 6,775,000 6,775,00( 2000 90100 4140 SEVERANCE TAXES 0 600,000 600,000 600,00( TOTAL TAXES 13,954,938 14,729,938 14,729,938 14,729,93f LICENSES&PERMITS 2000 90100 4221 PERMITS 370,000 370,000 370,000 370,00( INTERGOVERNMENTAL 2000 90100 4312 MINERAL LEASING 200,000 200,000 200,000 200,00( 2000 90100 4316 GRAZING ACT 80,000 80,000 80,000 80,00( 200 90100 4318 PAYMENT IN LIEU OF TAXES 20,000 20,000 20,000 20,00( 2000 90100 4334 HIGHWAY USER 8,200,000 8,400,000 8,400,000 8,400,00( 2000 90100 4338 MOTOR VEHICLE REG 340,000 340,000 340,000 340,00( 2000 90100 4340 GRANTS 4,654,166 1,500,000 1,500,000 1,500,00( TOTAL INTERGOVERNMENTAL 13,494,166 10,540,000 10,540,000 10,540,00( MISCELLANEOUS 2000 90100 4680 OTHER 820,233 2,598,050 2,598,050 2,598,05( TOTAL PUBLIC WORKS 28,639,337 28,237,988 28,237,988 28,237,98E 243 PUBLIC WORKS SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2000 30100 ADMINISTRATION 858,360 664,851 664,851 677,959 2000 32100 TRUCKING 3,554,680 3,804,930 3,804,930 3,969,981 2000 32200 MOTORGRADER 4,419,762 5,785,018 5,785,018 5,870,839 2000 32300 BRIDGE 3,411,732 3,879,699 3,879,699 4,005,858 2000 32400 MAINTENANCE SUPPORT 1,520,994 1,434,671 1,434,671 1,421,918 2000 32500 OTHER PUBLIC WORKS 6,864,305 5,071,194 5,071,194 5,071,194 2000 32600 MINING 2,033,911 989,106 989,106 990,216 2000 32700 PAVEMENT MANAGEMENT 5,283,639 5,508,162 5,508,162 5,550,519 2000 56200 CITIES AND TOWNS 1,654,918 1,654,918 1,654,918 1,654,918 2000 99999 SALARY CONTINGENCY 0 420,853 420,853 0 TOTAL PUBLIC WORKS 29.602,301 29.213,402 29.213.402 29.213,402 244 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100 DEPARTMENT DESCRIPTION: Directs the activities of Public Works as necessary; coordinates complaints; and maintains cost accounting records on projects. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 474,529 $ 497,394 $ 507,485 $ 520,593 Supplies 93,216 89,750 51,250 51,250 Purchased Services 345,057 271,216 106,116 106,116 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 912,802 $ 858,360 $ 664,851 $ 677,959 Revenue 0 0 0 0 Net County Cost $ 912,802 $ 858,360 $ 664,851 $ 677,959 Budget Positions 7 7 7 7 SUMMARY OF CHANGES: Personnel Services increased $10,091 to fund a promotion from Office Tech II to Office Tech III ($1,585) and a reclassification for the Property Accountability Specialist from Grade 15/Step 3 to Grade 25/Step 3 - $8,506 done mid-year. Final budget adjustments include an increase in salaries of$13,108. Supplies increased$1,500 as Other Operating Supplies increased the same amount due to actual 2007 costs. Computer software was reduced by $40,000 by budgeting the amount in the Engineering budget. Purchased Services decreased $165,100. Memberships and Registration Fees decreased $1,000 based on 2009 dues; Phones increased $2,000 based on historic cost; Vehicle Expense decreased $5,200 based on figures provided by the Accounting Department; Repair and Maintenance Equipment increased$10,000 based on actual costs;Travel and Meetings decreased $2,400 based on anticipated travel and meeting expenses; and Training decreased $2,000 based on anticipated training needs. Data processing services($70,000)were transferred to Engineering. Utilities in the amount of$120,000 were consolidated in Building and Grounds for all buildings. OBJECTIVES: 1)Provide administrative and managerial support and supervision to Public Works and other county departments. 245 ADMINISTRATION (CONTINUED) 2000-30100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Accurately monitor and report activities of the department according to current reporting methods and performance standards Perform administrative duties with less than 1% error 90% 90% 90% Efficiency Measures FTE's per 10,000/capita .31 .30 .28 Per capita cost(county support) $4.02 $3.68 $2.78 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 246 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100 DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile sites,and capital improvement projects with 36 full time employees, 14 assigned truck tractors and trailers, 4 loaders, 6 dump trucks and 3 water trailers. Responsible for organizing and supervising the County Community Service Work program and operational supervision and management of trucking contract. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,856,498 $ 1,953,230 $ 1,953,230 $ 2,118,281 Supplies 14,369 14,100 16,100 16,100 Purchased Services 1,358,050 1,587,350 1,835,600 1,835,600 Fixed Charges 10,146 0 0 0 Contra Expense 0 0 0 0 Gross County Cost $ 3,239,063 $ 3,554,680 $ 3,804,930 $ 3,969,981 Revenue 0 0 0 0 Net County Cost $ 3,239,063 $ 3,554,680 $ 3,804,930 $ 3,969,981 Budget Positions 36 36 36 36 SUMMARY OF CHANGES:Supplies increased $2,000 based on 2007 costs for Other Operating Supplies. Purchased Services increased $248,250 based largely on fuel costs and an increase in repair costs. Final budget adjustments include an increase in salaries of$165,051. OBJECTIVES: 1) Haul all gravel material needed for the gravel plan and capital improvement projects. This consists of maintaining good, sound roads for the general public, upgrade of roads for gravel, hauling all asphalt material for overlay and major patch work, and clearing of roads of snow in the winter. 247 TRUCKING (CONTINUED) 2000-32100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 1.59 1.54 1.48 Per capita cost(county support) $14.29 $15.23 $16.29 Effectiveness Measures(desired results) Operate within budget limits: 95% 95% 95% Complete the annual gravel plan. 100% 100% 100% Confirm 100% of individual complaints and address problems within 30 days. 100% 100% 100% Respond to service calls within 24 hours. 100% 100% 100% Meet established Codes, policies, and practices Yes Yes Yes 95% attendance at all safety meetings 95% 95% 95% All PPE equipment used as required Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 248 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Motor Grader--2000-32200 DEPARTMENT DESCRIPTION: Fleet of 40 motor graders, 31 grader zones,20 grader stations, one fugitive dust team, and two roving maintenance teams, responsible for the upkeep of gravel roads in Weld County(approximately 2,500 miles). ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,500,812 $ 2,597,568 $ 2,599,268 $ 2,685,089 Supplies 126,401 108,610 565,450 565,450 Purchased Services 1,986,046 1,504,804 2,376,500 2,376,500 Fixed Charges 199,369 208,780 243,800 243,800 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4,812,628 $ 4,419,762 $ 5,785,018 $ 5,870,839 Revenue 0 0 0 0 Net County Cost $ 4,812,628 $ 4,419,762 $ 5,785,018 $ 5,870,839 Budget Positions 41 43 43 43 SUMMARY OF CHANGES: Personnel Services increased$1,700 based on anticipated overtime for 2009. Supplies increased a total of$456,840. Uniforms and Clothing decreased $250 based on clothing and boot reimbursements for 2009; and Other Operating Supplies increased $457,090, based in part because of increased steel prices for five and six foot grader blades and dust palliative chemicals and anti-icing chemicals which were previously funded from the Other Public Works budget. Vehicle Expense increased $943,296 based on increased fuel prices, depreciation, and repair costs. Fixed Charges increased$35,020 because of anticipated costs for ten leased motor graders with front wheel assist. Utilities($114,553)were consolidated into the Building and Grounds budget for all buildings. Final budget adjustments include an increase in salaries of$85,821. 249 MOTOR GRADER (CONTINUED) 2000-32200 OBJECTIVES: Maintain 2,500 miles of gravel roads, provide support to capital improvement construction projects and intergovernmental agreements,and conduct snow removal on 700 miles of paved roads as needed. Prepare chip seal segments for contract upgrade and apply new gravel to 400 miles of road per year, and respond to emergency requests by Warren AFB to keep missile transporter routes open. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 1.81 1.84 1.76 Per capita cost(county support) $18.28 $18.94 $24.09 Effectiveness Measures(desired results) Spread gravel per annual gravel plan. Perform surface maintenance on gravel roads. Treat chemically treated roads per plan. Perform roving maintenance per plan. Confirm 100% of individual complaints and address problems within 30 days. Respond to service calls within 5 work days to acknowledge concern of the caller. All operations will meet established current codes, policies, and practices. 