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Home My WebLink About20082445.tiff COUNTY OF WELD 2009 PROPOSED 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 September, 2008 �Lec CT.Illt11 itii( tldb1S 2008-2445 TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 12 2009 BUDGET PLAN 15 2009 BUDGET CALENDAR 19 POINTS OF ISSUE AND POLICY MATTERS: Explanation of Overview of Budget and Management System 21 Overview of Budget and Management System 23 Hierarchy of Budget Information 24 Budget Process 25 2009 Guidelines 26 2009 Special Budget Instructions 28 Weld County Mission Statement 30 Weld County Guiding Principles 31 Weld County Government Strategic Goals 32 Major Program Specific Goals 33 2009 Program Issues 34 Significant Changes in Policy from Prior Years 36 Implementation and Results of Strategic Objectives 37 Budget Policies 39 Long Range Financial Policies 40 Revenue Policies and Assumptions 42 Specific Revenue Assumptions of Significant Revenue 43 Major Revenue Historical Trends and Analysis 45 Policy Directions 46 Explanation of Individual Funds 48 Significant Budget and Accounting Policies 51 Capital Improvement Policy 53 Investment Policy 55 Fund Balance and Reserve Policy 56 Organizational Responsibility for Budget Units 57 Policy Matters/Points of Issue with Fiscal Impact 60 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 61 2009 Other Benefits 64 Salary Adjustments by Department 65 Position Authorization Changes Due to 2009 Budget 67 SUMMARY OF FUNDS: Graph - -All Funds Revenue 69 Graph - -All Funds Expenditures 70 Summary of Fund Balances 72 2009 Summary of Major Revenues and Expenditures 74 2008 Summary of Major Revenues and Expenditures 76 2007 Summary of Major Revenues and Expenditures 78 PAGE SUMMARY OF FUNDS (CONTINUED): Governmental Funds - 2007 - 2009 Summary of Estimated Financial Sources and Uses 80 2008 Assessed Values to be Used for 2009 Budget 82 Net Program Cost 83 Summary of 2007 Allocated Costs Applicable for 2009 85 Seven Year Trend Data: Beginning Fund Balance 86 County Expenditures 87 Weld County- Organizational Chart 88 Summary of County Funded Positions 89 GENERAL FUND: Graph -- General Fund Revenues 91 Graph -- General Fund Expenditures 92 Seven Year Trend Data: General Government 93 Public Safety 94 Health and Welfare 95 Narrative Fund Summary 96 Summary of Revenue 98 Summary of Expenditures 100 Office of the Board 102 County Attorney 104 Public Trustee 106 Clerk to the Board 109 Clerk and Recorder: Recording/Administration 111 Elections 113 , Motor Vehicle 115 Treasurer 117 Assessor 119 County Council 121 District Attorney: Seven Year Trend Data 123 Budget Unit Summary 125 Juvenile Diversion 127 Victim/Witness Assistance 129 White Collar Crime Task Force 132 Finance and Administration 133 Accounting 135 Purchasing 137 Human Resources 139 Planning and Zoning 141 Buildings and Grounds 144 Computer Services 146 Geographical Information System 148 Capital Outlay 150 Printing and Supplies 152 PAGE GENERAL FUND (CONTINUED): Sheriffs Office: Seven Year Trend Data 154 Budget Unit Summary-All Departments 155 Sheriff Administration 156 Sheriff Operations 158 Traffic Enforcement 161 Sheriffs Contract Services 163 Sheriff's Office Ordinance Enforcement 165 Regional Forensic Laboratory 167 Victim Advocate Services 169 Multi-Jurisdictional Drug Task Force 171 North Jail Complex 173 Centennial Jail 176 Contract Jail Space 178 Office of Emergency Management 179 Communications - County Wide 181 Communications System Development 184 E-911 Administration 185 Criminal Justice Information System 186 Coroner 188 Community Corrections 190 Building Inspection 192 Noxious Weeds 195 General Engineering 197 Missile Site Park 199 Parks and Trails 201 Airport 202 Senior Programs 203 Waste Water Management 204 Developmentally Disabled 205 Mental Health 206 Child Advocacy Center 208 Transfers: Human Services 209 Health Department 210 Retiree Health Insurance 211 Economic Development 212 Building Rents 214 Non-Departmental 216 Retiree Health Insurance 218 Community Agency Grants 219 Extension Service 221 County Fair 223 Veteran's Office 225 Island Grove Building 227 Contingency(Salary) 228 iii PAGE PUBLIC WORKS FUND: Graph -- Public Works Revenues 229 Graph -- Public Works Expenditures 230 Graph -- Seven Year Trend Data 231 Narrative Fund Summary 232 Concerning Local Accountability for Money Used for Highway Purposes 233 Construction Bidding for State-Funded Local Projects 234 Summary of Revenue 235 Summary of Expenditures 236 Administration 237 Trucking 239 Motor Grader 241 Bridge Construction 243 Maintenance Support 245 Other Public Works 247 Mining 249 Pavement Management 251 Grants-in-Aid to Cities and Towns 253 Non-Departmental Revenue 254 Contingency (Salary) 255 SOCIAL SERVICES FUND: Graph -- Social Services Revenues 257 Graph -- Social Services Expenditures 258 Graph -- Seven Year Trend Data 259 Fund Narrative 260 Summary of Revenue 264 Summary of Expenditures 265 , County Administration 266 Non Program Revenue 268 Other Programs 269 Child Support Administration 271 Temporary Assistance to Needy Families 273 Aid to Needy Disabled 275 Child Care 277 Old Age Pension 279 Child Welfare and Administration 281 Core Services 283 LEAP Program and Administration 285 General Assistance 287 iv PAGE PUBLIC HEALTH AND ENVIRONMENT FUND: Graph -- Health Fund Revenues 289 Graph -- Health Fund Expenditures 290 Graph -- Seven Year Trend Data 291 Narrative Fund Summary 292 Summary of Revenue 295 Summary of Expenditures 296 Budget Unit Summary-All Departments 297 Non-Program Revenue 299 Administration 300 Health Communication 302 Community Health Services 305 Environmental Health Services 307 Public Health Preparedness 310 HUMAN SERVICES FUND: Graph -- Seven Year Trend Data 313 Narrative Fund Summary 314 Summary of Revenue 315 Summary of Expenditures 317 Head Start Program 319 Migrant Head Start 320 Building Healthy Marriages 321 Preschool Fund 322 Building Healthy Marriages NSF 323 Job Service (Wagner/Peyser) 324 Summer Job Hunt 325 Consumer Navigator 326 Employment First 327 Assistance to Needy Families 328 Workforce Investment Act-Administration 329 Workforce Investment Act-Adult Program 330 Workforce Investment Act- Youth Program 331 Multi-Disciplinary Youth Assessment 332 10% Incentive Grant (CIMS) 333 Workforce Investment Act- Statewide Activities Grant 334 25% Rapid Response 335 Workforce Investment Act- Dislocated Worker Program 336 WIRED Grant 337 Educational Lab 338 AmeriCorps Program 339 Tight Corp Program 340 Pillars of Successful Independence 341 AAA Administration 342 AAA Support Services 343 AAA Congregate Meal 344 AAA Home Delivered Meals 345 AAA Health Services 346 AAA Elder Abuse Grant 347 AAA Special Ombudsman 348 AAA Single Entry Point 349 v PAGE HUMAN SERVICES FUND (CONTINUED): Federal Transit Grant 350 NEMT Transportation 351 AAA (CHIP) 352 AAA (NMCM) 353 AAA (VALE) 354 AAA Other Programs 355 Transportation 356 AAA(State Funds) 357 Medicaid Transportation 358 Part E Family Caregiver Support 359 Supplemental Foods 360 Community Services Block Grant 361 SPECIAL REVENUE FUNDS: Narrative Summary of Special Revenue Funds 363 Conservation Trust Fund Summary of Revenue 364 Summary of Expenditures 365 Budget Unit Summary 366 Contingency Fund: Summary of Revenue 370 Summary of Expenditures 371 Budget Unit Summary 372 Emergency Reserve Fund: Summary of Revenue 373 Summary of Expenditures 374 Budget Unit Summary 375 Solid Waste Fund Summary of Revenue 376 Summary of Expenditures 377 Budget Unit Request Summary- Code Enforcement 378 Budget Unit Fund Summary 380 CAPITAL FUNDS: Graph - - Seven Year Trend 383 Narrative Fund Summary 384 Summary of Revenue 385 Summary of Expenditures 386 Budget Unit Summary 387 Long Range Capital Projects Five-Year Plan 389 PROPRIETARY FUNDS: Narrative Summary of Funds 427 Paramedic Services Enterprise Fund: Summary of Revenue 428 Summary of Expenditures 429 Budget Unit Summary 430 vi PAGE PROPRIETARY FUNDS (CONTINUED): IGS - Motor Pool Fund Summary of Revenue 433 Summary of Expenditures 434 Budget Unit Summary- Motor Pool Equipment 435 Budget Unit Summary - Motor Pool Administration 439 IGS - Health Insurance Fund: Summary of Revenue 441 Summary of Expenditures 442 Budget Unit Summary 443 IGS - Insurance Fund: Summary of Revenue 445 Summary of Expenditures 446 Budget Unit Summary 447 IGS - Phone Services Fund: Summary of Revenue 449 Summary of Expenditures 450 Budget Unit Summary 451 Weld County Finance Authority Budget Unit Summary 453 GLOSSARY 455 vii COLORADO mn GD GOVERNMENT FINANCE OFFICERS ASSOCIATION • Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2008 aft,-deSna President Executive Director 1 isce4 VUk. COLORADO DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303) 356-5000, EXT.4218 d FAX: (303)352-0242 (ate 915 10TH STREET P.O. BOX 758 GREELEY, COLORADO 80632 COLORADO September 1, 2008 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 2009 proposed budget for operations and capital outlay totals a gross amount of$190,012,866, with a net of$185,982,926 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$117,357,035, anticipated fund balances of$39,301,500, and property tax of$76,742,959. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK Colorado's economy continues to show modest, resilient growth despite growing evidence that the national economy may lapse into recession. However, recent economic data suggests that for 2009, Colorado along with Weld County will experience a mild 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. As the price for fuel and food continues to increase, 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, 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 Millken Institute ranked Greeley Number 10 in job growth between March 2006 and 2007, and number 23 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, 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 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 #57 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. 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. 5 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. GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions including General, Special Revenue, Capital Expenditures, Internal Service, and Enterprise Funds,totals$194,099,994 in 2009,an increase of 6.46% 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% $ 76,742,959 49.6% $1,709,203 Other Taxes 7,080,000 3.9 7,475,000 3.9 395,000 Licenses and Permits 2,211,400 1.2 1,993,900 1.0 (217,500) Intergovernmental 56,366,806 30.9 58,308,258 30.1 1,941,452 Revenue Charges for Services 4,811,289 2.6 4,850,598 2.5 39,309 ' Paramedic Fees 7,600,608 4.2 8,559,799 4.4 959,191 Miscellaneous Revenue 5,548,242 3.0 8,199,775 4.2 2,651,533 Fee Accounts 6,902,500 3.8 7,462,500 3.8 560,000 Internal Service Charges 16.774.025 9.2 20.507.205 10.6 3.733.180 TOTAL $ 182,328.626 100.0% $ 194,099.994 100.0% $11,771.368 6 Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total$208,240,131 for 2009, which is an increase of 6.46% 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% $ 26,023,284 12.5% $ 59,578 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 14.0 (388,899) Public Safety 38,351,904 19.6 37,875,570 18.2 (476,334) Human Services 16,282,222 8.3 16,064,297 7.7 (217,925) Health 8,292,589 4.2 8,252,411 4.0 (40,178) Capital 7,535,000 3.9 16,400,000 7.9 8,865,000 Public Works 1,999,779 1.0 2,444,331 1.2 444,552 Contingency 12,400,000 6.4 12,400,000 5.9 0 Miscellaneous 1,139,259 0.6 2,622,973 1.2 1,483,714 Culture and Recreation 960,069 0.5 947,069 0.5 (13,000) Auxiliary 471,779 0.2 417,240 0.2 (54,539) 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% $ 208,240.131 100.0% $12,638,956 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. 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 riskswhile 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 determined after the assessed value is finalized in December. The assessed value for the 2009 budget is $4,566,945,970, which is up $101,714,080, or 2.3 percent over last year. All classes of property increased in assessed value for the year except oil and gas, which is down$42.5 million, or 2 percent and vacant land,which is down$7.0 million, or 5 percent. Agricultural property is up $2.3 million, or 3 percent; and State assessed property is up $78.8 million, or 19 percent. Natural resources is up $0.5 million, or 3 percent; industrial is up $3.0 million, or 1 percent; residential property is up$23.6 million,or 4 percent;and commercial property is up $23.6 million, or 4 percent. 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 $25,161,363. 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$37,561,363. There are no funds with significant fund balance changes from last year. 8 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$42 million,which resulted in the overall assessed value only growing 2.3% to support the county's property tax base. The General Fund is funded at the level of $73,652,374, up $2,185,095. Without salary adjustments, the budget for the general government functions is up $59,578. 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$207,626, primarily due to the addition of one Deputy DA III for the new District Court Division created mid-year 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). Other departments had normal inflationary' increases. Public safety functions are down$476,334. 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 $219,196 as the department assumed prairie dog control and tree removal responsibilities formerly done by Public Works. Building Inspection had six positions eliminated due to the drop in construction activity with the economic slowdown and housing crisis saving $303,806. 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. 9 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$648,232 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, $1,420,606 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. 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. 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$76,742,959. This is a 2.3%. increase,which is the same as the increase in the assessed valuation for 2009. This is 2.7% 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 unchanged and Planning fees are down $275,000 due to the slow down in development and residential construction. Charges for services are up $66,644. 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. 10 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 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 up $3,167,107 in Job Service ($200,004), Workforce Investment Act funds ($271,301), Pillar of Success grant ($89,113), Area on Aging ($121,470), Migrant Headstart ($97,868), and Transit revenue increases. Health Department outside revenues are down $382,377 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. The 2009 Proposed 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 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. Ve�trulvys GG /rs�/ Donald D. War en, Director Finance and Administration 11 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 wesassalli 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. 12 Weld County's sugar beet industry began with the building of sugar factories in Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920 by one at Fort Lupton and another at Johnstown in 1926. LIVEABILITY Weld County. Its liveability is just one of the features that make it a L, better place to be. Abundant Colorado sunshine, low humidity, cool, '.411i" t1 summer nights and mild winters provide a climate people appreciate. 'It. 1^ - '- 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 „‘ ,it 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. 13 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 M.-- developed rail and non-rail parks; undeveloped parcels, many zoned 4 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 14 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#57 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. 15 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. 16 > 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. 17 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. 18 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. 19 fia 'ri Wilk COLORADO 20 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. 21 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. 22 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY -FORMULATION Analyze Community Needs Community Develop Caunty-Wide Goals Long Range Planning Assessment Assess Prior Year's' -p Capital Improvements "Performance Review"P'olicy Alternatives Establish General Priorities. Establish '°Fiscal Policy • SUPPORT PROGRAM PROGRAM - — .PLANNING - -- EVALUATION Accounting System ssess''Program Alternative Program Analysis Design Program Fiscal Control Cost Accounting Define, Program Review Program Objectives by Program Performance Relate. to Present. Operations Examine and Evaluate r Revise as - Necessary Alternatives Performance Measurement Systems and Reports \‘' BUDGETING BASED ON PROGRAMS, Service PERFORMANCE,; PERIODIC Delivery PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 23 HIERARCHY OF BUDGET INFORMATION STRATEGIC -0BJECTIVES 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 24 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. 25 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. 26 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. 27 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 56.50 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. 28 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. 29 WELD COUNTY MISSION STATEMENT Provide responsive, efficient, and ethical government services for all the people of Weld County. 30 WELD COUNTY GUIDING PRINCIPLES CUSTOMER PERSPECTIVE OPERATIONAL PERSPECTIVE FINANCIAL HUMAN PERSPECTIVE RESOURCES PERSPECTIVE Ensure long-term fiscal stability for the County. 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. 31 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. ♦ Ensure new growth contributes resources timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. 1 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. ♦ 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. 32 MAJOR PROGRAM SPECIFIC GOALS 1 Complete the 2009 Public Works Work Plan and develop strategic transportation system. 1 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. ♦ 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. ♦ Continue to explore revenue raising and cost containment strategies for the Paramedic Services. ♦ Implement a White Collar Crime Task Force. ♦ Continue to increase traffic enforcement efforts to reduce traffic fatalities on Weld County roads and highways. ♦ 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. 4 Construct an additional Social Services Building. 4 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. 33 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. ♦ 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. 34 ♦ Continue to develop plans for the County for bioterrorism and emergency preparedness. ♦ Cope with growing inmate population. ♦ Implement the third year of the five-year Support Healthy Marriages Grant. ♦ Transition the mini-bus system to City of Greeley's transit operation. 35 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. 36 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 pages 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 37 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 and the 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. 38 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. 39 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. 40 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. 41 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 local economy similar to 2008 with some 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. 42 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% (2.3% 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 some recovery of residential construction anticipated the last six months of 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. 43 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. 44 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 $76,742,959 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 7,462,500 Intergovernmental 40,309,456 43,117,355 50,899,664 56,366,866 58,308,258 Licenses/Permits 2,064,620 3,002,400 3,470,900 2,211,400 1,993,900 Charges for Services 4,532,516 5,301,937 5,169,059 4,606,876 4,850,598 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 8,199,775 TOTAL REVENUES $145.308.227 $157.910.318 $174,616,751 $182,924,372 $194,099,994 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 2.3% 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. 45 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 46 - 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. 47 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. 48 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. 49 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. 50 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. 51 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. 52 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. 53 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. 54 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. 55 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. 56 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 57 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 58 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, Social Services/Human Services Health Fund Director, Public Health and Environment Human Services Fund Director, Social Services/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 59 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 Collat 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 60 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 $ 879,3374 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. 61 Aa 'ra Wilk COLORADO 62 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. Is- 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 $ 1,420,606 Road and Bridge Fund 420,203 Health Fund 292.606 TOTAL $ 2.133,415 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. 63 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.) 64 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 1,587,166 104,958 Treasurer 564,495 601,055 36,560 Assessor 2,179,080 2,225,358 46,278 County Council 19,538 20,791 1,253 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 264,127 279,855 15,728 Accounting 469,055 475,299 6,244 Purchasing 134,105 137,041 2,936 Personnel 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 1,091,918 1,175,298 83,380 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 Animal Control 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 65 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 2,513,325 40,275 Building Inspection 805,898 805,898 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 $ 42,866,635 $ 44,287,241 $ 1,420,606 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 TOTAL PUBLIC HEALTH FUND $ 5,806,826 $ 6,099,432 $ 292,606 66 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 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 1000-25100 Building Inspections Assist. Building Official None 67 FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-25100 Building Inspections Building Inspector(2) 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 25.75 FTE NOTE: The dollar impact of the additional positions and upgrades for 2009 total $962,820 for salaries and benefits. 68 ALL FUNDS REVENUE 90,000,000 80,000,000 70,000,000 60,000,000 E 2008 50,000,000 40,000,000 ■2009 30,000,000 20,000,000 10,000,0$00 COx 0 O .o. != U_ 7 U o 0 ~ X L) o Z o r6 o O ~ ( o o C f6 N U CD ` c d m 0 CD O .t.. o N O w 0 p o O o N w c c 0, d O) N L li N N W O U Ed C J - 2009 Revenue Total $233,401,494 (2008 $212,928,626) Paramedic Fees, $8,559,799,4% Internal Services, $20,507,205, 9% Property Tax, Fund Balance, rtigAt7_ $76,742,959, 32% $39,301,500, 17%0,7t-,-( .&.4,,,-;;;!"77--T,= �.. Other Taxes, Miscellaneous, $7,475,000, 3% $8,199,775,4% Chg for Service, Intergovernmental $4,850,598, 2% $58,308,258 Licenses/Permits, 25% Fees, $7,462,500, $1,993,900, 1% 3% 69 ALL FUNDS EXPENDITURES $45,000,000 $40,000,000 $35,000,000 O2009 - $30,000,000 ■2008 $25,000,000 $20,000,000 - - - LL. ill 1$10,000,000 $5,000,000 $0 1171r. .ki �y �y o6\ `a6 ass Berl von acs age aey ooy �y �cp e/ �e cya o+ GpQ ' 5a tea s, o e�` io e�� ec� oe�ay Qa�\\G Gocv QJ,o;\o �o \Gore oaar a 5 �yeeOa Fay a`i a�ae era Q' �F \e aF C Gee 4:2 n 2009 EXPENDITURES Total $208,240,131 (2008 $195,601 ,175) Auxiliary$417,240 0%— Contingency$12,400,000 6% Public Works$2,444,331 1% Capital$16,400,000 8% Social Services Health$8,252,411 4% 12%$24,724,150 Paramedic Service -.-_ Public Safety$37,875,570 4%$8,598,199 19% Internal Services Culture/Recreation 11%$22,257,205 0%$947,069 Miscellaneous$2,622,973 General Government 1% 12%$26,023,284 Human Services 8%$16,064,297 Road&Bridge 14%$29,213,402 70 Atrri lURe. COLORADO 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 11.849 $ 54,113,021 SPECIAL REVENUE FUNDS: 2000 Public Works 17,192,136 1.647 14,488,500 1.610 7,354,938 2100 Social Services 2,348,677 1.293 1,700,000 1.265 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 II 0 1.752 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 16.476 $ 75,242,959 INTERFUND TRANSFER 0 0.000 0 0.000 0 NET TOTALS $ 39,487,209 16.468 $ 33,338,500 16.476 $ 75,242,959 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 0.328 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 0.328 $ 1,500,000 GROSS TOTALS -ALL FUNDS $ 45,802,631 16.804 $ 39,301,500 16.804 $ 76,742,959 72 ASSESSED VALUATION: $ 4,566,945,970 2009 2009 2009 2009 2009 TOTAL 2009 INTERGOVT OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 2,971,455 $ 16,748,908 $ 0 $ 76,583,384 $ 73,652,374 $ 2,931,010 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 1,174,355 3,912,589 8,851,349 8,151,349 700,000 15,020,581 650,460 117,351 16,388,392 15,788,392 600,000 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 $ 58,308,258 $ 38,541,572 $ 4,029,940 $ 209,461,229 $190,012,866 $ 19,448,363 0 0 -4,029,940 -4,029,940 -4,029,940 0 $ 58,308,258 $ 38,541,572 $ 0 $ 205,431,289 $185,982,926 $ 19,448,363 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 $ 58,308,258 $ 59,048,777 $ 0 $233,401,494 $208,240,131 $ 25,161,363 73 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 $ 54,113,021 $ 2,971,455 $ 16,748,908 $ 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 1,174,355 3,912,589 2600 Human Services 600,000 0 15,020,581 650,460 117,351 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 $ 75,242,959 $ 58,308,258 $ 38,541,572 $ 4,029,940 INTERFUND TRANSFER 0 0 0 0 -4,029,940 NET TOTALS $ 33,338,500 $ 75,242,959 $ 58,308,258 $ 38,541,572 $ 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 $ 76,742,959 $ 58,308,258 $ 59,048,777 $ 0 FUNDS 74 2009 2009 2009 2009 2009 TOTAL 2009 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 76,583,384 $ 44,287,241 $ 28,260,334 $ 1,104,799 $ 73,652,374 $ 2,931,010 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 8,851,349 6,099,432 2,051,917 0 8,151,349 700,000 16,388,392 8,509,528 7,278,864 0 15,788,392 600,000 1,160,000 0 660,000 0 660,000 500,000 16,400,000 0 14,760,000 1,640,000 16,400,000 0 8,598,199 4,310,174 4,038,025 250,000 8,598,199 0 $ 209,461,229 $ 86,991,565 $ 99,771,502 $ 3,249,799 $190,012,866 $ 19,448,363 -4,029,940 0 -4,029,940 0 -4,029,940 0 $ 205,431,289 $ 86,991,565 $ 95,741,562 $ 3,249,799 $185,982,926 $ 19,448,363 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 $ 233,401,494 $ 87,150,402 $ 117,589,930 $3,499,799 $208,240,131 $ 25,161,363 75 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 76 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 77 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 78 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 79 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 $ 82,717,959 Licenses and permits 3,470,900 2,211,400 1,993,900 Intergovernmental 53,486,023 56,289,686 58,269,858 Miscellaneous 8,046,891 4,274,946 8,199,775 Fees 7,330,000 5,092,230 7,462,500 Charges for Services 7.800.131 4.165,422 4.850,598 Total Estimated Financial Sources $ 156,554,927 $ 152,671,725 $ 163,494,590 EXPENDITURES Current: General government $ 25,482,555 $ 27,307,949 $ 26,023,284 Public safety 34,536,968 39,351,904 37,875,570 Public works 31,132,641 31,342,973 31,657,733 Public health and welfare 29,798,737 34,377,018 32,976,561 Culture and recreation 14,455,824 16,282,222 16,064,297 Human services 5,338,931 960,069 947,069 Miscellaneous 7,603,865 1,611,038 3,040,213 Capital outlay 0 7,535,000 1,6400,000 Contingency/ Reserves 0,000 52,261 12.400.000 Total Use of Resources $166,933,307 $ 158,820.434 $ 177.384,727 Net Increase (Decrease) in Fund Balance - 10,378,380 -6,148,709 - 13,890,137 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 19,448,363 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 $ 31,848,363 80 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 81 WELD COUNTY TOTAL TAXABLE PROPERTY 2008 ASSESSED VALUES TO BE USED FOR 2009 BUDGET Class 2007 Assd Value 2008 Prelim Assd Value Change$ Change % Vacant $ 132,399,140 $ 125,364,100 $ (7,035,040) -5% Residential $ 1,218,086,340 $ 1,261,199,030 $ 43,112,690 4% Commercial $ 631,036,750 $ 654,605,280 $ 23,568,530 4% Industrial $ 214,051,130 $ 217,008,140 $ 2,957,010 1% Agricultural $ 96,371,890 $ 98,693,140 $ 2,321,250 2% Natural Rsc $ 14,538,010 $ 14,997,320 $ 459,310 3% Oil &Gas $ 1,749,119,710 $ 1,706,645,540 $ (42,474,170) -2% State Assd *" $ 412,859,500 $ 491,664,000 $ 78,804,500 19% **Prelim SA Total Value: $ 4,468,462,470 $ 4,570,176,550 $ 101,714,080 2.3% Less TIF Value $ (3,230,580) $ (3,230,580) Net Total: $ 4,465,231,890 $ 4,566,945,970 $ 101,714,080 2.3% Class 2007 2008 Prelim And Value Change$ Change % Total Real $ 3,789,250,030 $ 3,799,126,150 $ 9,876,120 0% Total Personal $ 679,212,440 $ 771,050,400 $ 91,837,960 14% Percent of Value 2007 2008 Change% Real 85% 83% -2% Personal 15% 17% 2% Value Changes 2007-2008 Weld Assd Value By Type Preliminary 2008(Preliminary) 2000 3` 1800 Total s 100D i _ Personal I 17% 11 1200 F'44. 554 S taco , `� ZI p eoo I 3 OW k 400 ,. 200 F ( I o 45> SJ L._. . �` 1 _iw Total Real 83% Clan I02007•2000 82 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 656,943 $ 278,573 $ 935,516 PUBLIC TRUSTEE 0 6,093 6,093 CLERK&RECORDER (1,956,464) 625,896 (1,330,568) ELECTIONS 1,070,029 94,153 1,164,182 TREASURER (1,418,943) 0 (1,418,943) ASSESSOR 2,418,876 336,366 2,755,242 COUNTY COUNCIL 63,408 18,231 81,639 DISTRICT ATTORNEY 4,434,984 532,284 4,967,268 SHERIFF 1,278,281 1,895,765 3,174,046 CORONER 620,782 55,478 676,260 CLERK TO THE BOARD 228,791 82,775 311,566 TOTAL $ 7,396,687 $ 3,925,613 $ 11,322,302 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $ 15,544,944 $ 1,429,099 $ 16,974,043 CENTENNIAL JAIL 2,267,571 215,094 2,482,665 CONTRACT JAIL SPACE 0 178,637 178,637 COMMUNITY CORRECTIONS 92,547 14,798 107,345 SOCIAL SERVICES 5,775,000 918,563 6,693,563 HUMAN RESOURCES 117,351 852,352 969,703 PUBLIC HEALTH 3,587,589 803,048 4,390,637 TOTAL $ 27,385,002 $ 4,411,591 $ 31,796,592 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 815,705 $ 554 $ 816,259 CRIME LAB 180,258 20,620 200,878 POLICE SERVICES(LEVEL) 6,775,130 137,436 6,912,566 SHERIFF CONTRACT SERVICES 8,078 0 8,078 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 121,005 6,541 127,546 DRUG TASK FORCE 165,260 1,090 166,350 TRAFFIC ENFORCEMENT 998,140 22,058 1,020,198 TOTAL $ 10,684,072 $ 188,300 $ 10,872,372 83 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP $ 1,294,867 $ 676,026 $ 1,970,893 ANIMAL CONTROL/CODE ENFORCEMENT 453,567 9,117 462,684 NOXIOUS WEEDS 690,545 47,314 737,859 EXTENSION SERVICE 335,908 167,516 503,424 VETERAN'S OFFICE 63,932 7,158 71,090 AIRPORT 15,000 19,963 34,963 MENTAL HEALTH 101,062 0 101,062 MISSILE SITE PARK 69,749 8,306 78,055 COUNTY FAIR 68,945 3,747 72,692 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 252,229 27,676 279,905 JUVENILE DIVERSION 38,919 13,517 52,436 VICTIM ADVOCATES 58,154 0 58,154 WHITE COLLAR CRIME 0 0 0 WASTE WATER MANAGEMENT 11,367 14,065 25,432 ECONOMIC DEVELOPMENT 100,000 0 100,000 A KID'S PLACE 8,750 0 8,750 GEOGRAPHICAL INFORMATION SYSTEM 237,626 21,104 258,730 COMMUNITY AGENCY GRANTS 108,530 0 108,530 PARKS AND TRAILS 32,000 0 32,000 ISLAND GROVE BUILDING 100,000 0 100,000 RETIRMENT TRANSFER 250,000 0 250,000 TOTAL $ 4,349,775 $ 1,015,507 $ 5,365,282 GENERAL ASSISTANCE: $ - $ - $ - PUBLIC WORKS $ 7,354,938 $ 1,347,225 $ 8,702,163 ENGINEERING 2,444,331 74,990 2,519,321 TOTAL $ 9,799,269 $ 1,422,215 $ 11,221,484 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 $ 725,189 $ (725,189) $ - BUILDING&GROUNDS 5,031,496 (5,031,496) 0 FINANCE&ADMINISTRATION 272,837 (272,837) 0 ACCOUNTING 602,255 (602,255) 0 PURCHASING 141,549 (141,549) 0 HUMAN RESOURCES 751,500 (751,500) 0 PBX/PHONES 0 0 0 INSURANCE 1,500,000 (1,500,000) 0 NON-DEPARTMENTAL 606,000 (606,000) 0 BUILDING RENTS 0 0 0 COMPUTER 2,901,000 (2,901,000) 0 PRINTING&SUPPLY 62,822 (62,822) 0 TOTAL $ 12,594,648 $ (12,594,648) $ - 84 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. 85 SEVEN YEAR TREND 0 Beginning Fund Balance 40,000,000- g 0 0 a N � 35,000,000 0 e co 30,000,000 O o 92- 25,000,000-7 20,000,000 15,000,000-7- 10,000,000-7- 5,000,000 0 2003 2004 2005 2006 2007 2008 2009 86 i SEVEN YEAR TREND County Expenditures $60 ®Gen Gov ®Public Safety ❑Roads& Bridges 51 ❑Health/Human Srv/Soc Sry v ' $50 i 'r 40 38.35 $40 3(w 35.9 33 ,2 co 3 •" 30 "x" 1 Z 9_: I is ri $30 26 • Pr. Ft': 5 25 <g ar'+ @d 4 q e1. .. R r*x "; L.'. Fss-1 4 n v. , :1,1 • t p M' . ...E r 4:. .„ r i 2003 2004 2005 2006 2007 2008 2009 87 n r "N ( 1 O O^ E m - E N N^ _ C Cl) EC FM. W 3 `d O O > Z 5 U L V ,- O CI) Q) O W 71 .2a) Q m o U I 2 \-71 \' Z - O L a) _ L cu Ce /\ C C O O ` U m_� W C E E c ' co o � 2cn— E C U m o Q (n E R as f E 2 2, Q a) v t- = I O \a J _ 1'� = / CD VJ �� O LIt� LV z W L C i-, O L L Q a . O J t l E U Y c ci,c E N C g N o O •— -O a E a) O C} i •rn a '° o Q O 0r .Q O �� a y .— a) U . E N i m �E - �� J W E E o cu 4_ ,� r 2 I- O >, .. _ ^, LC N N L a 0• ) O E . O Z _. W 0 O �—. O - a) N N N N@ on 0 C V Q) U .7) C o U a y E 0 Cn V c.`" c Q C • w "t g L.. •E "P--;— OI a) to L E C m:= I O O a CO U o 0 �� 1 m m a u .-.(12":1) v �Jli \ J / z0 CU } 0 _ ° N o C = O �i 2 ; m c LE L aa °� d) 0 �..J C� N n m m O d o C C CO — «a Li) v — c c m — O O L Q r � N T m 0 o Ca) O C7 O W O a) - 47 c- -i< w Q (-) E 2, \_ \ i J \J m Z is (-- .\ / 1 W a) 0 t- C C N o v +-' C Cl) C O O C •O c O UE c N n w 4 v n O G1 C C O 1=1 ` "1 C6 ;7oy �pm aEi �� cmoa2cn U •• E U C O .N •C U _ c c -E, itO c � caJLa �� cc-..)1 1t7 �, U M N E O a) C C ciav5 °m �¢ Eaaa7Nrn W ` Ca C - a) E O c= cE €Q ti of ` Cdam Q ft, fn .C E m a> ca o r11 LI. CL 88 SUMMARY OF COUNTY FUNDED POSITIONS 2009 LAST CURRENT REQUEST RECOMMEND CURRENT TI DEPARTMENT ACTUAL YEAR BUDGET BUDGET RECOMMEN 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 14.000 - 3.0C 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 + 2.0C Victim Witness 9.375 10.375 11.250 11.250 + 0.87 Juvenile Diversion 2.500 3.500 2.000 2.000 - 1.5C 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 59.375 + 2.0C Coroner 5.500 5.500 6.000 6.000 + 0.5C Centennial Jail 30.000 32.000 38.000 38.000 + 6.0C 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 10.000 -6.00 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 + 1.00 Pest and Weed Control 2.000 2.000 2.000 2.000 89 LAST CURRENT REQUEST RECOMMEND CURRENT TO DEPARTMENT ACTUAL YEAR BUDGET BUDGET RECOMMEND YEAR 2008 2009 2009 CHANGE 2007 Extension Service 10.750 10.750 10.750 9.750 - 1.000 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 - 3.000 Printing and Supply 2.000 2.000 2.500 2.500 + 0.500 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 630.925 649.050 663.025 655.025 + 5.975 PUBLIC WORKS: Maintenance Support 10.000 10.000 9.000 9.000 - 1.000 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 + 1.000 Pavement Management 9.000 9.000 10.000 10.000 + 1.000 Mining 11.000 11.000 5.000 5.000 - 6.000 TOTAL PUBLIC WORKS 140.000 142.000 137.000 137.000 - 5.000 HEALTH DEP'T FUND: Administration 7.500 8.000 8.000 8.000 Health Communication 14.500 15.000 11.750 11.750 - 3.250 Environmental Services 25.450 25.950 25.750 25.750 - 0.200 Health Preparedness 0.000 2.500 2.500 2.500 Public Health Services 44.900 43.650 45.600 45.600 + 1.950 TOTAL HEALTH DEP'T FUND 92.350 95.100 93.600 93.600 - 1.500 SOCIAL SERVICES 230.000 246.500 263.000 263.000 + 16.500 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 1,201.625 + 15.975 90 t GENERAL FUND Revenue Changes $60,000,000 $50,000,000 _'• i ' 02008 $40,000,000 5;1 d'`-= 'l :. D2009 ' $30,000,000 ' _'. _i. ?• $20,000,000 E,i -s • - I ;,: $10,000,000 rr: ; 0+ 0°' a o`t, , 400 c." oJg X00 Q0 r0� V. 0`��0 yQO�F yes" • / 0l`O• 0``�ce a0e�a e.Gr 2009 Revenue Total $76,583,384 (2008 $74,221 ,963) Other Taxes,$100,000, 0% Property Tax, $54,113,021,70% Fee Accounts, $7,162,500,9% Intergovernmental, Licenses/Permits, $1,245,000,2% Charges for Services, $2,920,283,4% Fund Balance, $2,750,000,4% Miscellaneous, $5,156,125,7% Fines/Forfeitures, $165,000,0% 91 GENERAL FUND EXPENDITURE CHANGES $45,000,000 $40,000,000 $35,000,000 •2008 $30,000,000 ❑2009 E0:° IT ,00 ,00 ,0 $10,000,000 $5,000,000 $o J�1 1 Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec. Welfare 2009 Expenditures Total $73,652,374 (2008 $71 ,467,279) Health&Welfare, $3,688,651,5% General Gov., Human Serv.,$393,256, $26,023,284,35% 1% Misc.,$2,287,973,3% Auxilary,$417,240, 1% Public Works,$2,444,331, 3% Culture/Rec.,$522,069, Public Safety, 1% $37,875,570, 51% 92 SEVEN YEAR TREND General Government $30 , $25 $20 ? I ag - x N . 1 z f 7, $15 — f t i»L y 3. . ..b . ,;. ,y k �p-i Y I {w $10 1 E ' l vl 1 Y i 5 E: $5 1 { � $0 c '' 1 YiA 1 L.sai _11 ' I .+ 2003 2004 2005 2006 2007 2008 2009 93 SEVEN YEAR TREND Public Sa#ty $45 $40 ,.$3 \ \ , :2} ; . • $30 j I. . / 2 � -- \ \ � O 1 i ' , \ \ $20 § d » j \ ( \ ] d` $15 - : g < w : :, y§ $10 \ \ \ \ \ \ ,• E\$5 > \ m\ } \ \ \ $0 ' I I ' : I ° , I , 2003 2004 2005 2006 2007 2008 2009 94 SEVEN YEAR TREND Health & Welfare & oe $50 \. \ \ , \\\ \ \ \ ] \ . ! 2 . >. © ° R $30 �d « ©2 : © % ) s . » ° g. . . . .. . g . �. \ ) . \ .,} $20 \. . j ) ) $10 ^ ] \ \ ) ©\ < y 1 \ / ) j �.i $0 ': , ') I « I C I : I ' I I 2003 2004 2005 2006 2007 2008 2009 95 GENERAL FUND SUMMARY The General Fund is funded at the level of $73,652,374, up $2,185,095. Without salary adjustments, the budget for the general government functions is up $59,578. 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$207,626 primarily due to the addition of one Deputy DA III for the new District Court division created mid-year 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). Other departments had normal inflationary increases. Public safety functions are down $476,334. 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 $219,196 as the department assumed prairie dog control and tree removal responsibilities formerly done by Public Works. Building Inspection had six positions eliminated due to the drop in construction activity with the economic slowdown and housing crisis saving $303,806. 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$648,232 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, $1,420,606 is included for a 3.5%salary increase,the increase of retirement to 9.0%, and health insurance rate increases for 2009. The available resources to the General Fund are $76,583,384 compared to $74,221,963 in 2008, up$2,361,421. Property taxes are budgeted at$54,113,021. 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 unchanged and Planning fees are down$275,000 due to the slowdown in development and residential construction. Charges for services are up $66,644. 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. 96 The beginning fund balance is anticipated to be $2,275,000 for 2009. An estimated ending fund balance of$2,931,010 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 underthe 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. 97 GENERAL FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Orq Acct Account Title Budget Request Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 52,403,818 54,113,021 54,113,021 0 1000 90100 4116 PROPERTY TAX ADJUSTMENT (810,917) 0 0 0 1000 90100 4140 SEVERANCE TAXES 390,000 0 0 0 1000 90100 4150 TOBACCO PRODUCTS 90,000 100,000 100,000 0 TOTAL TAXES 52,072,901 54,213,021 54,213,021 0 LICENSES & PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 5,000 5,000 5,000 0 1000 17100 4221 PERMITS 625,000 350,000 350,000 0 1000 25100 4222 BUILDING 600,000 600,000 600,000 0 1000 25100 4224 ELECTRICAL 90,000 90,000 90,000 0 1000 25100 4226 PLAN CHECK 200,000 200,000 200,000 0 TOTAL LICENSES & PERMITS 1,520,000 1,245,000 1,245,000 0 INTERGOVERNMENTAL 1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 1,750 1,750 0 1000 15100 4336 REIMBURSEMENTS 53,600 60,000 60,000 0 1000 21210 4336 REIMBURSEMENTS 18,625 15,000 15,000 0 1000 24410 4336 REIMBURSEMENTS 12,500 20,000 20,000 0 1000 15200 4340 GRANTS 125,709 116,743 116,743 0 1000 15300 4340 GRANTS 132,500 165,276 165,276 0 1120 15300 4340 GRANTS 32,606 35,418 35,418 0 1130 15300 4340 GRANTS 91,300 91,300 91,300 0 114006 15300 4340 GRANTS 13,700 14,947 14,947 0 1000 21300 4340 GRANTS 105,188 74,268 74,268 0 1000 24200 4340 GRANTS 93,122 77,740 77,740 0 116007 24210 4340 GRANTS 408,236 0 0 0 116007 24220 4340 GRANTS 1,919,832 0 0 0 116008 24220 4340 GRANTS 0 1,943,523 1,943,523 0 1000 96400 4340 GRANTS 2,400 2,400 2,400 0 1000 90100 4352 THORNTON 29,890 29,890 29,890 0 1000 21300 4354 CITIES AND TOWNS 6,689 8,200 8,200 0 1000 24410 4354 CITIES AND TOWNS 252,000 315,000 315,000 0 TOTAL INTERGOVERNMENTAL 3,299,897 2,971,455 2,971,455 0 CHARGE FOR SERVICES 1000 10200 4410 CHARGE FOR SERVICES 6,000 3,000 3,000 0 1000 10400 4410 CHARGE FOR SERVICES 52,690 57,120 57,120 0 1000 11200 4410 CHARGE FOR SERVICES 106,000 230,000 230,000 0 1000 15100 4410 CHARGE FOR SERVICES 50,000 50,000 50,000 0 1000 17350 4410 CHARGE FOR SERVICES 20,000 20,000 20,000 0 1000 17600 4410 CHARGE FOR SERVICES 244,400 250,859 250,859 0 1000 21100 4410 CHARGE FOR SERVICES 60,000 60,000 60,000 0 1000 21200 4410 CHARGE FOR SERVICES 654,975 305,696 305,696 0 1000 21220 4410 CHARGE FOR SERVICES 0 561,733 561,733 0 1000 22100 4410 CHARGE FOR SERVICES 359,219 0 0 0 1000 24410 4410 CHARGE FOR SERVICES 407,480 319,000 319,000 0 1000 24420 4410 CHARGE FOR SERVICES 750,000 915,000 915,000 0 1000 26100 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 0 1000 50100 4410 CHARGE FOR SERVICES 1,375 1,375 1,375 0 1000 90100 4420 PARKING 27,000 26,500 26,500 0 1000 13100 4430 SALE OF SUPPLIES 10,000 10,000 10,000 0 1000 15100 4430 SALE OF SUPPLIES 60,000 65,000 65,000 0 1000 17100 4430 SALE OF SUPPLIES 5,000 5,000 5,000 0 1000 17600 4430 SALE OF SUPPLIES 27,000 30,000 30,000 0 1000 21200 4430 SALE OF SUPPLIES 2,500 0 0 0 98 GENERAL FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Orq Acct Account Title Budget Request Recommend Final TOTAL CHARGE FOR SERVICES 2,853,639 2,920,283 2,920,283 0 FINES & FORFIETURES 1000 21210 4510 FINES 100,000 115,000 115,000 0 1000 90100 4510 FINES 30,000 50,000 50,000 0 TOTAL FINES & FORFIETURES 130,000 165,000 165,000 0 MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 3,200,000 3,200,000 3,200,000 0 1000 22100 4624 RENTS FROM BUILDINGS 58,516 56,200 56,200 0 1000 90100 4624 RENTS FROM BUILDINGS 70,000 70,000 70,000 0 1000 90100 4640 OIL AND GAS 500,000 575,000 575,000 0 1000 90100 4650 OVERHEAD 789,265 789,265 789,265 0 1000 21200 4670 REFUND OF EXPENDITURE 40,000 45,000 45,000 0 1000 21260 4670 REFUND OF EXPENDITURE 150,653 117,960 117,960 0 1000 26200 4670 REFUND OF EXPENDITURE 32,000 32,000 32,000 0 1000 23200 4680 OTHER 700 700 700 0 1000 96200 4680 OTHER 250,000 250,000 250,000 0 1000 15400 4690 DONATIONS 20,000 20,000 20,000 0 1000 21230 712700 TRANSFER 81,892 0 0 0 TOTA MISCELLANEOUS 5,193,026 5,156,125 5,156,125 0 FEES 1000 12100 4720 ADVERTISING FEES 52,000 50,000 50,000 0 1000 10300 4730 OTHER FEES 0 200,000 200,000 0 1000 11100 4730 OTHER FEES 4,400,000 4,400,000 4,400,000 0 1000 12100 4730 OTHER FEES 1,945,000 2,200,000 2,200,000 0 1000 13100 4730 OTHER FEES 45,000 65,000 65,000 0 1000 15100 4730 OTHER FEES 2,500 2,500 2,500 0 1000 24410 4730 OTHER FEES 160,000 195,000 195,000 0 1000 90100 4740 FEES, CABLE FRANCHISE 48,000 50,000 50,000 • 0 TOTAL FEES 6,652,500 7,162,500 7,162,500 0 TOTAL GENERAL FUND 71,721,963 73,833,384 73,833,384 0 99 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 0 1000 10200 COUNTY ATTORNEY 704,452 728,189 728,189 0 1000 10300 PUBLIC TRUSTEE 7,000 0 0 0 1000 10400 CLERK TO THE BOARD 287,059 285,911 285,911 0 1000 11100 COUNTY CLERK 801,478 805,087 805,087 0 1000 11200 ELECTIONS AND REGISTRATION 1,671,783 1,300,029 1,300,029 0 1000 11300 MOTOR VEHICLE 1,631,854 1,638,449 1,638,449 0 1000 12100 TREASURER'S OFFICE 834,857 831,057 831,057 0 1000 13100 ASSESSOR 2,424,676 2,473,876 2,473,876 0 1000 14100 