95% attendance at all safety meetings. All PPE equipment used as required. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 250 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,526,306 $ 1,573,393 $ 1,611,709 $ 1,737,868 Supplies 670,174 651,595 1,100,550 1,100,550 Purchased Services 1,015,429 1,103,820 1,077,540 1,077,540 Fixed Charges 77,135 82,924 89,900 89,900 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,289,044 $ 3,411,732 $ 3,879,699 $ 4,005,858 Revenue 3,208 0 0 0 Net County Cost $ 3,285,836 $ 3,411,732 $ 3,879,699 $ 4,005,858 Budget Positions 26 26 27 27 SUMMARY OF CHANGES: Personnel Services increased $38,316 due to the transfer of one Service Worker III from the Maintenance-Support Division. Supplies increased $448,955. Road Construction Supplies increased in the amount of$326,300 to cover costs for Class 6 aggregate material, RAP material, and reclamite; Uniforms and Clothing decreased $1,345 for clothing and boot reimbursements for 2009; Other Operating Supplies increased $23,000 based on supplies needed in 2009;and Cost of Goods Sold increased$106,000 due to increased steel prices and the cost of cattle guards that was previously funded from the Maintenance-Support budget. Small Items of Equipment decreased $5,000. Purchased Services decreased$26,280. Utilities increased$720 for maintenance of one additional port-o-let; Contract Payments were added in the amount of $45,000 for cost of water on construction projects and dust control for detour roads; Other Professional Services increased $42,000 based on projects for 2009: however, $45,000 for environmental permitting was moved to Engineering, and $175,000 for tree trimming and removal was transferred to the Noxious Weeds budget. Final budget adjustments include an increase in salaries of$126,159. 251 BRIDGE CONSTRUCTION (CONTINUED) 2000-32300 SUMMARY OF CHANGES (Con't): Vehicle Expense increased $114,000 based on increased fuel costs and repair and depreciation costs provided by the Accounting Department; and Repair and Maintenance Other decreased $8,000 as the repair of two message sign boards will now be funded from the Maintenance-Support budget. Fixed Charges increased $6,976 based on increases for crane rental and a concrete pumping truck and driver. OBJECTIVES: 1) Repair and replace old, deteriorated bridges; 2) Construct capital improvement projects; 3) Assist with snow removal on the county road system and all parking lots; 4) Maintain approximately 1,400 bridges in the County. Division replaces approximately seven to nine new bridges each year. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 1.15 1.11 1.11 Per capita cost(county support) $14.14 $14.62 $16.43 Effectiveness Measures(desired results) Confirm 100% of individual complaints and address problems within 30 days. Respond to service calls within 24 hours to acknowledge concern of the caller. All construction projects completed by end of year with 75% of projects meeting individual time lines. 80% of utility locations done within 30 days of project start. 95% attendance at all safety meetings Maintain sufficiency rating of: 70% Good --SR 100-50 25% Fair--SR 49-25 5% Poor--SR less than 25 Maintain bridge system with less than 10% restricted bridges. All critical repairs will be completed within one year from the inspection. 75% of projects and associated tasks meet established milestones. All construction tasks meet individual time lines. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 252 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 628,033 $ 647,987 $ 609,671 $ 596,918 Supplies 360,252 564,400 558,000 558,000 Purchased Services 237,984 308,607 267,000 267,000 Fixed Charges 0 0 0 0 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,226,269 $ 1,520,994 $ 1,434,671 $ 1,421,918 Revenue 0 0 0 0 Net County Cost $ 1,226,269 $ 1,520,994 $ 1,434,671 $ 1,421,918 Budget Positions 10 19 18 18 SUMMARY OF CHANGES: Personnel Services decreased $38,316 because one Service Worker III was transferred to the Bridge Division. Overtime increased $600 based on anticipated needs for 2009. Supplies decreased$6,400 because of the decreased clothing and steel-toed boot reimbursement with the transfer of one employee. Small Items of Equipment are down $6,000. Purchased Services decreased$41,607. Utilities increased$1,800 to pay for emptying fees for the 30-yard roll-off dumpster; Vehicle Expense decreased $53,407 based on fleet maintenance costs provided by the Accounting Department; and Repair and Maintenance Other increased $10,000 to pay for repairs for two message sign boards that had previously been funded in the Bridge Division budget. Final budget adjustments include a decrease in salaries of$12,753. 253 MAINTENANCE SUPPORT (CONTINUED) 2000-32400 OBJECTIVES: 1)Assure safe travel for the general public by maintaining clearly marked roads and bridges, along with responding to the culverts,cattle guards,and potholes on both asphalt and gravel roads; and 2)Assist with the plowing of snow and sanding of paved roads. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita .44 .43 .37 Per capita cost(county support) $5.41 $6.52 $5.83 Effectiveness Measures(desired results) Confirm 100% of individual complaints and address problems within 30 days. Respond to service calls within 24 hours to acknowledge concern of the caller. Respond and place temporary stop signs within 8 hours of notification. Replace warning advisory and regulatory signs within 7 - 10 working days of receiving compliant. Complete 100% centerline and 50% shoulder line striping annually. 75% of projects and associated tasks meet established milestones. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 254 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 588,407 $ 689,805 $ 701,744 $ 701,744 Supplies 2,288,315 0 0 0 Purchased Services 5,115,681 6,174,500 4,369,450 4,369,450 Fixed Charges 245,398 0 0 0 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 8,237,801 $ 6,864,305 $ 5,071,194 $ 5,071,194 Revenue 0 0 0 0 Net County Cost $ 8,237,801 $ 6,864,305 $ 5,071,194 $ 5,071,194 Budget Positions - - - - - - -- SUMMARY OF CHANGES: Personnel Services increased $11,939 based on the 2009 Seasonal Employee Chart and salary increases. Purchased Services decreased $1,805,050. Other Contract Payments decreased $99,250 and Strategic Roads increased $1,745,200 based on capital improvement projects; Machinery Equipment and Rental decreased $115,000 based on anticipated needs for 2009; Right-Of-Way Purchases decreased$378,000 based on Capital Improvement Projects;and Grants and Donations in the amount of$2,958,000 was eliminated because there are no federal or state bridge projects scheduled for 2009. OBJECTIVES: This budget unit provides for hourly employees, road and bridge contracts, bridge grants, a roadway classification study, and purchase of asphalt for road repair. 255 OTHER PUBLIC WORKS (CONTINUED) 2000-32500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Bridge Abutments 20 16 14 Efficiency Measures FTE's per 10,000/capita 0 0 0 Per capita cost(county support) $82.36 $29.41 $20.80 Effectiveness Measures(desired results) 95% of all contracted construction projects will not exceed 10% of original contract amount. Submit 5-Year Plan to BOCC by October 1 for future year. All construction projects completed by end of year with 75% of projects meeting individual time lines. Maintain Pavement Quality Index(PQI)of: Greater than 70% Good - - PQI 8-10 25% Fair-- PQI 6-7 Less than 5% Poor-- PQI 6-0 Maintain sufficiency rating of: 70% Good - -SR 100-50 25% Fair--SR 49-25 5% Poor- -SR Less than 25 Retreat 100% of existing treated roads annually. All construction tasks meet individual time lines. FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. Engineering projects that were cut are $375,000 for Two Rivers Parkway between State Highway 60 and Weld County Road 378,and $267,500 for Weld County Road 13 between Weld County Road 68.5/Weld County Road 70. This will result in the construction of these projects being delayed at least one year. The Cedar Court paving improvement project near Eaton was eliminated in the 2009 plan ($75,000). See 2009 Work Plan on the County website at www.co.weld.co.us. BOARD ACTION:Approved as recommended. 