COUNTY COUNCIL 30,658 63,408 63,408 0 1000 15100 DISTRICT ATTORNEY 4,414,819 4,622,445 4,612,484 0 1000 15200 JUVENILE DIVERSION 175,690 155,657 155,657 0 1000 15300 VICTIM WITNESS 390,939 417,505 417,505 0 1120 15300 VICTIM WITNESS 32,606 35,418 35,418 0 1130 15300 VICTIM WITNESS 91,300 91,300 91,300 0 114006 15300 VICTIM WITNESS 13,700 14,947 14,947 0 1000 15400 WHITE COLLAR CRIME 17,353 89,106 20,000 0 1000 16100 FINANCE 312,982 272,837 272,837 0 1000 16200 ACCOUNTING 579,255 602,255 602,255 0 1000 16300 PURCHASING 141,549 141,549 141,549 0 1000 16400 PERSONNEL 694,390 751,500 751,500 0 1000 17100 PLANNING OFFICE 1,698,190 1,664,740 1,541,080 0 1000 17200 BUILDINGS AND GROUNDS 4,400,345 5,031,496 5,031,496 0 1000 17300 INFORMATION SERVICES 3,219,675 2,901,000 2,901,000 0 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 300,419 365,576 257,626 0 1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 90,000 50,000 50,000 0 1000 17600 PRINTING AND SUPPLY 334,222 343,681 343,681 0 TOTAL GENERAL GOVERNMENT 25,963,706 26,333,961 26,023,284 0 PUBLIC SAFETY 1000 21100 SHERIFF ADMINISTRATION 1,298,020 1,351,186 1,338,281 ' 0 1000 21200 SHERIFF'S OPERATIONS 7,013,474 7,125,826 7,125,826 0 1000 21210 TRAFFIC CONTROL 1,073,777 1,128,140 1,128,140 0 1000 21220 MUNICIPAL CONTRACT SERVICES 0 569,811 569,811 0 1000 21230 ORDINANCE 88 ENFORCEMENT 427,563 453,567 453,567 0 1000 21260 REGIONAL LAB 290,279 328,508 298,218 0 1000 21300 VICTIM ADVOCATES 126,180 140,622 140,622 0 1000 21410 DRUG TASK FORCE 169,615 165,260 165,260 0 1000 22100 COMMUNICATIONS SERVICE 1,990,945 1,656,696 1,656,696 0 100 GENERAL FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 125,000 20,000 20,000 0 1000 22300 E-911 700 0 0 0 1000 22400 CRIMIAL JUSTICE SYSTEM 870,825 815,705 815,705 0 1000 23200 COUNTY CORONER 574,612 620,782 620,782 0 1000 24200 COMMUNITY CORRECTIONS 93,122 170,287 170,287 0 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 0 1000 24410 NORTH JAIL COMPLEX 16,504,996 16,393,944 16,393,944 0 1000 24420 CENTENNIAL JAIL 3,146,273 3,182,571 3,182,571 0 1000 24440 CONTRACT JAIL SPACE 391,463 0 0 0 1000 25100 BUILDING INSPECTION 1,304,716 1,245,133 998,787 0 1000 26100 WEED AND PEST 481,349 700,545 700,545 0 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 140,927 213,005 153,005 0 TOTAL PUBLIC SAFETY 38,351,904 38,225,111 37,875,570 0 PUBLIC WORKS 1000 31100 ENGINEERING 1,999,779 2,444,331 2,444,331 0 CULTURE& RECURATION 1000 50100 MISSILE PARK 71,124 71,124 71,124 0 1000 50200 PARKS AND TRAILS 50,000 32,000 32,000 0 1000 56100 AIRPORT 3,947 15,000 15,000 0 TOTAL CULTURE & RECURATION 125,071 118,124 118,124 0 HEALTH &WELFARE 1000 56110 SENIOR PROGRAMS 12,500 12,500 12,500 0 1000 56120 WASTE WATER 11,367 11,367 11,367 0 1000 56130 DEVELOPMENTALLY DISABLED 46,125 46,125 46,125 0 1000 56140 MENTAL HEALTH 145,062 104,599 101,062 0 1000 56150 A KID'S PLACE 8,750 8,750 8,750 0 1000 56160 COUNTY CONTRIBUTIONS 3,056,708 3,954,940 3,954,940 ' 0 TOTAL HEALTH &WELFARE 3,280,512 4,138,281 4,134,744 0 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 100,000 100,000 100,000 0 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 606,000 606,000 606,000 0 1000 90150 COMMUNITY AGENCIES GRANTS 138,530 108,530 108,530 0 1000 96100 EXTENSION 400,500 400,500 335,908 0 1000 96200 FAIR 318,945 318,945 318,945 0 1000 96400 VETERANS 67,332 66,332 66,332 0 1000 96500 ISLAND GROVE BUILDINGS 115,000 100,000 100,000 0 1000 99999 SALARY CONTINGENCY 0 1,420,606 1,420,606 0 TOTAL MISCELLANEOUS 1,646,307 3,020,913 2,956,321 0 TOTAL GENERAL FUND 71,467,279 74,380,721 73,652,374 0 101 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 555,725 $ 532,593 $ 532,593 $ 532,593 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 $ 656,943 Revenue 0 0 0 0 Net County Cost $ 656,957 $ 662,455 $ 656,943 $ 656,943 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. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 102 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 $2.70 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: 103 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 527,506 $ 490,147 $ 543,884 $ 543,884 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 $ 728,189 Revenue 19,127 6,000 3,000 3,000 Net County Cost $ 669,138 $ 698,452 $ 725,189 $ 725,189 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. 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. 104 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 $2.98 Number of agenda requests/D&N/mental cases per FTE 185 185 185 Effectiveness Measures(desired results) % 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: 105 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 RECOMMEND 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. 106 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: 107 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 $ 453.450 108 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINVANCF Arun AnMINISTRATinN BUDGET UNIT TITLE AND NUMBER: Clerk tn the Rnarri _- 1000-1 0400 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 271,930 $ 270,522 $ 270,522 $ 270,522 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 $ 285,911 Revenue 59,019 52,690 57,120 57,120 Net County Cost $ 228,401 $ 234,369 $ 228,791 $ 228,791 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Expenditures in total are unchanged. The chargeback to the County Attorney's Office is up $1,148, so gross county costs are down $1,148. Revenue for the chargeback to Phone Services are $57,120, which is up $4,430. OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Update codification of all county ordinances and regulations. 109 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 $0.94 Cost per meeting/hearing $861.79 $1,018.99 $994.74 Effectiveness Measures fdesired results) Percent of documents distributed within the week approved 90% 90% 90% Percent of minutes not transcribed within 2weeks 1% 1% 1% Percent of contracts/resolutions scanned within 2 weeks 99% 99% 99% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 110 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 616,915 $ 613,328 $ 613,328 $ 613,328 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 $ 805,087 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 $ -3,594,913 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. 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. 111 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 $3.30 Number of documents recorded per FTE 6,316 5,774 6,346 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Slight increases seem justified. BOARD ACTION: 112 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 408,779 $ 726,442 $ 529,181 $ 529,181 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 $ 1,300,029 Revenue 237,780 106,000 230,000 230,000 Net County Cost $ 706,153 $ 1,565,783 $ 1,070,029 $ 1,070,029 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. 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 os 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. 113 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 $4.39 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: 114 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,389,695 $ 1,482,208 $ 1,482,208 $ 1,482,208 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 $ 1,638,449 Revenue 0 0 0 0 Net County Cost $ 1,537,436 $ 1,631,854 $ 1,638,449 $ 1,638,449 Budget Positions 32 Full-time 32 Full-lime 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. 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. 115 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 $6.72 Number of titles/registrations issued per FTE 15,037 16,540 17,008 FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. The increases seem justified. BOARD ACTION: 116 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 586,541 $ 564,495 $ 564,495 $ 564,495 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 $ 831,057 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 $ -1,418,943 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. 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. 117 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 $3.41 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: 118 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,987,128 $ 2,169,080 $ 2,179,080 $ 2,179,080 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 $ 2,473,876 Revenue 95,879 55,000 75,000 75,000 Net County Cost $ 2,439,705 $ 2,369,676 $ 2,398,876 $ 2,398,876 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. 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. 119 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 $9.88 Cost per parcel $12.70 $12.20 $11.81 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: 120 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 16,350 $ 19,538 $ 19,538 $ 19,538 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 $ 63,408 Revenue 0 0 0 0 Net County Cost $ 19,708 $ 30,658 $ 63,408 $ 63,408 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. 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. 121 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 $0.250 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: 122 SEVEN YEAR TREND DisHdAttorney Local Cost 5 w - ' \ \ j 4 e , 1 , ) ke ! < \ I ; ] \ ' «d \ « « \ • e yy a © 2 j ; � �\ 1 j j \ • » < . i : C0 -- �_ �z �w .�. m, 2004 2005 2006 2007 2008 _ 123 SEVEN YEAR TREND District Attorney 5 e 4 e . \ \ ^ 1 3 - cn O ) - j B 2 e - ) , e g w< . 2003 2004 2005 2006 2007 2008 2009 124 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,861,996 $ 4,063,144 $ 4,251,484 $ 4,251,484 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 $ 4,612,484 Revenue 176,675 166,100 177,500 177,500 Net County Cost $ 4,007,235 $ 4,248,719 $ 4,444,945 $ 4,434,984 Budget Positions 57.25 57.375 59.375 59.375 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. 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. 125 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. 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: 126 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 158,014 $ 172,390 $ 152,657 $ 152,657 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 $ 155,657 Revenue 143,620 125,709 116,743 116,743 ' Net County Cost $ 18,852 $ 49,981 $ 38,914 $ 38,914 Budget Positions 2.5 3.5 2.0 2.0 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. 127 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/ADMINISTRATIONRECOMMENDATION: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: 128 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 430,027 $ 494,410 $ 522,035 $ 522,035 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 $ 559,170 Revenue 948,476 270,106 306,941 306,941 Net County Cost $ 180,485 $ 258,439 $ 252,229 $ 252,229 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. 129 VICTIM ASSISTANCE (CONTINUED) 1000-15300 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; 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 $1.035 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 0 130 VICTIM ASSISTANCE (CONTINUED) 1000-15300 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. All the increases in position costs are funded by grants. BOARD ACTION: 131 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 RECOMMEND 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 Sheriff's Office. This position is not recommended as explained below in the Recommendation Section. OBJECTIVES: To investigate white collar crime activities in Weld County. FINANCE/ADMINISTRATIONRECOMMENDATION: 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: 132 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 301,147 $ 304,272 $ 264,127 $ 264,127 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 $ 272,837 Revenue 0 0 0 0 Net County Cost $ 308,265 $ 312,982 $ 272,837 $ 272,837 ' 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. 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. 133 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 $1.12 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: 134 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 448,624 $ 469,055 $ 469,055 $ 469,055 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 $ 602,255 Revenue 0 0 0 0 Net County Cost $ 649,652 $ 579,255 $ 602,255 $ 602,255 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. 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. 135 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 $2.47 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: 136 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 127,791 $ 134,105 $ 134,105 $ 134,105 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 $ 141,549 Revenue 0 0 0 0 Net County Cost $ 134,452 $ 141,549 $ 141,549 $ 141,549 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. 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; and 6) Implement the use of purchasing cards (P-Cards). 137 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 $0.581 Cost per Purchase Order $81.22 $94.37 $117.96 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: 138 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 selling 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 415,832 $ 569,100 $ 569,100 $ 569,100 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 $ 751,500 Revenue 110 0 0 0 Net County Cost $ 814,889 $ 694,390 $ 751,500 $ 751,500 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. 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. 139 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 $3.08 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: 140 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,111,875 $ 1,147,928 $ 1,108,928 $ 990,818 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 $ 1,541,080 Revenue 732,516 630,000 355,000 355,000 Net County Cost $ 954,641 $ 1,068,190 $ 1,309,740 $ 1,186,080 Budget Positions 17 17 16 14 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. 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 intemet usage for public access to County Land Use and Procedures and 12) Continue to evaluate the needs of the Southwest Planning Office. 141 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 600 850 600 142 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: 143 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,420,972 $ 1,462,245 $ 1,485,443 $ 1,485,443 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 $ 5,031,496 Revenue 0 0 0 0 Net County Cost $ 4,285,351 $ 4,400,345 $ 5,031,496 $ 5,031,496 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 $5.21, which is very good by industry standards. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2) Complete all capital projects approved by the Board. 144 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 $20.64 Cost per square foot $4.98 $4.75 $5.21 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: 145 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300 DEPARTMENT DESCRIPTION: Computer 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 RECOMMEND 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: 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. 146 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: 147 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17350 DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS)provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities via a contract with the ACS Corporation. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 55,593 $ 58,016 $ 58,016 $ 58,016 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 $ 257,626 Revenue 58,504 20,000 20,000 20,000 Net County Cost $ 64,553 $ 280,419 $ 345,576 $ 237,626 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. OBJECTIVES: Maintain a current geographical information system for Weld County via a contract with ACS to provide GIS data to county staff and citizens. 148 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 $0.97 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: 149 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 RECOMMEND 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 County Cnst $ 35,562 $ q0 j)00 $ 501100 $ scow 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: 150 CAPITAL OUTLAY (CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Map Cabinet(2) $ 10,000 $ 10,000 DISTRICT ATTORNEY: Copier 9,961 9,961 UN-DESIGNATED: 30.039 30.039 TOTAL $ 50,000 $ 50.000 151 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 120,390 $ 100,522 $ 115,081 $ 115,081 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 $ 343,681 Revenue 279,520 271,400 280,859 280,859 Net County Cost $ 21,691 $ 62,822 $ 62,822 $ 62,822 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. 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. 152 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 $0.258 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: 153 SEVEN YEAR TREND Sheriffs Office Local Cos ts $ Ga - \ -...--.1 $ \ \ . \ a , v �\ $ - ) \\ ) , , � « \ j 2 \ > > R $15 < 5 • , ,\ . \ / \ \ \ ) $10 \»\ \ > . . \ i $5 .j \ \ ..; \ \ ,, \ 1 $0 '2 , .- < I r w I «d I »w j , ] I 2003 2004 2005 2006 2007 2008 2009 154 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 19,657,314 $ 23,044,535 $ 24,143,479 $ 24,130,574 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 11,500 Gross County Cost $ 26,685,294 $ 30,582,567 $ 31,052,440 $ 30,949,245 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 $ 27,850,388 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: 155 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation,clerical staff,training,uniforms,common office supplies, accounting for inmate funds,commissary accounting/distribution to inmates, inventory control, etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,085,630 $ 1,084,866 $ 1,104,903 $ 1,091,998 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 $ 1,338,281 Revenue 70,143 60,000 60,000 60,000 Net County Cost $ 1,426,417 $ 1,238,020 $ 1,291,186 $ 1,278,281 , Budget Positions 16 16 16 16 SUMMARY OF CHANGES: Position upgrade for the Sheriffs 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). 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. 156 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 $5.24 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 Sheriff's 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: 157 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5,594,942 $ 5,756,593 $ 5,845,315 $ 5,845,315 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 0 Gross County Cost $ 6,831,130 $ 7,013,474 $ 7,125,826 $ 7,125,826 Revenue 420,217 697,475 350,696 350,696 Net County Cost $ 6,410,913 $ 6,315,999 $ 6,775,130 $ 6,775,130 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 Sheriff's 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). 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. 158 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 $27.80 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 1.00 159 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: 160 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement- - 1000-21210 DEPARTMENT DESCRIPTION: Provide traffic enforcement on County roads, and public education on traffic safety. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 958,837 $ 910,354 $ 910,354 $ 910,354 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 $ 1,128,140 Revenue 88,144 118,625 130,000 130,000 Net County Cost $ 1,008,463 $ 955,152 $ 998,140 $ 998,140 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. 161 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: 162 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 217,105 $ 503,657 $ 503,657 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 $ 569,811 Revenue 0 561,733 561,733 561,733 Net County Cost $ 0 $ -40,908 $ 8,078 $ 8,078 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. 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. 163 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 $0.033 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: 164 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 195,715 $ 223,593 $ 223,593 $ 223,593 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 $ 453,567 Revenue 82,412 81,892 0 0 • Net County Cost $ 254,957 $ 345,671 $ 453,567 $ 453,567 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. OBJECTIVES: 1) Provide efficient and effective service within allocated resources. 165 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 $1.86 Miles Driven per Call for Service 27.90 28.75 29.62 Effectiveness Measures (desired results) Summons Issued 189 195 201 FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. The Humane Society contract amount may change in the Final Budget. BOARD ACTION: 166 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 75,283 $ 110,479 $ 196,163 $ 196,163 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 $ 298,218 Revenue 85,868 150,653 117,960 117,960 Net County Cost $ 81,609 $ 139,626 $ 210,548 $ 180,258 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. 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. 167 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 $0.740 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: 168 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 (VALENOCA)funding. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 102,222 $ 99,403 $ 99,403 $ 99,403 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 $ 140,622 Revenue 73,060 111,877 82,468 82,468 Net County Cost $ 58,993 $ 14,303 $ 58,154 $ 58,154 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. OBJECTIVES: To assist victims of crimes with immediate counseling and referral to community agencies that help them cope with their loss or injury. 169 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 $0.240 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: 170 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 RECOMMEND 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. 171 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: 172 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9,532,672 $ 12,547,697 $ 12,603,800 $ 12,603,800 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 $ 16,393,944 Revenue 1,566,405 831,980 849,000 849,000 Net County Cost $ 10,805,893 $ 15,673,016 $ 15,544,944 $ 15,544,944 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. 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. 173 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 $62.25 $79.38 $73.07 , 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 15 174 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 Sheriff's 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: 175 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,957,523 $ 2,130,306 $ 2,473,050 $ 2,473,050 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 $ 3,182,571 Revenue 703,151 750,000 915,000 915,000 Net County Cost $ 1,876,959 $ 2,396,273 $ 2,267,571 $ 2,267,571 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%. OBJECTIVES: 1) Meet Sheriffs statutory duties effectively and efficiently; and, 2) Provide effective and efficient community supervision alternatives to secure detention. 176 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 III 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: 177 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 RECOMMEND 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: 178 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 78,556 $ 81,877 $ 88,229 $ 88,229 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 $ 153,005 Revenue 44,187 32,000 32,000 32,000 Net County Cost $ 76,877 $ 108,927 $ 181,005 $ 121,005 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. 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. 179 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 $0.50 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,ora 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: 180 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 RECOMMEND 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. 181 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. 182 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 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 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: 183 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 RECOMMEND 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: 184 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 RECOMMEND 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: 185 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 RECOMMEND 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 $715,705 in personnel costs, $100,000 for enhancements to Tiburon, and $815,705 for computer maintenance costs, for a total of$870,825. This is an increase of $31,677. 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. 186 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: 187 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 332,902 $ 316,612 $ 362,782 $ 362,782 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 $ 620,782 Revenue 1,641 700 700 700 Net County Cost $ 623,883 $ 573,912 $ 620,082 $ 620,082 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 coerage for the office. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 188 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 $2.54 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: 189 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 RECOMMEND 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. 190 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. BOARD ACTION: 191 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 981,008 $ 1,026,023 $ 967,023 $ 722,194 Supplies 376,055 61,996 54,417 53,300 Purchased Services 93,017 126,648 133,644 133,244 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 $ 998,787 Revenue 1,137,593 890,000 890,000 890,000 Net County Cost $ 413,061 $ 414,716 $ 355,133 $ 108,787 Budget Positions 16 16 15 10 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. 192 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 3,000 193 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: • 194 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 270,077 $ 262,096 $ 242,877 $ 242,877 Supplies 33,423 58,350 58,350 58,350 Purchased Services 148,830 160,903 399,418 399,418 Fixed Charges 9,047 0 0 0 Capital 0 0 0 0 Gross County Cost $ 461,377 $ 481,349 $ 700,645 $ 700,645 Revenue 6,639 10,000 10,000 10,000 Net County Cost $ 454,738 $ 471,349 $ 690,645 $ 690,645 Budget Positions 2 FTE 2 FTE 2 FTE 2 FTE 3PT 3 PT 3 PT 3 PT • 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. 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. 195 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 $2.83 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/ADMINISTRATIONRECOMMENDATION: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: 196 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,548,500 $ 1,745,105 $ 1,603,367 $ 1,603,367 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 $ 2,444,331 Revenue 0 0 0 0 Net County Cost $ 1,539,064 $ 1,999,779 $ 2,444,331 $ 2,444,331 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. 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). 197 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 Floodplain 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 $10.03 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: 198 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MISSILE SITE PARK BUDGET UNIT TITLE AND NUMBER: Miaaila Rita Park — 1nnn-cn1nn 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 39,195 $ 41,224 $ 41,224 $ 41,224 Supplies 2,675 2,100 2,400 2,400 Purchased Services 14,119 27,800 27,400 27,400 Fixed Charges 1,563 0 0 0 Capital 0 0 0 0 Gross County Cost $ 57,552 $ 71,124 $ 71,024 $ 71,024 Revenue 2,208 1,375 1,375 1,375 Net County Cost $ 55,344 $ 69,749 $ 69,649 $ 69,649 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. OBJECTIVES: 1)To maintain and improve Missile Site park; 2)To improve the quality of life for all Weld County residents. 199 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 $0.286 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: 200 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 34,000 125,000 32,000 32,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 34,000 $ 125,000 $ 32,000 $ 32,000 Revenue 0 0 0 0 Net County Cost $ 34,000 $ 125,000 $ 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: 201 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 RECOMMEND 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: 202 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 seventeen senior centers throughout the county. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 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 $12,500 $12,500 $12,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 203 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 RECOMMEND 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: 204 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 RECOMMEND 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 at Cnunty Cnst P 46.195 R 46.195 5 46 195 5 46 195 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: 205 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 91,875 145,062 104,599 101,062 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 91,875 $ 145,062 $ 104,599 $ 101,062 Revenue 0 0 0 0 Net County Cost $ 91,875 $ 145,062 $ 104,599 $ 101,062 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. 206 MENTAL HEALTH (CONTINUED) 1000-56140 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.62 $0.62 $0.42 Effectiveness Measures(desired results) Grant- North Front Range Behavioral Center $135,875 $145,062 $101,062 FINANCE/ADMINISTRATIONRECOMMENDATION:Due to the tight 2009 budget,the requested 3.5% increase from NFRBH is not recommended, only the current year funding level. BOARD ACTION: 207 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 RECOMMEND 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: 208 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,351 117,351 117,351 117,351 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 12,351 $ 117,351 $ 117,351 $ 117,351 Revenue 0 0 0 0 Net County Cost $ 12,351 $ 117,351 $ 117,351 $ 117,351 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: • 209 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 RECOMMEND 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 3,587,589 Gross County Cost $ 2,038,390 $ 2,939,357 $ 3,587,589 $ 3,587,589 Revenue 0 0 0 0 Net County Cost $ 2,038,390 $ 2,939,357 $ 3,587,589 $ 3,587,589 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: 210 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance -- 1000-56160 DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for retiree health benefits. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 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 foi' retiree cost of living adjustments in the Retirement Fund. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 211 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 100,000 100,000 100,000 100,000 Fixed Charges 0 0 0 0 Gross County Cost $ 100,000 $ 100,000 $ 100,000 $ 100,000 Revenue 0 0 0 0 Net County Cost $ 100,000 $ 100,000 $ 100,000 $ 100,000 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. 212 ECONOMIC DEVELOPMENT (CONTINUED) 1000-61200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.440 $0.428 $0.410 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: 213 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 RECOMMEND 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: 214 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- 215 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 RECOMMEND 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 59,010,426 Net County Cost $ -51,703,733 $ -56,168,056 $ -58,404,426 $ -58,404,426 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 $2,161,370. 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. 216 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: 217 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 heatlh 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: 218 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 242,415 138,530 108,530 108,530 Gross County Cost $ 242,415 $ 138,530 $ 108,530 $ 108,530 Revenue 0 0 0 0 Net County Cost $ 242,415 $ 138,530 $ 108,530 $ 108,530 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 Promises for Children 10,000 10,000 10,000 RSVP 5,000 5,000 5,000 Convention &Visitors' Bureau 5,000 5,000 5,000 211 Information and Referral 25,000 25,000 25,000 Juvenile Assessment Center 30,030 30,030 30,030 Audio Information Network 7,500 7,500 7,500 Interagency Oversight Group 30,000 0 0 Total $138,530 $108,530 $108,530 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 $0.445 Grants Summary Non-profit Grants $92,415 $138,530 $108,530 219 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: 220 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 305,109 $315,403 $ 317,903 $ 253,311 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 $ 335,908 Revenue 7,698 0 0 0 Net County Cost $ 348,642 $ 400,500 $ 400,500 $ 335,908 Budget Positions 10.75 10.75 10.75 9.75 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. 221 EXTENSION (CONTINUED) 1000-96100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of contacts 80,300 82,709 86,381 4-H enrollment 1,071 1,103 1,152 Number of public meetings 440 453 473 Efficiency Measures FTE's per 10,000/capita .474 .461 .401 Per capita cost(county support) $1.66 $1.61 $1.38 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: 222 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 RECOMMEND 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. 223 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: 224 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 57,686 $ 60,044 $ 60,044 $ 60,044 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 $ 66,332 Revenue 2,400 2,400 2,400 2,400 Net County Cost $ 58,996 $ 64,932 $ 63,932 $ 63,932 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. 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. 225 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: 226 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 RECOMMEND 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: 227 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 1,420,606 $ 1,420,606 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 $ 1,420,606 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 1,420,606 $ 1,420,606 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: 228 PUBLIC WORKS $16,000,000 Revenue changes $14,000,000 ❑2008 $12,000,000 ■2009 $10,000,000 § $ m $8,000,000 - S $6,000,000 - 0 $4,000,000 - m $2,000,000 — $ $ _a_lt $0 r—� , , a M , mm me by um a+ 1' �m Je Q �a+ m�� ac 4. c1'' •,gym+ Q5�a cmm Jem met a.29) me Smc am�m um�a �9r�aa a`mGm \ice 4s se O Qm �\e 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% a 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% . 229 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- Mining$990,216 3% 14%$4,005,858 - - Municipalities 6%$1,654,918 Adminstration$677,959 2% Pavement Mengemeni 19%$5,550,519 Public Works 17%$5,071,194 EXPENDITURE CHANGES $8,000,000 0 co cc co m $7,000,000 49 m 03 O I--. n c m $6,000,000 ge, N O2008 1\ N 6 T. O 16 CV • W t °A o; O2009 $5,000,000 ^ co v a CV g O a m CO a • - CCP m a ,, a ci $4,000,000 t V, ly id•'i leg W W gffi r $3,000,000 - k'3r co co ; m ee a ma a g CO o N N O W N t° $2,000.000 ,,'' a? v N S co azza g? O45 IT. $1,000,000 V 2 69 W 2 H } 4, 1 '' .` Puma Works Pavement Municipalities Sedge Mctogmder Maintenance Trucking Mining Adminstration Mangement Construction Suppaci 230 SEVEN YEAR TREND Public Works $ $ $ j \ \ • $25 • © ©« � ? . . . ; 2 - § $20 t, $15 y\ $10 \ j $5 . \ 2\ \ $0 . , I 6 jI ) , , 2003 2004 2005 2006 2007 2008 2009 231 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 Larimer County,$100,000 from Johnstown for WCR 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 costs 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 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. 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. 232 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 $ 8.400,000 233 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 an additional $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. 234 PUBLIC WORKS FUND SUMMARY OF REVENUES 2009 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 0 2000 90100 4130 SPECIFIC OWNERSHIP TAXES 6,600,000 6,775,000 6,775,000 0 2000 90100 4140 SEVERANCE TAXES 0 600,000 600,000 0 TOTAL TAXES 13,954,938 14,729,938 14,729,938 0 LICENSES & PERMITS 2000 90100 4221 PERMITS 370,000 370,000 370,000 0 INTERGOVERNMENTAL 2000 90100 4312 MINERAL LEASING 200,000 200,000 200,000 0 2000 90100 4316 GRAZING ACT 80,000 80,000 80,000 0 2000 90100 4318 PAYMENT IN LIEU OF TAXES 20,000 20,000 20,000 0 2000 90100 4334 HIGHWAY USER 8,200,000 8,400,000 8,400,000 0 2000 90100 4338 MOTOR VEHICLE REG 340,000 340,000 340,000 0 2000 90100 4340 GRANTS 4,654,166 1,500,000 1,500,000 0 TOTAL INTERGOVERNMENTAL 13,494,166 10,540,000 10,540,000 0 MISCELLANEOUS 2000 90100 4680 OTHER 820,233 2,598,050 2,598,050 0 TOTAL PUBLIC WORKS FUND 28.639.337 28,237,988 28,237,988 0 235 PUBLIC WORKS FUND 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 0 2000 32100 TRUCKING 3,554,680 3,804,930 3,804,930 0 2000 32200 MOTORGRADER 4,419,762 5,785,018 5,785,018 0 2000 32300 BRIDGE 3,411,732 3,879,699 3,879,699 0 2000 32400 MAINTENANCE SUPPORT 1,520,994 1,434,671 1,434,671 0 2000 32500 OTHER PUBLIC WORKS 6,864,305 5,071,194 5,071,194 0 2000 32600 MINING 2,033,911 989,106 989,106 0 2000 32700 PAVEMENT MANAGEMENT 5,283,639 5,508,162 5,508,162 0 2000 56200 CITIES AND TOWNS 1,654,918 1,654,918 1,654,918 0 2000 99999 SALARY CONTINGENCY 0 420,853 420,853 0 TOTAL PUBLIC WORKS FUND 29,602,301 29,213,402 29,213,402 0 236 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 474,529 $ 497,394 $ 507,485 $ 507,485 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 $ 664,851 Revenue 0 0 0 0 Net County Cost $ 912,802 $ 858,360 $ 664,851 $ 664,851 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. 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. 237 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 $2.72 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 238 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,856,498 $ 1,953,230 $ 1,953,230 $ 1,953,230 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 $ 3,804,930 Revenue 0 0 0 0 Net County Cost $ 3,239,063 $ 3,554,680 $ 3,804,930 $ 3,804,930 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 larlgely on fuel costs and an increase in repair costs. 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. 239 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 $15.61 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: 240 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,500,812 $ 2,597,568 $ 2,599,268 $ 2,599,268 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 $ 5,785,018 Revenue 0 0 0 0 Net County Cost $ 4,812,628 $ 4,419,762 $ 5,785,018 $ 5,785,018 • 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. 241 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 $23.73 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: 242 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,526,306 $ 1,573,393 $ 1,611,709 $ 1,611,709 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 $ 3,879,699 Revenue 3,208 0 0 0 Net County Cost $ 3,285,836 $ 3,411,732 $ 3,879,699 $ 3,879,699 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 cattleguards 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. 243 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 $14.62 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: 244 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 628,033 $ 647,987 $ 609,671 $ 609,671 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 $ 1,434,671 Revenue 0 0 0 0 Net County Cost $ 1,226,269 $ 1,520,994 $ 1,434,671 $ 1,434,671 Budget Positions 10 19 20 20 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. 245 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 $5.89 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: 246 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 RECOMMEND 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. 247 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/ADMINISTRATIONRECOMMENDATION: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: 248 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 676,530 $ 713,069 $ 330,522 $ 330,522 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 $ 989,106 Revenue 0 0 0 0 Net County Cost $ 1,975,663 $ 2,033,911 $ 989,106 $ 989,106 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. 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. 249 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: 250 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 535,903 $ 529,099 $ 571,952 $ 571,952 Supplies 9,004 2,951,600 3,092,550 3,092,550 Purchased Services 283,636 1,802,940 1,843,666 1,843,666 Capital $ 0 $ 0 $ 0 $ 0 Gross County Cost $ 828,543 $ 5,283,639 $ 5,508,168 $ 5,508,168 Revenue 0 0 0 0 Net County Cost $ 828,543 $ 5,283,639 $ 5,508,168 $ 5,508,168 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 repair figures 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. OBJECTIVES: 1) Preserve and maintain the paved road infrastructure; and 2) Assist with the plowing of snow and sanding of paved roads. 251 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 $22.60 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 in working well,and will save several thousands of dollars with the price of asphalt increasing so much. BOARD ACTION: 252 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 RECOMMEND 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 1,654,918 654,918 1,654,918 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,335,040 $ 1,654,918 $ 654,918 $ 1,654,918 Revenue 0 0 0 0 Net County Cost $ 1,335,040 $ 1,654,918 $ 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: 253 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 RECOMMEND 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 rust $ -10,98.,941 $ -98,81g)137 $ -98,217.988 $ -8.737 4RR 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 Work. BOARD ACTION: 254 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 420,203 $ 420,203 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 $ 420,203 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 420,203 $ 420,203 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: 255 Ost:4 lURe COLORADO 256 SOCIAL SERVICES Revenue Changes $25,000,000 ■2008 $20,000,000 l0 ❑2009 $15,000,000 $10,000,000 $5,000,000 , S $0 Property taxes Federal/State Fund Balance • 2009 Revenue Total $25,728,417 (2008 $27,680,814) Fund Balance, Property taxes, $1,700,000, 7% $5,775,000, 22% Federal/State, $18,253,417, 71% 257 SOCIAL SERVICES 2009 Expenditures Total $24,724,150 (2008 $26,500,814) Child Welfare Core Services 43% $10,550,000 1% $250,000 TANF$3,195,00C 13% Administration 18% $4,450,000 Miscellaneous 9%$2,203,000 LEAP$152,00C AND$104,000 0% 1% Day Care 4% $1,085,150 Child Support Admin $2,735,00C 11% $12,000,000 - x Expenditure Changes $ O 2009 h� a $10,000,000 ■2008 $8,000,000 $6,000,000 a a s =$4,000,000 g ; 'sry d � o m � p q $2,000,000 — a - 8a § o i $o A . 