256 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 676,530 $ 713,069 $ 330,522 $ 331,632 Supplies 131,984 288,882 160,879 160,879 Purchased Services 1,165,689 1,030,160 495,905 495,905 Fixed Charges 1,460 1,800 1,800 1,800 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,975,663 $ 2,033,911 $ 989,106 $ 990,216 Revenue 0 0 0 0 Net County Cost $ 1,975,663 $ 2,033,911 $ 989,106 $ 990,216 Budget Positions 11 11 5 5 SUMMARY OF CHANGES: Personnel Services decreased $382,547 due to the Mining Division being restructured, leaving five full-time positions. Three personnel were transferred to the Trucking Division, one was transferred to the Bridge Division. These transfers were positions already authorized in the respective divisions. The supervisory and lead-worker positions were reclassified. Regular Salaries decreased $276,371; Health Insurance decreased $47,736; FICA decreased $15,524; Retirement decreased $21,281; Other Post Employee Benefits decreased $3,755;and Medicare decreased$3,630. Final budget adjustments include an increase in salaries of$1,110. Supplies decreased $128,003. Road Construction Supplies decreased $126,503 because part of the gravel needed in 2009 will be purchased through the aggregate supplies bid;and Uniforms and Clothing decreased $1,500 based on the decreased number of full-time employees. Purchased Services decreased$534,255. $32,000 to fund prairie dog control at the gravel pits was transferred to the Noxious Weed budget; Utilities decreased $720 because the number of port-o-lets used by Mining was decreased; and Other Professional Services decreased $61,535 with the transfer of $215,535 for engineering for gravel pits moving to Engineering. Vehicle Expense decreased $472,000 based on figures provided by the Accounting Department. 257 MINING (CONTINUED) 2000-32600 OBJECTIVES: Provide suitable and sufficient aggregate in support of 2,500 miles of county road maintenance activities,capital improvement projects,and emergency repairs. Also responsible for compliance of all state and federal mining regulations and supporting snow removal operations. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita .48 .47 .21 Per capita cost(county support) $11.71 $8.71 $4.06 Effectiveness Measures(desired results) Complete 100% of department's crushing and screening needs for annual maintenance and construction All operations will meet established current codes, policies, and practices. 95% attendance at all safety meetings. All PPE equipment used as required. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Reorganization of the Mining Division seems to be working well and saving the county money. BOARD ACTION: Approved as recommended. 258 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 535,903 $ 529,099 $ 571,952 $ 614,309 Supplies 9,004 2,951,600 3,092,550 3,092,550 Purchased Services 283,636 1,802,940 1,843,660 1,843,660 Capital $ 0 $ 0 $ 0 $ 0 Gross County Cost $ 828,543 $ 5,283,639 $ 5,508,162 $ 5,550,519 Revenue 0 0 0 0 Net County Cost $ 828,543 $ 5,283,639 $ 5,508,162 $ 5,550,519 Budget Positions 9 9 10 10 SUMMARY OF CHANGES: Personnel Services increased $42,853 since one Service Worker III was added because of milling operations. Supplies increased $140,950. Road Construction Supplies increased $119,950 based on asphalt needs for 2009; Uniforms and Clothing increased $1,000 for clothing and steel-toed boot reimbursements for one additional full-time employee and several seasonal employees; and Other Operating Supplies increased $20,000 because of costs for replacement teeth for the new milling machine. Purchased Services increased $40,726. Utilities increased $720 for the service of one additional port-o-let; Contract Payments decreased$130,000 because milling work will now be done in-house and the hot-in-place recycling program was eliminated;Vehicle Expense increased$165,600 based on increased fuel costs and depreciation and repairfigures provided by the Accounting Department; Repair and Maintenance Other increased $7,000 based on anticipated needs for 2009; and Machinery and Equipment Rental was added in the amount of$7,000 to cover the costs of rental equipment for 2009. Final budget adjustments include an increase in salaries of$42,357. OBJECTIVES: 1) Preserve and maintain the paved road infrastructure; and 2) Assist with the plowing of snow and sanding of paved roads. 