1 ed I 0t ism / / Clan e / ova 0 \t, ,se Dar le ,' 0" 258 SEVEN YEAR TREND Social Servics $30 $25 ) ] $ 02 x \ \ \ ) < �) ; . . . . O $15 »^ $10 . ) $5 \ �2003 2004 2005 2006 2007 2008 2009 259 SOCIAL SERVICES FUND SUMMARY The former Department of Social Services has merged with the former Division of Human Services, effective June 1, 2008, to form the Weld County Department of Human Services. It is anticipated that this merger, over time, will produce significant productivity improvements and cost savings. The programs administered by the two separate departments will, however, continue to be budgeted under two distinct Funds. The total Social Services Fund budget is $24,724,150. The programs are funded by property tax of $5,775,000, fund balance of $695,733, and state and federal funds of $18,253,417. The Department continues to pursue innovative programs to avoid, or reduce the duration of, clients' need for services. While this drives greater costs in the current year, it is anticipated that these measures will enable the Department to avoid costs in future years. As consumer costs for fuel, utilities, and food continue to rise, and as homeowners face mortgage foreclosure situations, more Weld County citizens are being placed in a position of requiring assistance. Food Assistance, Medicaid, and LEAP caseloads have experienced moderate increases in recent years. The department anticipates growth in OAP over the next decade due to the number of citizens that are reaching retirement age. The Department has increased the amount of resources dedicated to detecting client fraud. The major challenge associated with fraud is the difficulty of establishing the true household composition. The County Contingency Fund,from which Weld County has received approximately$200,000 per year, has been abolished and restructured under the County Tax Base Relief Fund. Weld County is not likely to receive significant revenue from this fund,due to its relatively high Assessed Property Value per Capita. The Work-Load Study, conducted by Deloitte Consulting as a contractor for the, State, determined that the County Administration appropriation was under-funded, state-wide, by a total of approximately$28 million. The restructuring of the County Contingency appropriation has enabled the State to provide an additional $13.7 million to partially fund this shortfall in funding in State Fiscal Year 2008-09. This increase in funding will provide some level of relief to Weld County in managing the increased costs associated with greater demand for the services we provide. The number of cases and requests for Child Support Establishment and Enforcement continues to grow. The Department continues to use all available collection techniques, enabling total collections to grow at a rate of approximately 5% per year. In mid-year 2008, the Department enacted policy requiring Low-Income Child Care recipients to apply for Child Support Enforcement services. CBMS continues to impact the productivity of staff and create delays in the delivery of payments and benefits for Food Assistance, Medicaid, Colorado Works, and State-Only Programs. Many of the inefficiencies creating these delays are being resolved. However,the inefficiencies that remain continue to impact the time required to process cases and the number of cases in pending status. New legislation enacted in the 2008 Legislative Session placed restrictions on the amount of TANF County Reserve counties are allowed to maintain. Weld County is not currently in danger of forfeiting any of its Reserves, due to this legislation. We are, however, researching means of accessing the funds forfeited by other counties to the State-wide Reserve funds, in order to improve services to clients. 260 Quality day care,at an affordable cost,will continue to be a challenge for working families to obtain. The Department is researching the possibility of increasing the rate paid per child/per day to providers who undergo training and assessment to enhance the quality of the care provided. Other efforts have been, and continue to be, implemented to ensure that funds are being used to provide services to best serve the citizens of Weld County. The demand for Child Welfare services continues to expand in Weld County, as it has throughout the State. The Department is continuing to seek out and encourage the provision of services,with associated costs, early in the involvement with families, in order to avoid the need for more costly services as the involvement continues. Working with the Inter-agency Oversight Group, the Department has moved toward a policy of utilizing local placement options for children, whenever possible,to increase parental involvement and to decrease case-worker travel costs. The need for Supervised Visitations has become a significant issue in recent years. The Department is participating in State-wide discussions regarding the potential of a new method of allocating available Child Welfare appropriations among counties. The current discussion favors a model based on relative desirable outcomes. 261 DEPARTMENT OF SOCIAL SERVICES ESTIMATED REVENUE 2009 FEDERAL AND STATE COUNTY TOTAL County Administration $ 3,560,000 $ 890,000 $ 4,450,000 Other Programs 1,790,000 67,500 1,857,500 Child Support Administration 1,873,100 861,900 2,735,000 TANF - Colorado Works 1,709,917 1,485,083 3,195,000 Aid to the Needy Disabled 0 104,000 104,000 Child Care 575,150 510,000 1,085,150 Old Age Pension 153,250 8,750 162,000 Child Welfare 6,900,000 3,650,000 10,550,000 Core Services 0 250,000 250,000 LEAP 152,000 0 152,000 General Assistance 105.000 78.500 183.500 Sub-Total $ 16,818.417 $ 7,905,733 $ 24,724,150 Federal/State Reimbursement $ 16,818,417 Claims Collection Incentives $ 50,000 TANF Adjustment 850,000 Child Support Incentives 250,000 Use of Deferred Revenues 285.000 Sub-Total Revenue $ 18,253,417 County Property Tax/Penalties $ 5,775,000 Fund Balance Usage $ 695,733 Total Revenue $ 24,724,150 262 DEPARTMENT OF SOCIAL SERVICES MANDATED FEDERAL AND STATE PROGRAMS Assistance Payment Programs: Most assistance payment programs are mandated by the federal or state govemment. Consequently, local government is limited as to what can be done to reduce costs from these programs. Federally State Mandated Mandated Temporary Assistance to Needy Families X X Aid to the Needy Disabled X X Low Income Energy Assistance X X Old Age Pension X General Assistance* Optional Optional * State law allows counties the option of having a general assistance program and, if established, to determine the benefit level. Social Service Programs: Social service programs administered by the department are mandated by federal or state law; however, local governments have a higher degree of managerial flexibility with these programs. Federally State Mandated Mandated Child Protection -Casework Services X X Youth Services -Casework Services X X Administration: Costs associated with administration also include compensation for direct services through caseworkers, technicians and support staff. In addition, overhead such as rent, utilities, travel, supplies, and equipment are funded through administrative allocations. The State establishes administrative allocations and reimburses at various rates depending on the type of expenditure and program. Expenditures greater than allocation are not guaranteed to be reimbursed. Generally, they are at least partially reimbursed through the use of transferred TANF funds, surplus distribution, or Federal pass-thru revenues. 263 SOCIAL SERVICES FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2100 42111 4112 CURRENT PROPERTY TAXES 5,775,000 5,775,000 5,775,000 0 INTERGOVERNMENTAL 2100 42700 4320 FEDERAL GRANTS 105,000 105,000 105,000 0 2100 42110 4336 REIMBURSEMENTS 6,873,100 3,560,000 3,560,000 0 2100 42111 4336 REIMBURSEMENTS 1,675,000 1,435,000 1,435,000 0 2100 42115 4336 REIMBURSEMENTS 210,000 1,790,000 1,790,000 0 2100 42200 4336 REIMBURSEMENTS 1,772,317 1,873,100 1,873,100 0 2100 42365 4336 REIMBURSEMENTS 2,010,417 1,709,917 1,709,917 0 2100 42375 4336 REIMBURSEMENTS 550,000 575,150 575,150 0 2100 42380 4336 REIMBURSEMENTS 130,000 153,250 153,250 0 2100 42410 4336 REIMBURSEMENTS 6,190,280 6,900,000 6,900,000 0 2100 42415 4336 REIMBURSEMENTS 108,000 0 0 0 2100 42610 4336 REIMBURSEMENTS 181,700 152,000 152,000 0 TOTAL INTERGOVERNMENTAL 19,805,814 18,253,417 18,253,417 0 TOTAL SOCIAL SERVICES FUND 25,580,814 24,028,417 24,028,417 0 264 SOCIAL SERVICES FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2100 42110 ADMINISTRATION-REGULAR 7,752,264 4,450,000 4,450,000 0 2100 42115 OTHER PROGRAMS 308,500 1,857,500 1,857,500 0 2100 42200 IV-D ADMINISTRATION 2,645,250 2,735,000 2,735,000 0 2100 42365 TANF &ADMINISTRATION 3,495,500 3,195,000 3,195,000 0 2100 42370 NEEDY AND DISABLED 86,000 104,000 104,000 0 2100 42375 DAY CARE&ADMINISTRATION 1,146,600 1,085,150 1,085,150 0 2100 42380 OLD AGE PENSION 153,500 162,000 162,000 0 2100 42410 CHILD WELFARE&ADMINISTRATION 10,148,000 10,550,000 10,550,000 0 2100 42415 PLACEMENT ALTERNATIVE CARE 400,000 250,000 250,000 0 2100 42610 LEAP ADMINISTRATION &OUTREACH 181,700 152,000 152,000 0 2100 42700 GENERAL ASSISTANCE 183,500 183,500 183,500 0 TOTAL SOCIAL SERVICES FUND 26,500,814 24,724,150 24,724,150 0 265 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: County Administration - -2100-42110 DEPARTMENT DESCRIPTION: Expenditures for staff compensation and operations,attributable to Food Assistance, Medicaid, Adult Protection, and Common support programs. The State establishes an allocation that limits the reimbursement for administrative expenditures. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,082,971 $ 5,952,000 $ 3,200,000 $ 3,200,000 Supplies -312,559 -200,000 -200,000 -200,000 Purchased Services 1,266,153 1,698,764 1,300,000 1,300,000 Fixed Charges -63,618 105,000 0 0 Contra Expense -29,566 -3,500 -50,000 -50,000 Capital 86,675 200,000 200,000 200,000 Gross County Cost $ 4,030,056 $ 7,752,264 $ 4,450,000 $ 4,450,000 Revenue 2,338,014 6,873,100 3,560,000 Net County Cost $ 1,692,042 $ 879,164 $ 890,000 $ 4,450,000 Budget Positions 93 99 104.5 104.5 SUMMARY OF CHANGES: The Work-Load Study, conducted by Deloitte Consulting as a contractor for the State,determined that the County Administration appropriation was under-funded, state-wide, by a total of approximately $28 million. The restructuring of the County Contingency appropriation has enabled the State to provide an additional $13.7 million to partially fund this shortfall in State Fiscal Year 2008-09. This increase in funding will provide some level of relief to Weld County in managing the increased costs associated with greater demand for the services we provide. Many of the productivity issues surrounding the implementation of CBMS have been dealt with. However,the inefficiencies that remain continue to impact the time required to process cases and the number of cases in pending status. Food Assistance and Medicaid caseloads continue to increase. As the economy weakens, more Weld County citizens are being placed in a position of requiring assistance. Unfortunately, this also creates a greater possibility of clients obtaining benefits greater than the amount they are legally eligible to receive. The Department is requesting the addition of five positions in these programs, whose responsibilities will assist in ensuring that the appropriate amount of assistance is provided to each client. The Department is also requesting the addition of one-half Adult Protection Case-Worker position to handle the increased caseload in that program. 266 COUNTY ADMINISTRATION (CONTINUED) 2100-42110 OBJECTIVES: Administer OAP, Food Stamps, Medicaid, Common Support,and Adult Protection. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load (Average) 15,500 16,000 16,640 Efficiency Measures FTE's per 10,000/capita 3.957 3.750 4.153 Per capita cost $4.29 $3.67 $4.70 Effectiveness Measures(desired results) Error rate below State average 100% 100% 100% Determine eligibility and provide service 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional 5.5 FTE are recommended, based upon workload. BOARD ACTION: 267 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Non-Program Revenue --2100-42111 DEPARTMENT DESCRIPTION: County Contingency, Fraud, IV E, TANF Adjustment, and Property Tax. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 6,464,576 7,450,000 7,210,000 7,210,000 Net County Cost $ -6,464,576 $ -7,450,000 $ -7,210,000 $ -7,210,000 Budget Positions -- - - -- -- SUMMARY OF CHANGES: Property tax is budgeted at $5,775,000 for 2009. The difference is a combination of special revenue from various department programs. Child Support Federal Incentives are no longer received as a direct revenue, but rather as a reimbursement of expenditures,so they are reflected in Budget Unit 2100-42200. The Child Support TANF-Retained Incentive has been increased from one-half to the full amount of the State Share, estimated at $250,000. The County Contingency appropriation has been abolished, and re-funded as the County Tax Base Relief Fund, from which Weld County will not likely receive revenues. Parental Fee Incentives earned are estimated at$140,000,the TANF Adjustment is$850,000 and the TANF Work Participation Bonus is estimated to be earned at$145,000. Incentives earned as the result of claim collections for Food Assistance, Medicaid, TANF, and State-only Programs are estimated to be $50,000. OBJECTIVES: Track revenue for Social Services Department that is not associated with program expenditures. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 268 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Other Programs -- 2100-42115 DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary programs for the Department of Social Services. It includes Employment First, Medical Exams, Fraud,Food Stamps Refunds,House Bill 04-1414(IV-E),AFDC Retained Collections,Collaborative Management, and Building Healthy Marriages. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 168,936 $ 126,000 $ 683,000 $ 683,000 Supplies 23,852 0 0 0 Purchased Services 19,635 7,500 7,500 7,500 Fixed Charges 1,487,979 175,000 1,167,000 1,167,000 Capital 0 0 0 0 Gross County Cost $ 1,700,402 $ 308,500 $ 1,857,500 $ 1,857,500 Revenue 1,221,194 210,000 1,790,000 1,790,000 Net County Cost $ 479,208 $ 98,500 $ 67,500 $ 67,500 Budget Positions 4.5 4.5 11.5 11.5 SUMMARY OF CHANGES: In 2008, $1.4 million of expenditures and revenues related to the Building Healthy Marriages and Collaborative Management initiatives were funded in the Human Services Fund. In 2009, they have been moved to the Social Services Fund. The Department is requesting the addition of one position, to be assigned to the Fraud Investigations Unit, in order to deal with increased incidences of reported intentional actions leading to overpayment of benefits. The remaining six additional positions represent the six Building Healthy Marriages employees who were re-assigned, during 2008, from the former Division of Human Services to the Department of Human Services, within the Social Services Fund. OBJECTIVES: Employment First is a program to assist clients in obtaining jobs, so the need for food assistance is reduced. Medical Exams is a program that is used to determine the medical condition of clients applying for benefits. Fraud is a program that is designed to detect clients that should not be receiving benefits. Building Healthy Marriages is a federal grant to assist married couples in improving their relationships and providing supportive services, if appropriate. The. Collaborative Management initiative is intended to encourage collaboration among agencies in addressing the needs of children at risk of out-of-home placement. HB-1414 replaces the previous IV-E Incentive payments with a reimbursement-based distribution. 269 OTHER PROGRAMS (CONTINUED) 2100-42115 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs • Case Load 2,000 2,000 2,000 Efficiency Measures FTE's per 10,000/capita .191 .188 .225 Per capita cost(county support) $0.08 $0.42 $0.44 Effectiveness Measures (desired results) Cases referred to D.A. -conviction rate 90% 90% 90% Assess, register, & serve mandatory food stamp recipients 100% 100% 100% Request medical exams as required 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional position is recommended, along with the transfer fo the six positions. BOARD ACTION: 270 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Support Administration --2100-42200 DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support and medical for dependent children to offset part of the TANF and foster care costs. In addition, child support and medical support are enforced for non-TANF clients based on court orders. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,939,246 $ 2,073,000 $ 2,145,000 $ 2,145,000 Supplies 229,005 100,000 200,000 200,000 Purchased Services 284,757 384,750 300,000 300,000 Fixed Charges 56,289 87,500 90,000 90,000 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,509,297 $ 2,645,250 $ 2,735,000 $ 2,735,000 Revenue 1,565,373 1,772,318 1,873,100 1,873,100 Net County Cost $ 943,924 $ 872,932 $ 861,900 $ 861,900 Budget Positions 29 29 29 29 SUMMARY OF CHANGES: In mid-year 2008, the Department enacted policy requiring Low-Income Child Care recipients to apply for Child Support Enforcement services. These new cases are being absorbed into the existing caseload without additional staffing in Child Support. Concentration will remain on maintaining a strong level of customer service to manage consumer needs. OBJECTIVES: Obtain child support and medical support payments for TANF and non-welfare households. Child Support collections lower the cost of the TANF Program and help to keep other households self-sufficient. Administrative costs cover compensation for legal technicians, parent locators, and attorney costs. 271 CHILD SUPPORT ADMINISTRATION (CONTINUED) 2100-42200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 6,500 6,500 6,500 Efficiency Measures FTE's per 10,000/capita 1.234 1.208 1.190 Per capita cost(county support) $3.20 $3.64 $3.54 Effectiveness Measures(desired results) Establish Paternity 94% 94% 95% Cases with Court Orders 84% 84% 85% Collection Rate Current Support 61% 61% 62% Cases Paying on Arrears 53% 53% 70% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 272 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Temporary Assistance to Needy BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) --2100-42365 DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF program. This budget unit also has administrative funding for TANF staff and operating costs. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,244,061 $ 1,726,500 $ 1,400,000 $ 1,400,000 Supplies 90,390 45,000 45,000 45,000 Purchased Services 47,230 64,000 65,000 65,000 Fixed Charges 1,399,148 1,675,000 1,700,000 1,700,000 Contra Expense -27,538 -20,000 -20,000 -20,000 Capital 0 5,000 5,000 5,000 Gross County Cost $ 2,753,291 $ 3,495,500 $ 3,195,000 $ 3,195,000 Revenue 1,744,214 2,010,417 1,709,917 1,709,917 , Net County Cost $ 1,009,077 $ 1,485,083 $ 1,485,083 $ 1,485,083 Budget Positions 11 11 11 11 SUMMARY OF CHANGES: No significant changes in this program. CBMS continues to impact the productivity of staff and create delays in the delivery of payments and benefits. Many of the inefficiencies creating these delays are being resolved. New legislation enacted in the 2008 Legislative Session placed restrictions on the amount of Reserve counties are allowed to maintain. Weld County is not currently in danger of forfeiting any of its Reserves, due to this legislation. We are, however, researching means of accessing the funds forfeited by other counties to the State-wide Reserve funds, in order to improve services to clients. OBJECTIVES: Provide assistance payments to eligible recipients of the TANF Program. The average household is comprised of the caretaker mother and two children. Provide employment training, work experience, and job placement for clients. Provide for funding necessary for staff, associated with the TANF Program. 273 TANF ADMINISTRATION (CONTINUED) 2100-42365 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Loads (Average) 500 500 520 Efficiency Measures FTE's per 10,000/capita .468 .458 .451 Per capita cost(county support) $6.32 $6.19 $6.09 Effectiveness Measures (desired results) Work participation rate -one parent family 50% 50% 50% Work participation rate -two parent family 90% 90% 90% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 274 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled --2100-42370 DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits for SSI clients. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Fixed Charges 98,973 106,000 144,000 144,000 Contra Account -59,287 -20,000 -40,000 -40,000 Capital 0 0 0 0 Gross County Cost $ 39,686 $ 86,000 $ 104,000 $ 104,000 Revenue 0 0 0 0 Net County Cost $ 39,686 $ 86,000 $ 104,000 $ 104,000 Budget Positions -- -- - - -- SUMMARY OF CHANGES: No significant changes are anticipated for 2009 for this program. OBJECTIVES: This program is designed to provide money grants and Medicaid for eligible disabled clients. Another component of this program serves clients as supplement to their Social Security benefits. 275 AID TO NEEDY DISABLED (CONTINUED) 2100-42370 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 2,600 2,600 2,700 Efficiency Measures Per capita cost(county support) $0.32 $0.36 $0.42 Effectiveness Measures (desired results) Establish program eligibility within 60 Days 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 276 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375 DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and "income eligible" households. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 588,333 $ 612,500 $ 634,000 $ 634,000 Supplies 49,418 17,000 51,150 51,150 Purchased Services 23,550 9,500 25,000 25,000 Contra Expense -37,061 0 -50,000 -50,000 Fixed Expense 365,849 507,500 425,000 425,000 Capital 0 0 0 0 Gross County Cost $ 990,089 $ 1,146,500 $ 1,085,150 $ 1,085,150 Revenue 529,825 550,000 575,150 575,150 Net County Cost $ 460,264 $ 596,500 $ 510,000 $ 510,000 Budget Positions 5.5 5.5 5.5 5.5 SUMMARY OF CHANGES: The Department is researching the possibility of increasing the rate paid per child/per day to providers who undergo training and assessment to enhance the quality of the care provided. In mid-year 2008, the Department enacted a policy requiring Low-Income Child Care recipients apply for Child Support Enforcement services. Other efforts have been, and continue to be, implemented to ensure that funds are being used to provide services to best serve the citizens of Weld County. OBJECTIVES: Purchase of day care services for eligible children. This program also includes services for a small number of"special needs" children when child protection is a concern. The program is available to clients enrolled in the TANF Program. The department pays state rates for payment of day care services for special needs children who are in child protection. 277 CHILD CARE (CONTINUED) 2100-42375 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 650 650 675 Efficiency Measures FTE's per 10,000/capita .234 .229 .226 Per capita cost(county support) $2.57 $2.49 $2.10 Effectiveness Measures(desired results) Process applications within 60 days 100% 100% 100% Error rate under 5% 5% 5% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 278 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Old Age Pension -- 2100-42380 DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors who meet income, resource and age tests. Program costs are reimbursed 99.5 percent by the state. Administrative costs are reimbursed 80 percent and are included as part of the Social Services Administrative budget. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 129,056 $ 125,000 $ 133,500 $ 133,500 Supplies 18,998 9,000 9,000 9,000 Purchased Services 9,468 11,000 11,000 11,000 Fixed Charges 13,162 10,500 10,500 10,500 Contra Expense -12,908 -2,000 -2,000 -2,000 Gross County Cost $ 157,776 $ 153,500 $ 162,000 $ 162,000 Revenue 139,417 130,000 153,250 153,250 Net County Cost $ 18,359 $ 23,500 $ 8,750 $ 8,750 Budget Positions - - -- -- -- SUMMARY OF CHANGES: No significant changes are anticipated for 2009 for this program. OBJECTIVES: Provide money payments and Medicaid to eligible seniors who qualify by meeting age, resource and income tests. Program costs are reimbursed 100 percent by the state, except for home care allowances where the county contribution is five percent. Administrative costs are reimbursed 80 percent by the state. OAP money payments serve as income supplement to social security payments in many OAP households. 279 OLD AGE PENSION (CONTINUED) 2100-42380 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 2,200 2,200 2,300 Efficiency Measures Per capita cost(county support) $0.15 $0.10 $0.05 Effectiveness Measures (desired results) Approve applications within 45 days 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 280 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Chid Welfare and Administration --2100-42410 DEPARTMENT DESCRIPTION: Placement of children in substitute 24-hour care family foster homes, group homes, residential treatment centers, and residential child care facilities. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6,388,603 $ 6,055,000 $ 6,850,000 $ 6,850,000 Supplies 639,829 500,000 700,000 700,000 Purchased Services 900,967 1,043,000 1,000,000 1,000,000 Contra Expenses -194,373 -350,000 -350,000 -350,000 Fixed Charges 1,972,963 2,850,000 2,300,000 2,300,000 Capital 0 50,000 50,000 50,000 Gross County Cost $ 9,707,989 $ 10,148,000 $ 10,550,000 $ 10,550,000 Revenue 6,278,173 6,190,280 6,900,000 6,900,000 Net County Cost $ 3,429,816 $ 3,957,720 $ 3,650,000 $ 3,650,000 Budget Positions 79 89 93 93 SUMMARY OF CHANGES: The demand for Child Welfare services continues to expand in Weld County, as it has throughout the State. The Department is continuing to seek out and encourage the provision of services,with their associated costs,early in the involvement with families, in order to avoid the need for more costly services as the involvement continues. Working with the Inter-agency Oversight Group, the Department has moved toward a policy of utilizing local placement options for children, whenever possible, to increase parental involvement and to decrease case-worker travel costs. The Department is participating in State-wide discussions regarding the potential of a new method of allocating available appropriations among counties. The current discussion favors a model based on relative desirable outcomes. The need for Supervised Visitations has become a significant issue in recent years. The Department has contracted with vendors to supply the staff needed to provide these court-mandated services, at an annual cost of approximately$500,000. The Department is requesting the addition of four positions, including one manager-level position, to provide these services directly, thus allowing us to reduce our dependence on these contracted services. 281 CHILD WELFARE AND ADMINISTRATION (CONTINUED) 2100-42410 OBJECTIVES: Expenditures in this program are for the placement of children into facilities due to abuse or for placement of youth beyond control of their parents. Placements are made in family foster homes, group homes, child placement agencies, and residential child care facilities. Some costs are reduced by the collections from parents and social security. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Average Case Load 1,100 1,100 1,100 Efficiency Measures FTE's per 10,000/capita 2.362 3.542 3.815 Per capita cost(county support) $15.69 $16.49 $15.59 Effectiveness Measures(desired results) Reduce RTC placement(Average) 90 90 90 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional four positions that reduce the dependence on contracted servcies are recommended, and appear cost effective. BOARD ACTION: 282 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415 DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the foster care program primarily through counseling and parental education. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 256,134 400,000 250,000 250,000 Capital 0 0 0 0 Gross County Cost $ 256,134 $ 400,000 $ 250,000 $ 250,000 Revenue 104,856 0 0 0 Net County Cost $ 151,278 $ 400,000 $ 250,000 $ 250,000 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant change for this program is anticipated in 2009. Core Services will continue to be used to limit and shorten the number of foster care placements and to meet the demands of the Drug Court and associated programs. OBJECTIVES: This program is designed to provide services such as counseling, day treatment, and education to prevent out-of-home placements. In addition, services are provided to reunite families with children in foster care. A plan is developed on an annual basis and submitted to the State for approval. Cases are monitored to determine the effectiveness of providers and program. 283 CORE SERVICES (CONTINUED) 2100-42415 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 150 150 160 Efficiency Measures Per capita cost(county support) $1.19 $1.22 $1.03 Effectiveness Measures(desired results) Amount above allocation 0 0 0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 284 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Low Income Energy Assistance Program BUDGET UNIT TITLE AND NUMBER: and Administration -- 2100-42610/42620 DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance Program. This program is 100 percent federally funded. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 125,570 $ 163,500 $ 135,000 $ 135,000 Supplies 1,666 2,000 2,000 2,000 Purchased Services 8,879 16,200 15,000 15,000 Fixed Charges 1,863 0 0 0 Contra Expenses -1,405 0 0 0 Gross County Cost $ 136,573 $ 181,700 $ 152,000 $ 152,000 Revenue 121,125 181,700 152,000 152,000 Net County Cost $ 15,448 $ 0 $ 0 $ 0 , Budget Positions 5 5.5 5.5 5.5 SUMMARY OF CHANGES: No significant changes for this program are anticipated for 2009. OBJECTIVES: These funds are used to administer the Low Income Energy Assistance Program. Eligibility is determined after an application is submitted by clients. Staff are seasonal or temporary. 285 LEAP ADMINISTRATION (CONTINUED) 2100-42610/42620 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load (End of Program) 4,000 4,500 5,000 Efficiency Measures FTE's per 10,000/capita .213 .229 .225 Per capita cost(county support) $0.00 $0.00 $0.00 Effectiveness Measures (desired results) Determine eligibility within 45 days 100% 100% 100% Stay within allocations 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 286 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: General Assistance --2100-42700 DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for Federal/State categorical assistance programs and help for some medical indigents. Totally funded by county. Expenditures from this program are not covered by TANF, OAP, AND, etc. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 135,626 187,000 187,000 187,000 Contra Expense -62 -3,500 -3,500 -3,500 Capital 0 0 0 0 Gross County Cost $ 135,564 $ 183,500 $ 183,500 $ 183,500 Revenue 0 105,000 105,000 105,000 Net County Cost $ 135,564 $ 78,500 $ 78,500 $ 78,500 , Budget Positions -- -- -- - - SUMMARY OF CHANGES: Expenditures for dental, vision, prescriptions, and in-kind services have remained fairly stable over the last few years. The State budget problems have created a stronger need for General Administrative funds. Below is a breakdown of the amounts requested for the different categories under General Assistance: Dental $ 17,000 Vision 22,000 Shelter 40,000 In-Kind 5,000 Prescription 5,000 Burial 78,000 Shelter Care Management 20,000 Refund -3.500 Total $183,500 287 GENERAL ASSISTANCE (CONTINUED) 2100-42700 SUMMARY OF CHANGES(Can't): In 2008, the Board shifted County General Fund dollars to fund the match of the CDOT Transportation Grant in the Human Services Fund, in the amount of $105,000 for Community Services Block Grant (CSBG)funding. The $105,000 was displaced in the Social Services Fund by funding General Assistance with CSBG funds. As a result,the property tax amount fo the Social Services Fund was reduced by$105,000, and the property tax for the General Fund was increased by $105,000 to fund this transfer. CSBG funds were added to the Social Services Fund in the amount of$105,000 OBJECTIVES: Provide temporary, emergency assistance for applicants who are recipients of public assistance. Non-mandated and funded 100 percent by the county. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load excluding shelter(Average) 80 80 80 Efficiency Measures Per capita cost(county support) $0.81 $0.77 $0.75 Effectiveness Measures (desired results) Remain within allocations 100% 100% 100% Shelter nights 2,900 2,900 2,900 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 288 t HEALTH FUND Revenue changes °, co $4,000,000 co in in m o $3,500,000 A v n o c M w $3,000,000 oivr 0 200 ki O2009 $2,500,000 ti ftl $2,000,000 1.Y4.1 $1,500,000 4 ' o in N. I— rn o 0 M $1,000,000 0 n 0 0 0 fa 0 0 0 w w — � Y ao $500,000 — 0 0 _te m o Solid Waste Chg for Federal/State Licenses& Miscellaneous Fund Balance General Fd Trfs Trfs Services Permits 2009 Revenue Total $8,851 ,349 (2008 $8,847,527) Licenses & Permits, $378,900, 4% Miscellaneous, Federal/State, $30,500, 0% $3,064,405, 35% ", Fund Balance, Chg for Services, $700,000, 8% $764,955, 9% Solid Waste Trfs, $325,000, 4% General RI Trfs, $3,587,589, 40% 289 HEALTH FUND 2009 Expenditures Total $8,151,349 (2008 $8,147,527) Health Community Communications, Health Services, $1,108,115, 14% $3,992,125, , r 48% aliiAdministration, i $215,000, 3% _' . ,≥x;:= Envirnmental Health Health Services, Preparedness, $2,449,052, $387,057, 5% 30% N N N N $4,500,000 Expenditure Changes sl 01 CO C6 06 $4,000,000 "' "' $3,500,000 0 0 , $3,000,000 I I - ■2008 �, N $2,500,000 al "' ❑2000098 $2,000,000 LO 2 2 $1 ,500,000 $1 ,000,000 oo o o LO N CO $500,000 a a co T e5 0� cy e5 s 5e�\o �5��v •c�oa;�\o e�\o eace eater PZ>CC Fe ear Q`oQac so- c�`�e�� r o ��Ja�� 0t e 0$ Go 290 SEVEN YEAR TREND Health Subsidy 4 3.5j 1 . .r 3 Kf / j \ , ? ? ... < 2.5 j , y 2 \ d ) \ \ \ \ \ 2 - ] « d <© yw I e \ ] ( : \ < » } / 1 4. l j I \ y } \ \ \ > : - \ j » ; « << y » 0.5 • } \ » \ \ \ :. \ \. \ . ..> . , '. , d §» \ : : « v 2003 2004 2005 2006 2007 2008 m, . 291 PUBLIC HEALTH FUND SUMMARY The 2009 budget for the Weld County Department of Public Health and Environment represents an increase of$648,232 to net county cost over the approved 2008 budget. None of the increase in net county cost for the Department represents actual growth in operations. FTE's are projected to decrease in 2009 to 93.60 from 95.09 approved in the 2008 budget. In preparing the 2009 budget the Department has once again worked diligently to control growth while providing essential public health services to the growing number of residents of Weld County. All of the increase in net county cost to support public health infrastructure is beyond the control of the Department. A total of $292,606 is related to cost-of-living and PERA (Public Employee's Retirement Association) adjustments. The increase of $382,377 in net county cost is due to a decrease in solid waste transfer funds as the result of recent landfill annexations. Taken together, these two components account for nearly all of the increase in net county cost. If the projected increase in allocation of ACS (computer infrastructure) charges of$95,000 is factored in to the Department's budget, then the Department's actual contribution to net county costs from service and program operations is actually negative. With the loss of solid waste transfer funds that were used to support core environmental health services, the Department proposes some additional revenue from fee increases where statutorily allowed and consistent with Weld County Strategic goal #3: "Ensure new growth contributes resources timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County." The 2009 budget, as presented, is requested to support achieving strategic goals and priorities, allow for the provision of the ten essential public health services, and enable core public health functions to be fulfilled on behalf of the residents of Weld County. The Administration Services Division's 2009 budget projects a decrease of$267,269 in net county cost(Contra Expense which is allocated as overhead to the other divisions within the Department).. This decrease is a result of data processing services being charged to each division directly instead of all fees being charged to the Administration Division. Personnel Services reflects an increase of$28,673 as a result of the proposed cost-of-living salary increase and an increase in the County contribution to PERA. The request for Supplies is projected at a small increase of $400. The $301,342 decrease in Purchased Services is the result of data processing expenses being charged to the individual divisions within the Department. There is a projected 2.3% decrease in revenue from the issuance of certified copies of birth certificates related to an apparent trend of declining numbers of people traveling outside the US;therefore,fewer people who need certified documents for passports. Non-program revenue from per-capita state funding to support essential public health services is increasing by$73,714 in 2009,to a total of$412,171. This increase in per-capital funding is related largely to the growth in Weld County's population. The Health Communication, Education and Planning Division of the Department(formerly known as Health Promotion Section)projects a net increase in county support for its programs of$57,515 when compared to 2008. The Division anticipated the close-out in the latter part of the third quarter of 2008 of an effective five-year grant, Steps to a Healthier Weld,and received approval in its 2008 budget for continued funding of a mission-critical staff position to support county-wide obesity, nutrition and physical activity education programs begun under the Steps Grant. The majority of. the projected increase in net county cost for the Division in 2009 is related to support for this position approved in the 2008 budget process. The Division is requesting transition support for an additional 0.5 FTE to the Division's only Office Technician position budgeted in 2008 at 0.5 FTE; 292 this would create a full time Office Technician position. With the retirement of a mission-critical Health Educator in July 2008, the additional OT support will enable the Division to continue to support programs like Drive Smart Weld County. It is anticipated that the Division will receive grant support beginning in the first quarter of 2009 to support this 0.5 FTE expansion. The Division also requests 0.25 FTE addition to the staff of the Abstinence Program, who in 2008 provided as many as 80-90 presentations per month to schools, parents and other interested community groups. No additional county funding is needed to support this expansion. Overall, Division Personnel costs for 2009 decrease by$103,609 and FTE is reduced from 15.0 to 11.75. Supply costs are projected to decrease by $37,201; Purchased Services are projected to decrease by$181,154; and Fixed Charges are anticipated to decrease by$65,705 due to the decrease in FTE and Division operating expenses. The Public Health Services(formerly known as Community Health Services)Division 2009 budget includes a projected increase in net county cost of$146,253. A significant portion of this projected increase is related to cost-of-living adjustments and contributions to PERA. FTE is projected to increase by 1.95 to 45.60 from 43.65 in 2008. Of this increase, 1.45 FTE is related to grant supported programs in which the scope of work called for additional staff. The Division is requesting an addition of 0.5 FTE Office Technician to support Medicaid and CHP+ eligibility activities. The Division projects an increase in volume of eligibility assistance throughout 2009 with the addition of children's presumptive eligibility in 2008 to the historic pregnancy screening programs. Additional Medicaid revenue of$10,624 is anticipated in 2009 from expansion of the eligibility program staff activities; this revenue offsets the county's personnel costs to expand program staff by the 0.5 FTE. The more families who can be assisted in providing adequate documentation for Medicaid and CHP+ eligibility, the more kids who can be connected with community providers for care. Supply costs are projected to decrease by $26,849. Purchased Services expense is anticipated to increase by $236,334 largely related to the increased cost of information technology(e.g.,electronic medical records,system IT infrastructure,maintenance and connectivity). Fifty percent of the increase in Purchased Services is related to charges from ACS being allocated to directly to the Division and placed in this category rather than under Fixed Charges. As a result, Fixed Charges for 2009 will decrease by$116,234. Revenues are projected' to increase by $172,013 for 2009 as a result of the Department being awarded additional federal/state contract funding in a variety of programs, increased Medicaid reimbursement, and increases in fees for clinical services. The Environmental Health Services Division 2009 budget has an increase in net county cost of $486,308 over the 2008 budget. The increase is primarily due to the loss of solid waste funding ($382,377), increased Personnel expenses ($90,039) related to cost-of-living and PERA contribution increases,and the Environmental Health Division's increased proportion of ACS costs. With the exception of the loss of landfill surcharge funding, there are few proposed changes to the Environmental Health Services Division budget from 2008. There is a projected $90,039 increase in Personnel Services. The increase is due primarily to cost-of-living increases($46,384), PERA ($12,640), and the budgeting of the Weld Wellness program ($30,349)in the Division. In the past, the Division hired temporary personnel to conduct encephalitis surveillance that is now being contracted out resulting in Personnel savings. Consistent with the County's Human Capital Management Program and objectives, the Division has requested a position modification for one mission-critical position as part of the Department's plan to retain exceptional employees; this modification results in additional Personnel expense of approximately $3,500 per year. The Division's Supplies expense is projected to decrease by 5% or$8,331. The reduction is primarily due to contracting out encephalitis monitoring and a more accurate and conservative budget process. The Division projects Purchased Services to increase in 2009 by$136,907. The majority of this increase is due to the budgeting of ACS costs($110,104)in Purchased Services rather than 293 Fixed Charges as had been done in the past. The remainder of the Purchased Services increase is due to the encephalitis surveillance contract and increased anticipated costs in the Household Hazardous Waste program. Revenue generated by the Environmental Health Services Division is expected to decrease by $293,223 (including Contra Expense). The decrease is due to the reduced appropriation of solid waste fees by$382,377. The Division has attempted to offset a portion of the loss of solid waste fees by recovering fees where statutorily authorized. Fee increases in the septic program (increased permit fee),institutions program(increased licensing fees to ambulances and inspection fees to child care facilities),food program(temporary event inspections fee),and laboratory(testing fees) should generate approximately$71,625 in 2009. The Public Health Preparedness Division 2009 proposed budget projects an increase in net county cost of $31,870. Sixty-eight percent of this increase is due to Personnel costs related to cost-of-living and PERA contributions. The remainder is due to decreases in grant revenues slightly exceeding decreases in program costs. FTE is projected to remain the same at 2.5. The Department of Public Health and Environment remains challenged by keeping pace with the demand for services as Weld County continues as one of the fastest growing regions of Colorado. In addition, the complexity of the work and the intermittent surges in activity in the area of Public Health (e.g., bioterrorism readiness, disease control and investigation of West Nile virus infection, Pertussis, rabies, Q-fever, influenza, and other communicable diseases endemic to our region, SARS readiness,etc.)create unique staffing issues that add to routine functions. The Department's 2009 budget very conscientiously and modestly anticipates the workload for the coming year and will provide the Department the minimum resources needed to carry out its essential services and core functions in support of Weld County's goals and objectives. 294 PUBLIC HEALTH FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final LICENSES & PERMITS 2560 41400 4210 LICENSES 116,400 118,400 118,400 0 2560 41400 4221 PERMITS 205,000 260,500 260,500 0 TOTAL LICENSES & PERMITS 321,400 378,900 378,900 0 INTERGOVERNMENTAL 2530 41300 4321 MEDICAID 36,900 48,300 48,300 0 2560 41400 4321 MEDICAID 0 17,800 17,800 0 2530 99900 4321 MEDICAID 207,547 203,188 203,188 0 2530 41300 4322 MEDICARE 4,000 4,000 4,000 0 2530 99900 4322 MEDICARE 1,000 1,000 1,000 0 2530 99900 4336 REIMBURSEMENTS 40,000 42,000 42,000 0 2500 41100 4340 GRANTS 338,457 412,171 412,171 0 2535 41300 4340 GRANTS 83,465 94,659 94,659 0 2560 41400 4340 GRANTS 11,750 12,225 12,225 0 2580 41500 4340 GRANTS 0 6,000 6,000 0 2520 99900 4340 GRANTS 999,670 509,535 509,535 0 2530 99900 4340 GRANTS 1,231,477 1,399,825 1,399,825 0 2560 99900 4340 GRANTS 86,000 80,800 80,800 0 2580 99900 4340 GRANTS 343,077 232,902 232,902 0 2500 41100 4356 COUNTIES 2,939,357 3,587,589 3,587,589 0 TOTAL INTERGOVERNMENTAL 6,322,700 6,651,994 6,651,994 0 CHARGE FOR SERVICES 2500 41100 4410 CHARGE FOR SERVICES 220,000 215,000 215,000 0 2530 41300 4410 CHARGE FOR SERVICES 201,350 181,780 181,780 0 2560 41400 4410 CHARGE FOR SERVICES 269,000 279,375 279,375 0 2530 99900 4410 CHARGE FOR SERVICES 88,800 88,800 88,800 0 TOTAL CHARGE FOR SERVICES 779,150 764,955 764,955 0 MISCELLANEOUS 2560 41400 4510 FINES 0 2,500 2,500 0 2560 41400 4680 OTHER 0 2,000 2,000 0 2530 99900 4690 DONATIONS 15,000 18,000 18,000 0 2560 41400 4730 OTHER FEES 1,900 8,000 8,000 0 TOTAL MISCELLANEOUS 16,900 30,500 30,500 0 TRANSFER 2560 41400 712700 TRANSFER 707,377 325,000 325,000 0 TOTAL PUBLIC HEALTH FUND 8.147.527 8.151.349 8,151,349 0 295 PUBLIC HEALTH FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2500 41100 ADMINISTRATION 220,000 215,000 215,000 0 2520 41210 GENERAL HEALTH EDUCATION 593,339 629,567 629,567 0 2520 99900 UNALLOCATED GRANTS 947,396 478,548 478,548 0 2530 41300 NURSING 880,396 940,956 940,956 0 2530 99900 UNALLOCATED GRANTS 2,670,949 2,915,324 2,915,324 0 2535 41300 NURSING 122,514 135,844 135,844 0 2560 41400 ENVIROMENTAL 2,155,950 2,349,643 2,349,643 0 2560 41420 ENVIROMENTAL-COST ALLOCATION 0 0 0 0 2560 99900 UNALLOCATED GRANTS 97,621 99,410 99,410 0 2580 41500 PUBLIC HEALTH PREPAREDNESS 67,162 125,976 125,976 0 2580 99900 UNALLOCATED GRANTS 392,200 261,081 261,081 0 TOTAL PUBLIC HEALTH FUND 8.147,527 8,151,349 8,151,349 0 296 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Summary--All Departments -- Fund 2500 DEPARTMENT DESCRIPTION: See individual units. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5,277,386 $ 5,837,681 $ 6,099,432 $ 6,099,432 Supplies 433,445 516,429 418,498 418,498 Purchased Services 1,584,026 1,778,667 1,628,673 1,628,673 Fixed Charges 468,106 937,229 649,554 649,554 Contra Expense -464,247 -922,479 -644,808 -644,808 Capital 22,971 0 0 0 Gross County Cost $ 7,321,687 $ 8,147,527 $ 8,151,349 $ 8,151,349 Revenue 5,162,713 5,208,170 4,563,760 4,563,760 Net County Cost $ 2,158,974 $ 2,939,357 $ 3,587,589 $ 3,587,589 Budget Positions 93.34 95.09 93.60 93.60 SUMMARY OF CHANGES: See individual budget units. OBJECTIVES: 1)To provide preventive health care services to the citizens of Weld County; 2)To monitor and protect the environment of Weld County; 3)To provide surveillance of and intervention in developing health problems within the population of Weld County; and 4)To develop programs that address the major public health issues within the county. 297 HEALTH FUND SUMMARY (CONTINUED) FUND 2500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See individual budget units Efficiency Measures FTE's per 10,000/capita 3.89 4.07 3.84 Per capita cost(county support) $10.52 $12.59 $14.72 Effectiveness Measures(desired results) See individual budget units FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units. BOARD ACTION: 298 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Non-Program Revenue --2500-41100 DEPARTMENT DESCRIPTION: Non-program revenues from the State per capita health funds. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services Supplies Purchased Services Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 309,785 338,457 412,171 412,171 Npt Cnunty Cost $ -30&785 $ -33' 457 $ -419171 $ -419.171 SUMMARY OF CHANGES:The State appropriation for per capita funding increased $73,714. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 299 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Administration Services - -2500-41100 DEPARTMENT DESCRIPTION: Overall administration of Department of Public Health and Environment,including personnel,fiscal management,data and records management,procurement and facilities management. The Executive Director is the official registrar of vital statistics for Weld County. Records of births and deaths that occur in Weld County are kept and certified copies are available upon request from the deputy registrars. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 507,900 $ 552,903 $ 581,576 $ 581,576 Supplies 23,614 16,550 16,950 16,950 Purchased Services 477,855 480,360 179,018 179,018 Fixed Charges 0 0 0 0 Contra Expense -424,083 -829,813 -562,544 -562,544 Capital 0 0 0 0 Gross County Cost $ 585,286 $ 220,000 $ 215,000 $ 215,000 Revenue 206,525 220,000 215,000 215,000 Net County Cost $ 378,761 $ 0 $ 0 $ 0 Budget Positions 8.0 8.0 8.0 8.0 SUMMARY OF CHANGES: The Administration Services Division's proposed 2009 budget is showing a decrease of $267,269 in net county cost (Contra Expense which is allocated as overhead to the other divisions within the Department). This decrease is a result of data processing services being charged to each division directly instead of all fees being charged to the Administration Division. Personnel Services reflects an increase of $28,673 as a result of the proposed cost-of-living salary increase and an increase in the County contribution to PERA(Public Employee's Retirement Association). The request for Supplies is projected at a small increase of $400. The $301,342 decrease in Purchased Services is the result of data processing expenses being charged to the individual divisions within the department. There is a 2.3%projected decrease in revenue from the issuance of certified copies of birth and death certificates, as the number of people requesting birth certificates for travel outside of the US appears to be declining. 300 HEALTH ADMINISTRATION (CONTINUED) 2500-41100 OBJECTIVES: 1) Certify death records and home birth records for events that occur in Weld County;2)Issue birth and death certificates and provide assistance to the public in obtaining these records; 3) Promote effective and efficient delivery of services to the community by providing fiscal and managerial support to the Environmental Health and Public Health Services Divisions. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Birth / Death Certificates issued 18,636 19,000 19,500 Efficiency Measures FTE's per 10,000/capita .35 .34 .33 Per capita cost $3.58 $3.56 $2.31 Effectiveness Measures(desired results) Increased number of certified copies of birth and death records issued. Increased collection of Medicaid and self pay revenue for clinic services. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 301 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Health Communication Section --2520-41210 DEPARTMENT DESCRIPTION: Health Communication, Education and Planning includes grant funded and county funded health promotion/prevention programs that provide resources and expertise for the department and the community. The Health Communication team serves as the liaison with the local TV/radio/newspaper media for the health department. They plan,develop and disseminate emergency communication and educational materials to the public. The Health Promotion Team provides support internally for producing educational materials, reports, and local health data. Health Communication partners with the community in developing and implementing programs to promote healthy behaviors. Programs include traffic safety and prevention of unintentional injuries, nutrition and fitness programs, diabetes and asthma prevention, cancer prevention, tobacco use prevention, and abstinence education for prevention of teen sex, unintended pregnancy and STI/H IV. Coalitions such as Drive Smart Weld County, the Diabetes Coalition, Steps Consortium, the Women's Health Consortium, and the Tobacco Coalition provide support to the department to address these important health issues in Weld County. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 796,746 $ 899,501 $ 795,892 $ 795,892 Supplies 70,719 90,985 53,784 53,784 Purchased Services 388,577 421,039 239,525 329,525 Fixed Charges 33,241 142,923 77,218 77,218 Contra Expense 0 -13,713 -58,304 -58,304 Gross County Cost $ 1,289,283 $ 1,540,735 $ 1,108,115 $ 1,198,115 Revenue 1,088,389 999,670 509,535 509,535 Net County Cost $ 200,894 $ 541,065 $ 598,580 $ 688,580 Budget Positions 14.50 15.00 11.75 11.75 SUMMARY OF CHANGES: Personnel costs decrease by$103,609 and FTE's decrease from 15.0 to 11.75 when the Steps Grant ends in September, 2008. New funding from the MCH grant (CDPHE)will cover part of the county funded FTE for activities related to injury prevention. A new grant(cardiovascular disease prevention from CDPHE)replaces the Diabetes Disparities grant and will fund existing FTE. The BT planner, (.5 FTE),will transfer to HCEP from Environmental Health. 302 HEALTH COMMUNICATION SECTION (CONTINUED) 2520-41210 SUMMARY OF CHANGES(CONTINUED): FTE's for the Abstinence Program will increase by .25 Health Communication Specialist I. The increase in salary dollars are offset by a decrease in contract services for the program. The Women's Wellness Connection funding for community outreach ended July 1, 2008, eliminating 1.0 FTE. The.5 FTE Weld County Wellness Program Coordinator has transferred to Environmental Health. Supplies decreased by $37,201. Purchased Services decreased by $181,154. Fixed Charges decreased by$65,705. In Contra Expenses the transfer of BT funding offsets the planner's salary. Revenue decreased by$490,135 with the end of the Steps (HHS) grant in September, 2008 and the Women's Wellness Connection Outreach grant. OBJECTIVES: 1) Identify and implement the best practices for health promotion and disease prevention through population based programs that promote positive human development,behavior change and improved health outcomes for the community;2)Partner with community agencies and schools to implement programs that address identified health issues in Weld County, including tobacco use, abstinence from teen sex, pregnancy and HIV/STI prevention, traffic safety and unintentional injuries, cancer, diabetes,asthma and other chronic disease prevention,and nutrition and fitness education for youth and adults; and 3) Provide accurate and timely communication to the public as the liaison with the media, CDPHE and other local agencies for health information, communicable disease prevention, and emergency preparedness and response. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of adults/youth reached through media releases and program /event participation 3,500,000 4,000,000 5,000,000 Efficiency Measures FTE's per 10,000/capita .64 .642 .48 Per capita cost(county support) $1.92 $2.32 $2.46 Effectiveness Measures(desired results) Reduction in motor vehicle fatalities. 48 45 45 Reduction in teen birth rate for 10-17 yr olds 34.5/1000 33.2/1000 32.0/1000 Reduction in number of adults 18 and over who are obese 27% 20% 26% Smoking rates among adults in Weld County 17% 15% 15% 303 HEALTH COMMUNICATION SECTION (CONTINUED) 2520-41210 FINANCE/ADMINISTRATIONRECOMMENDATION: The Division is requesting transition support for an additional 0.5 FTE to the Division's only Office Technician position budgeted in 2008 at 0.5 FTE; this would create a 1.0 FTE Office Technician position for the Division. With the retirement of a mission-critical Health Educator in July 2008, the additional Office Technician support will enable the Division to continue to support programs like Drive Smart Weld County. It is anticipated that the Division will receive grant support beginning in the first quarter of 2009 to support this 0.5 FTE expansion. The Division has also requested an additional 0.25 FTE to the staff of the Abstinence Program, which provided as many as 80-90 presentations per month to schools, parents and other interested community groups in 2008. No additional county funding is needed to support this expansion. Both positions are recommended. Policy issue. BOARD ACTION: 304 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Community Health Services - -2530-41300 DEPARTMENT DESCRIPTION: Holds clinics for immunizations, family planning, international travel health, and Tuberculosis. Provides immunizations, screening, counseling, communicable disease surveillance, containment, treatment, and teaching. Provides home visits for health promotion, evaluation, health assessment, and community activities. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,315,384 $ 2,552,731 $ 2,777,746 $ 2,777,746 Supplies 135,540 189,633 162,784 162,784 Purchased Services 424,357 510,938 747,272 747,272 Fixed Charges 226,247 420,557 304,323 304,323 Capital 0 0 0 0 Gross County Cost $ 3,101,528 $ 3,673,859 $ 3,992,125 $ 3,992,125 Revenue 1,661,373 1,909,539 2,081,552 2,081,552 Net County Cost $ 1,440,155 $ 1,764,320 $ 1,910,573 $ 1,910,573 Budget Positions 44.90 43.65 45.60 45.60 SUMMARY OF CHANGES: There was an increase of 1.95 FTE due to additional funds for programs and request of a .5 FTE Office Technician for increased capacity to provide Presumptive Eligibility for Medicaid, an increase in salaries and benefits by $225,015 to cover cost of living increases and new positions. Supplies decreased $26,849 due to completion of IT infrastructure, AED's and need for clinical supplies. Purchased Services increased $236,334 to cover costs of Information Technology and the Electronic Medical Records Systems. Fixed Charges decreased$116,234 due to ACS charges being removed from overhead and placed in Purchased Services. Revenues increased $172,013, which is attributed to the majority of contracts being increased, Medicaid reimbursement rates, and fees for services. OBJECTIVES: 1) To provide preventive and protective health services to the residents of Weld County. 2) Continue program evaluation and on-going analysis of cost effective methods of providing health services. 305 COMMUNITY HEALTH SERVICES (CONTINUED) 2530-41300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 11,500 15,000 15,000 Efficiency Measures FTE's per 10,000/capita 1.77 1.87 1.87 Per capita cost(county support) $6.36 $7.56 $7.84 Immunizations given 7,000 8,000 7,500 Family Services 1,500 1,800 2,500 Effectiveness Measures (desired results) Fewer unintended pregnancies Increased access to prenatal care in the first trimester Evaluate barriers to accessing health care Ensure provision of immunizations and emergency response according to state law FINANCE/ADMINISTRATION RECOMMENDATION: The Division has requested an addition of 0.5 FTE Office Technician to support Medicaid and CHP+eligibility activities. The Division projects an increase in volume of eligibility assistance throughout 2009 with the addition of children's presumptive eligibility in 2008 to the historic pregnancy screening programs. Additional Medicaid revenue of$10,624 is anticipated in 2009 from expansion of the eligibility program staff activities; this revenue offsets the county's personnel costs to expand program staff by the 0.5 FTE. The more families who can be assisted in providing adequate documentation for Medicaid and CHP+ eligibility the more kids who can be connected with community providers for care. Recommend approval. Policy issue. BOARD ACTION: 306 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Environmental Health Services -- 2560-41400 DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and perpetuate the public health of the citizens of the county with scientific risk assessments, the development of policies, monitoring and inspections, consultation, and the enforcement of regulations designed to protect food, water, and air supplies. Services include technical assistance and consultation, monitoring and sampling, inspection and enforcement, education and planning activities. The laboratory's purpose is to process medical and water samples and aid in the evaluation of potential agents of bioterrorism events. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,516,256 $ 1,644,851 $ 1,734,890 $ 1,734,890 Supplies 170,402 172,961 164,630 164,630 Purchased Services 242,284 267,450 404,169 404,169 Fixed Charges 157,029 247,262 169,223 169,223 Contra Expense -40,164 -78,853 -23,960 -23,960 Capital 22,971 0 0 0 Gross County Cost $ 2,068,778 $ 2,253,671 $ 2,448,952 $ 2,448,952 Revenue 1,559,255 1,397,427 1,106,600 1,106,600 Net County Cost $ 509,523 $ 856,244 $ 1,342,352 $ 1,342,352 Budget Positions 25.45 25.45 25.75 25.75 SUMMARY OF CHANGES: With the exception of the loss of landfill surcharge funding, there are very few proposed changes to the Environmental Health Services (EHS) Division budget. There is a $90,039 increase in Personnel Services. The increase is due primarily to cost-of-living increases ($69,866), and the budgeting of the Weld Wellness program ($30,349) in the Division. In the past, the Division hired temporary personnel to conduct encephalitis surveillance that is now being contracted out resulting in Personnel savings. The Division has requested a position modification which amounts to approximately$3,541/year as part of our plan to retain exceptional employees. 307 ENVIRONMENTAL HEALTH SERVICES (CONTINUED) 2560-41400 SUMMARY OF CHARGES(Con't): Supplies decreased by 5% or $8,331. The reduction is primarily due to contracting out the encephalitis monitoring contract and a more accurate and conservative budget process. Purchased Services has increased by $136,719. The majority of this increase is due to budgeting of ACS costs($110,104) in Purchased Services rather than Fixed Charges as had been done in the past. The remainder of the Purchased Services increase is due to the encephalitis surveillance contract and increased anticipated costs in the Household Hazardous Waste program. Revenue generated by the Environmental Health Services Division is expected to decrease by $290,827 (considering Contra Expense as part of revenue). The decrease is due to the reduced appropriation of solid waste fees by$382,377. The Division has attempted to offset a portion of the loss of solid waste fees by recovering fees where statutorily authorized. Fee increases in the septic program (increased permit fee), institutions program (increased licensing fees to ambulances and inspection fees to child care facilities), food program (temporary event inspections fee), and laboratory(testing fees) should generate approximately $71,625 in 2009. The Environmental Health Services Division's net county cost has increased by$486,308 over the current year. The increase is primarily due to the loss of solid waste funding($382,377), increased Personnel expenses($90,039)as described above,and the Divisions increased proportion of ACS costs. OBJECTIVES: 1) Assist in protecting the public's health from new, emerging, and existing communicable diseases; 2) Expand and maintain community partnerships to maximize resources for solutions to public health issues;3) Attempt to minimize conflicts and the impact of development of rural areas through planning, communication, and service; 4) Strive to appropriately manage natural resources such as water, air, and raw products and their by-products/wastes; 5) Through communication and education, increase public awareness of issues that impact the health and safety of the community and individual; 6) Be prepared to respond appropriately to emergency situations; 7) Assess the community's health status to identify resources, barriers, and unmet needs; and 8) Recruit, support, and retain required levels of qualified staff to have a positive impact in our ability to provide quality customer services, meet program requirements, and reduce errors. 308 ENVIRONMENTAL HEALTH SERVICES (CONTINUED) 2560-41400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Food inspections, activities, complaints 2,345 2,400 2,500 Laboratory analyses 25,110 25,150 25,150 Household Hazardous Waste Disposed (#'s) 407,727 425,000 430,000 Environmental Planning Reviews 339 350 350 I.S.D.S. Inspection, activities, complaints 370 380 390 Waste Inspections, activities, complaints 174 185 200 Biosolids Inspections, activities, complaints 148 155 160 Efficiency Measures FTE's per 10,000/capita 1.12 1.11 1.06 Per capita cost(county support) $2.25 $3.67 $5.51 Effectiveness Measures(desired results) Reduced illnesses from communicable diseases Minimized environmental impacts from waste disposal and waste facilities Improved water quality Appropriate response to environmental or public health emergencies Improved air quality Reduced environmental impacts from development FINANCE/ADMINISTRATION RECOMMENDATION: Consistent with the County's Human Capital Management program and objectives, the Division has requested a position modification for one mission-critical position as part of the Department's plan to retain exceptional employees; this modification results in the additional Personnel expense of approximately $3,500 per year. Recommend approval. The fee increases are recommended. It was anticipated last year that the General Fund subsidy would have to be increased in 2009 to cover the loss of Solid Waste fees due to the annexation of the Erie landfill. BOARD ACTION: 309 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - -2580-41500 DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding to enhance the ambient level of emergency preparedness, both internally(county organization)and externally(constituents). This unit is charged with preparing for, and responding to, incidents and events,which threaten the quality and quantity of life within the purview of health and environment; develops exercises and evaluates various plans, procedures and protocols associated with emergency preparedness; is assigned disease investigation duties and functions, along with regional bioterrorism laboratory duties and functions;houses the county wide Health Alert Network, communications and warning operations; and is engaged in local, regional, state and national collaborative efforts associated with these disciplines. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 141,100 $ 187,695 $ 209,328 $ 209,328 Supplies 33,170 46,300 20,350 20,350 Purchased Services 50,954 98,800 58,689 58,689 Fixed Charges 51,589 126,487 98,690 98,690 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 276,813 $ 459,282 $ 387,057 $ 387,057 Revenue 337,386 343,077 238,902 238,902 Net County Cost $ -60,573 $ 116,205 $ 148,155 $ 148,155 Budget Positions 0 2.5 2.5 2.5 SUMMARY OF CHANGES: The Public Health Preparedness Division 2009 proposed budget projects an increase in net county cost of $31,950. $8,154 is due to Personnel costs related to cost-of-living and PERA contributions. The remainder is due to decreases in grant revenues slightly exceeding decreases in program costs. FTE is projected to remain the same at 2.5. OBJECTIVES: Continue to develop and enhance the ambient level of emergency preparedness within the Weld County Department of Public Health and Environment, while collaterally seeking. to mitigate the adverse, or negative ramifications of a system compromise to external customers and constituents. 310 PUBLIC HEALTH PREPAREDNESS (CONTINUED) 2580-41500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000 capita .083 .11 .10 Per capita cost(county support) ($.27) $0.50 $.61 Effectiveness Measures (desired results) Enhance ambient level of community preparedness. Subject matter is difficult to quantify, for example, would each day in which no significant loss of life/property occurred count as a save of the prevailing assessed value within the county? FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 311 r1�1 Wilk COLORADO 312 SEVEN YEAR TREND HumanServices $18 $16 J $14 ) \ . } ' - $12 » < yy : } \ j 0 ®° :z j . . : . q $8 ) , . 