259 PAVEMENT MANAGEMENT (CONTINUED) 2000-32700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs FTE's per 10,000/capita 0.00 0.39 0.41 Per capita cost(county support) $0.00 $22.64 $22.77 Effectiveness Measures(desired results) Confirm 100% of individual complaints and address problems within 30 days. Respond to service calls within 24 hours to acknowledge concern of the caller. All construction projects completed by end of year with 75% of projects meeting individual time lines. Maintain Pavement Quality Index of: Greater than 70% Good - - PQI 8 - 10 25% Fair- - PQI 6 - 7 Less than 5% Poor- - PQI 6 - 0 75% of projects and associated tasks meet established milestones. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The addition of the milling operation is working well, and will save several thousands of dollars with the price of asphalt increasing. BOARD ACTION: Approved as recommended. 260 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,335,040 1,654,918 1,654,918 1,654,918 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,335,040 $ 1,654,918 $ 1,654,918 $ 1,654,918 Revenue 0 0 0 0 Net County Cost $ 1,335,040 $ 1,654,918 $ 1,654,918 $ 1,654,918 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Budget is based on the final assessed value of the municipalities with the 2009 mill levy applied. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:Approved as recommended. 261 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies Purchased Services Fixed Charges Capital Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 30,265,943 28,639,337 28,237,988 28,237,988 Net County Cost $ -30265943 $ -21:019,117 $ -28,737,9R8 $ -28,237,988 SUMMARY OF CHANGES: A fund balance of $14,488,500 is included in the total available resources, in addition to the revenue shown in the budget. Property tax is set at $7,354,938; specific ownership tax is estimated to be $6,775,000; HUTF is up $200,000 at $8,400,000; and Grant revenue is anticipated to be$1,500,000 from Energy Impact Grants for Weld County Road 13 ($1,000,000)and Weld County Road 7($500,000). There are no bridge grants in the 2009 budget. Severance Tax in amount of$600,000 is included. Other revenues include $330,000 from landfill impact fees; $998,050 from transportation impact fees; $750,000 for Weld County Road 13 from Larimer County; $100,000 from Johnstown for Weld County Road 50; and $250,000 from Greeley for 71st Avenue. The Improvement Agreement for Weld County Road 20.5/Weld County Road 1 will equal $170,000. Other revenues are stable, and unchanged. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Fund balance will be reduced $975,414 for strategic roads and maintenance. $488,500 is fund balance carried over from 2008 projects that were not completed in the current year, the other$486,914 is a true fund balance reduction. At year-end there will be a fund balance of $13,513,086 in the Public Works Fund, which is still very fiscally healthy. The major revenue sources of property tax, SOT, and HUTF are not keeping up with the growing costs of Public Works requirements. In future years more property taxes may have to be shifted to Public Works. BOARD ACTION: Approved as recommended. 262 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 420,203 $ 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 $ 420,203 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 420,203 $ 0 Budget Positions — — — -- SUMMARY OF CHANGES: Budget reflects a 3.5%salary increase adjustment with rate changes for insurance, and 9.0% contribution to retirement. Health insurance has an increase in rates of 11%; however, life insurance and disability costs remain the same for 2009. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:The board approved the 3.5%salary adjustment, 9% contribution to retirement, and the health insurance rate increase as recommended. 263 Hello