11` . €\ ^? < $6 - ' \ $4 \ / $2 F\ \ \ \ \ \ 1 ] m . ) , Z I j I '§ I \ I '. I 2 I 2003 2004 2005 2006 2007 2008 2e@ 313 HUMAN SERVICES FUND SUMMARY The Human Services Fund for 2009 is projected to decrease by $186,925, or 1.2%, for a total of $15,788,392. The main change in revenue is the transfer of the Building Healthy Marriages Grant ($833,335) to the Social Services Fund. Otherwise, the programs would be up $646,410. Increases are in Area Agency on Aging ($266,680), Head Start ($104,557), Job programs ($96,377), and CSBG ($115,140). Being totally reliant upon state and federal funding sources, Human Services continues to operate in an environment of uncertainty. The Human Services Fund budget has been constructed based upon the best available information on the funding levels. It is very likely that many of the amounts will be changed between now and the actual execution of the 2009 budget. The primary programs of Human Services are associated with the Workforce Investment Act(W IA) funded under the Department of Labor, Employment and Training Administration. This program is anticipating $2,730,115 for 2009. In addition, the Job Service contract will be $780,000, and Temporary Assistance to Needy Families (TANF) is funded at $738,220, primarily for training of TANF clients. The Human Services Fund is totally funded through state and federal programs with the exception of the 25% local match for the Aging program, which amounts to $12,351, and $105,000 for transportation for a match for a CDOT grant. All Human Services indirect costs are included in the 2009 budget. Other programs of the Human Services Fund remain relatively stable programmatically with the following 2008 funding levels: Transportation $ 367,604 Supplemental Foods 1,428,630 Area Agency on Aging 1,920,251 Senior Nutrition 491,560 CSBG 279,270 Value of Supplemental Foods Inventory 1,411,850 In the above programs, Weld County must continue to be responsive and reactive to federal and state administrative and budget changes in 2009. The budget includes funding for Head Start programs totaling $3,032,279, with an additional $2,343,302 for Migrant Head Start. The Pre-School Program is funded at $147,510, and all the educational programs total $5,523,091, up $104,557. 314 HUMAN SERVICES FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Orq Acct Account Title Budget Request Recommend Final INTERGOVERNMENTAL 2611 60000 4314 USDA 200,000 217,500 217,500 0 2617 60000 4314 USDA 0 12,000 12,000 0 2653 60000 4314 USDA 35,000 33,250 33,250 0 2654 60000 4314 USDA 11,000 10,450 10,450 0 261496 60000 4314 USDA 73,600 67,000 67,000 0 267695 60000 4314 USDA 224,728 208,500 208,500 0 2611 60000 4320 FEDERAL GRANTS 2,773,766 2,814,779 2,814,779 0 2627 60000 4320 FEDERAL GRANTS 33,000 33,000 33,000 0 2628 60000 4320 FEDERAL GRANTS 45,000 50,000 50,000 0 2635 60000 4320 FEDERAL GRANTS 135,925 0 0 0 2636 60000 4320 FEDERAL GRANTS 366,668 376,710 376,710 0 2637 60000 4320 FEDERAL GRANTS 514,087 597,893 597,893 0 2640 60000 4320 FEDERAL GRANTS 25,000 25,000 25,000 0 2642 60000 4320 FEDERAL GRANTS 13,825 0 0 0 2643 60000 4320 FEDERAL GRANTS 479,346 299,073 299,073 0 2644 60000 4320 FEDERAL GRANTS 0 166,610 166,610 0 2649 60000 4320 FEDERAL GRANTS 89,113 0 0 0 2651 60000 4320 FEDERAL GRANTS 57,830 64,600 64,600 0 2652 60000 4320 FEDERAL GRANTS 234,110 230,330 230,330 0 2653 60000 4320 FEDERAL GRANTS 215,020 271,860 271,860 0 2654 60000 4320 FEDERAL GRANTS 31,000 31,000 31,000 0 2655 60000 4320 FEDERAL GRANTS 13,040 20,210 20,210 0 2657 60000 4320 FEDERAL GRANTS 2,230 2,910 2,910 0 2658 60000 4320 FEDERAL GRANTS 5,390 5,740 5,740 0 2662 60000 4320 FEDERAL GRANTS 199,000 143,254 143,254 0 2673 60000 4320 FEDERAL GRANTS 80,450 85,310 85,310 0 261496 60000 4320 FEDERAL GRANTS 2,243,168 2,276,302 2,276,302 0 261506 60000 4320 FEDERAL GRANTS 823,335 0 0 0 262695 60000 4320 FEDERAL GRANTS 769,804 780,000 780,000 0 263906 60000 4320 FEDERAL GRANTS 19,500 0 0 0 263907 60000 4320 FEDERAL GRANTS 0 18,000 18,000 0 265995 60000 4320 FEDERAL GRANTS 0 998,280 998,280 0 267695 60000 4320 FEDERAL GRANTS 1,220,131 1,220,131 1,220,131 0 267895 60000 4320 FEDERAL GRANTS 164,130 279,270 279,270 0 2663 60000 4321 MEDICAID 87,380 97,600 97,600 0 2672 60000 4321 MEDICAID 66,290 78,600 78,600 0 267695 60000 4324 VALUE OF INVENTORY 1,421,050 1,411,850 1,411,850 0 2618 60000 4340 GRANTS 10,000 0 0 0 2632 60000 4340 GRANTS 675,190 738,220 738,220 0 2635 60000 4340 GRANTS 0 130,750 130,750 0 2638 60000 4340 GRANTS 41,600 54,578 54,578 0 2646 60000 4340 GRANTS 151,200 151,200 151,200 0 2648 60000 4340 GRANTS 221,460 255,750 255,750 0 2649 60000 4340 GRANTS 0 83,051 83,051 0 2665 60000 4340 GRANTS 1,600 10,000 10,000 0 2666 60000 4340 GRANTS 3,900 5,000 5,000 0 2667 60000 4340 GRANTS 10,000 10,000 10,000 0 2669 60000 4340 GRANTS 26,090 0 0 0 2671 60000 4340 GRANTS 331,990 476,520 476,520 0 262995 60000 4340 GRANTS 156,240 178,500 178,500 0 265995 60000 4340 GRANTS 858,280 0 0 0 2651 60000 711000 TRANSFER 12,351 12,351 12,351 0 2662 60000 711000 TRANSFER 105,000 105,000 105,000 0 TOTAL INTERGOVERNMENTAL 315 15,277,817 15,137,932 15,137,932 0 HUMAN SERVICES FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 2617 60000 4410 CHARGE FOR SERVICES 128,000 135,510 135,510 0 2632 60000 4410 CHARGE FOR SERVICES 65,000 0 0 0 2645 60000 4410 CHARGE FOR SERVICES 300,000 240,000 240,000 0 2646 60000 4410 CHARGE FOR SERVICES 50,000 70,000 70,000 0 2652 60000 4410 CHARGE FOR SERVICES 500 0 0 0 2663 60000 4410 CHARGE FOR SERVICES 0 4,100 4,100 0 2670 60000 4410 CHARGE FOR SERVICES 0 55,750 55,750 0 TOTAL CHARGE FOR SERVICES 543,500 505,360 505,360 0 MISCELLANEOUS 2652 60000 4690 DONATIONS 0 100 100 0 2653 60000 4690 DONATIONS 155,000 145,000 145,000 0 TOTAL MISCELLANEOUS 155,000 145,100 145,100 0 TOTA HUMAN SERVICES FUND 15,976,317 15,788,392 15.788.392 0 316 HUMAN SERVICES FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2611 60000 HUMAN SERVICES 2,973,766 3,032,279 3,032,279 0 261496 60000 HUMAN SERVICES 2,316,768 2,343,302 2,343,302 0 261506 60000 HUMAN SERVICES 823,335 0 0 0 2617 60000 HUMAN SERVICES 128,000 147,510 147,510 0 2618 60000 HUMAN SERVICES 10,000 0 0 0 262695 60000 HUMAN SERVICES 769,804 780,000 780,000 0 2627 60000 HUMAN SERVICES 33,000 33,000 33,000 0 2628 60000 HUMAN SERVICES 45,000 50,000 50,000 0 262995 60000 HUMAN SERVICES 156,240 178,500 178,500 0 2632 60000 HUMAN SERVICES 740,190 738,220 738,220 0 2635 60000 HUMAN SERVICES 135,925 130,750 130,750 0 2636 60000 HUMAN SERVICES 366,668 376,710 376,710 0 2637 60000 HUMAN SERVICES 514,087 597,893 597,893 0 2638 60000 HUMAN SERVICES 41,600 54,578 54,578 0 263906 60000 HUMAN SERVICES 19,500 0 0 0 263907 60000 HUMAN SERVICES 0 18,000 18,000 0 2640 60000 HUMAN SERVICES 25,000 25,000 25,000 0 2642 60000 HUMAN SERVICES 13,825 0 0 0 2643 60000 HUMAN SERVICES 479,346 299,073 299,073 0 2644 60000 HUMAN SERVICES 0 166,610 166,610 0 2645 60000 HUMAN SERVICES 300,000 240,000 240,000 0 2646 60000 HUMAN SERVICES 201,200 221,200 221,200 0 2648 60000 HUMAN SERVICES 221,460 255,750 255,750 0 2649 60000 HUMAN SERVICES 89,113 83,051 83,051 0 2651 60000 HUMAN SERVICES 70,181 0 0 0 2651 60100 ADMIN COST POOL 0 57,321 57,321 0 2651 60105 EMPLOYMENT SERVICES COST POOL 0 5,990 5,990 0 2651 60110 AREA AGENCY ON AGING COST POOL 0 13,640 13,640 0 2652 60000 HUMAN SERVICES 234,610 115,840 115,840 0 2652 60100 ADMIN COST POOL 0 3,860 3,860 0 2652 60105 EMPLOYMENT SERVICES COST POOL 0 260 260 ' 0 2652 60110 AREA AGENCY ON AGING COST POOL 0 110,470 110,470 0 2653 60000 HUMAN SERVICES 405,020 231,240 231,240 0 2653 60100 ADMIN COST POOL 0 2,020 2,020 0 2653 60110 AREA AGENCY ON AGING COST POOL 0 137,930 137,930 0 2653 60115 TRANSPORTATION COST POOL 0 78,920 78,920 0 2654 60000 HUMAN SERVICES 42,000 41,450 41,450 0 2655 60000 HUMAN SERVICES 13,040 2,180 2,180 0 2655 60105 EMPLOYMENT SERVICES COST POOL 0 30 30 0 2655 60110 AREA AGENCY ON AGING COST POOL 0 18,000 18,000 0 2657 60000 HUMAN SERVICES 2,230 0 0 0 2657 60105 EMPLOYMENT SERVICES COST POOL 0 90 90 0 2657 60110 AREA AGENCY ON AGING COST POOL 0 2,820 2,820 0 2658 60000 HUMAN SERVICES 5,390 570 570 0 2658 60110 AREA AGENCY ON AGING COST POOL 0 5,170 5,170 0 265995 60000 HUMAN SERVICES 858,280 45,890 45,890 0 265995 60100 ADMIN COST POOL 0 17,060 17,060 0 265995 60110 AREA AGENCY ON AGING COST POOL 0 935,330 935,330 0 2662 60000 HUMAN SERVICES 304,000 248,254 248,254 0 2663 60000 HUMAN SERVICES 87,380 101,700 101,700 0 2665 60000 HUMAN SERVICES 1,600 10,000 10,000 • 0 2666 60000 HUMAN SERVICES 3,900 5,000 5,000 0 2667 60000 HUMAN SERVICES 10,000 0 0 0 2667 60110 AREA AGENCY ON AGING COST POOL 0 10,000 10,000 0 2669 60000 HUMAN SERVICES 26,090 0 0 0 2670 60000 HUMAN SERVICES 0 55,750 55,750 0 2671 60000 HUMAN SERVICES 331,990 258,680 258,680 0 2671 60100 ADMIN COST POOL 317 0 7,660 7,660 0 HUMAN SERVICES FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2671 60110 AREA AGENCY ON AGING COST POOL 0 160,180 160,180 0 2671 60115 TRANSPORTATION COST POOL 0 50,000 50,000 0 2672 60000 HUMAN SERVICES 66,290 78,600 78,600 0 2673 60000 HUMAN SERVICES 80,450 42,500 42,500 0 2673 60100 ADMIN COST POOL 0 3,850 3,850 0 2673 60105 EMPLOYMENT SERVICES COST POOL 0 30 30 0 2673 60110 AREA AGENCY ON AGING COST POOL 0 38,930 38,930 0 267695 60000 HUMAN SERVICES 2,865,909 2,834,481 2,834,481 0 267695 60100 ADMIN COST POOL 0 6,000 6,000 0 267895 60000 HUMAN SERVICES 164,130 122,000 122,000 0 267895 60100 ADMIN COST POOL 0 18,500 18,500 0 267895 60110 AREA AGENCY ON AGING COST POOL 0 51,490 51,490 0 267895 60115 TRANSPORTATION COST POOL 0 87,280 87,280 0 TOTAL HUMAN SERVICES FUND 15,976,317 15.788.392 15.788,392 0 318 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Head Start Program - - 60000-2611 DEPARTMENT DESCRIPTION: Health, nutrition, education and day care programs for economically disadvantaged pre-school age children. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,031,831 $ 2,084,000 $ 1,836,142 $ 1,836,142 Supplies 416,799 416,500 473,500 473,500 Purchased Services 579,944 470,266 719,637 719,637 Fixed Charges 4,775 3,000 3,000 3,000 Gross County Cost $ 3,033,349 $ 2,973,766 $ 3,032,279 $ 3,032,279 Revenue 3,033,349 2,973,766 3,032,279 3,032,279 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions -- - - - - -- SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program in accordance with Department of Health and Human' Services (DHHS) rules and regulations; and 2) Provide services to eligible clients as specified in the Head Start plan approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients Served 562 562 562 Efficiency Measures Per capita cost $13.39 $12.74 $12.44 Per capita cost (county support) In-Kind $3.35 $3.19 $3.11 Effectiveness Measures (desired results) Maintain full case load slots 562 562 562 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 319 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Migrant Head Start --60000-2614 DEPARTMENT DESCRIPTION: Health, nutrition and day care programs for infant/toddler and areschool-age migrant children in Northeast Colorado and the Western slope. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,433,076 $ 1,382,646 $ 1,408,360 $ 1,408,360 Supplies 241,351 262,000 246,000 246,000 Purchased Services 687,948 671,012 687,842 687,842 Fixed Charges 1,159 1,110 1,100 1,100 Gross County Cost $ 2,363,534 $ 2,316,768 $ 2,343,302 $ 2,343,302 Revenue 2,363,534 2,316,768 2,343,302 2,343,302 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: The Department is examining alternatives to the current method of administration of the Migrant Head Start program. OBJECTIVES: 1) Administer program in accordance with DHHS rules and regulations; and 2) Provide services to eligible clients as specified in the Migrant Head Start plan. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 275 275 275 Efficiency Measures Per capita cost $10.43 $9.93 $9.61 Per capita cost (county support) In-kind $2.61 $2.48 $2.40 Effectiveness Measures (desired results) Maintain performance standards Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. This budget will be reduced with the 2009 contract due to the county relinquishing the western slope portion of the program on November 7, 2008. Final figures will be adjusted with a supplemental appropriation. reduction in 2009 with the final contract. BOARD ACTION: 320 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Building Healthy Marriages - - 60000-2615 DEPARTMENT DESCRIPTION: The Weld County Healthy Marriage Initiative is strengthening marriages by providing low-income couples with marriage education and support services on a voluntary basis so that they can gain the skills necessary to have healthy marriages. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 268,427 $ 354,389 $ 0 $ 0 Supplies 30,933 25,747 0 0 Purchased Services 364,625 443,199 0 0 Fixed Charges 0 0 0 0 Gross County Cost $ 663,985 $ 823,335 $ 0 $ 0 Revenue 663,985 823,335 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: This contract will be discontinued in 2009 and combined with the Department of Human Services' Building Healthy Marriages Grant. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 321 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Preschool Fund -- 60000-2617 DEPARTMENT DESCRIPTION: Contracted Preschool slots with various school districts. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 99,046 $ 89,108 $ 88,900 $ 88,900 Supplies 25,470 3,000 36,610 36,610 Purchased Services 13,739 35,892 22,000 22,000 Gross County Cost $ 138,255 $ 128,000 $ 147,510 $ 147,510 Revenue 138,255 128,000 147,510 147,510 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Provide preschool services to school districts requesting the services. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 41 41 41 Efficiency Measures Per capita cost $0.61 $0.55 $0.61 Effectiveness Measures (desired results) Full slots maintained Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 322 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Building Health Marriages NSF- - 60000-2618 DEPARTMENT DESCRIPTION: This fund houses the Non-Federal Share (matching) for the Building Healthy Marriages Initiative. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 10,000 0 0 Gross County Cost $ 0 $ 10,000 $ 0 $ 0 Revenue 0 10,000 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: This contract will be discontinued in 2009 and combined with the Department of Human Services' Building Healthy Marriages non-federal support fund. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 323 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser- - 60000-2626 DEPARTMENT DESCRIPTION: Administer all Job Service activities to the residents of Weld County. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 597,454 $ 692,800 $ 686,400 $ 686,400 Supplies 24,805 _ 2,000 28,860 28,860 Purchased Services 50,347 75,004 64,740 64,740 Gross County Cost $ 672,606 $ 769,804 $ 780,000 $ 780,000 Revenue 672,606 769,804 780,000 780,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer Wagner/Peyser Contract in accordance with DOL rules and, regulations; and 2) Provide services to eligible clients as specified in the One Stop plan approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 16,000 18,000 19,000 Efficiency Measures Per capita cost $2.97 $3.30 $3.20 Effectiveness Measures (desired results) Job placements 60% 60% 64% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 324 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt- - 60000-2627 DEPARTMENT DESCRIPTION: Administer youth employment program for the summer months. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 29,301 $ 28,500 $ 29,300 $ 29,300 Supplies 132 1,500 500 500 Purchased Services 3,567 3,000 3,200 3,200 Gross County Cost $ 33,000 $ 33,000 $ 33,000 $ 33,000 Revenue 33,000 33,000 33,000 33,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer Summer Job Hunt contract in accordance with DOL rules and regulations; and 2) Provide services to eligible clients as specified in the One Stop plan approved, by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 2,743 2,750 2,750 Efficiency Measures Per capita cost $0.15 $0.14 $0.14 Effectiveness Measures (desired results) Clients placed in employment 514 515 515 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 325 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Consumer Navigator- - 60000-2628 DEPARTMENT DESCRIPTION: Program to enhance workforce center services to the disabled of the community. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 44,737 $ 44,000 $ 45,000 $ 45,000 Supplies 2,058 0 2,000 2,000 Purchased Services 859 1,000 3,000 3,000 Gross County Cost $ 47,654 $ 45,000 $ 50,000 $ 50,000 Revenue 47,654 45,000 50,000 50,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: To keep clients off public assistance and employed. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 260 260 160 Efficiency Measures Per capita cost $0.21 $0.19 $0.21 Effectiveness Measures (desired results) Output goals maintained Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 326 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Employment First- - 60000-2629 DEPARTMENT DESCRIPTION: This program allows eligible Food Stamp clients to participate in various job search and development activities to retrain them for better paying jobs. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 78,540 $ 100,000 $ 120,000 $ 120,000 Supplies 2,058 2,300 2,500 2,500 Purchased Services 66,918 53,940 56,000 56,000 Gross County Cost $ 147,516 $ 156,240 $ 178,500 $ 178,500 Revenue 147,516 156,240 178,500 178,500 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions -- - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program in accordance with USDA rules and regulations; and 2), Provide services to eligible clients as specified in the Employment First plan approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 1,458 1,458 1,750 Efficiency Measures Per capita cost $0.65 $0.67 $0.73 Effectiveness Measures (desired results) Clients placed in employment 300 300 350 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 327 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Assistance to Needy Families - - 60000-2632 DEPARTMENT DESCRIPTION: Employment/Training program for clients on welfare. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 421,432 $ 498,950 $ 497,070 $ 497,070 Supplies 0 0 0 0 Purchased Services 150,395 241,240 241,150 241,150 Gross County Cost $ 571,827 $ 740,190 $ 738,220 $ 738,220 Revenue 571,827 740,190 738,220 738,220 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Provide employment services to TANF clients. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served/month 320 330 220 Efficiency Measures Per capita cost (county support) $2.52 $3.17 $3.03 Effectiveness Measures (desired results) Meet Federal participation rates Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 328 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Admin.) 60000-2635 DEPARTMENT DESCRIPTION: This program tracks the administration for all of the Workforce Investment Act grants. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 142,140 $ 122,300 $ 115,000 $ 115,000 Supplies 46 200 200 200 Purchased Services 9,756 13,425 15,550 15,550 Gross County Cost $ 151,942 $ 135,925 $ 130,750 $ 130,750 Revenue 151,942 135,925 130,750 130,750 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - -- - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: To assist client in finding employment. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0.67 $0.58 $0.54 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 329 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER:Workforce Investment Act(Adult) 60000-2636 DEPARTMENT DESCRIPTION: This program provides employment and training for eligible adults. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 261,055 $ 180,000 $ 181,000 $ 181,000 Supplies 24,890 2,500 25,000 25,000 Purchased Services 275,153 184,168 170,710 170,710 Gross County Cost $ 561,098 $ 366,668 $ 376,710 $ 376,710 Revenue 561,098 366,668 376,710 376,710 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - -- - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Provide eligible adults with core services to attain employment. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 150 172 210 Efficiency Measures Per capita cost $2.48 $1.57 $1.55 Effectiveness Measures (desired results) Entered employment rate 88% 88% 86% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 330 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Youth) 60000-2637 DEPARTMENT DESCRIPTION: This program provides employment and training programs for in-school and out-of-school youth. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 278,794 $ 308,450 $ 448,420 $ 448,420 Supplies 540 14,610 10,000 10,000 Purchased Services 92,584 191,027 139,473 139,473 Gross County Cost $ 371,918 $ 514,087 $ 597,893 $ 597,893 Revenue 371,918 514,087 597,893 597,893 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: To provide core services to eligible youth. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Youth served 170 197 294 Efficiency Measures Per capita cost $1.64 $2.20 $2.45 Effectiveness Measures (desired results) Entered Employment rate (Older Youth) 79% 79% 57% Skill Attainment rate (Younger Youth) FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 331 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Multi-Disciplinary Youth Assessment- - 60000-2638 DEPARTMENT DESCRIPTION: This program provides planning and treatment plans for at-risk youth in combination with the DA, SS, North Range and Island Grove. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 42,764 $ 41,100 $ 50,070 $ 50,070 Supplies 84 500 500 500 Purchased Services 0 0 4,008 4,008 Gross County Cost $ 42,848 $ 41,600 $ 54,578 $ 54,578 Revenue 42,848 41,600 54,578 54,578 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions -- - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program in accordance with Social Services contract. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 120 120 120 Efficiency Measures Per capita cost $0.19 $0.18 $0.22 Effectiveness Measures (desired results) Maintain requirements of contract Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 332 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639 DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of the Weld County region workforce system. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 13,724 $ 15,500 $ 14,220 $ 14,220 Supplies 0 0 0 0 Purchased Services 12,546 4,000 3,780 3,780 Gross County Cost $ 26,270 $ 19,500 $ 18,000 $ 18,000 Revenue 26,270 19,500 18,000 18,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: To meet annual requirements of grant. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0.12 $0.08 $0.07 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 333 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Workforce Investment Act BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640 DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of the WIA programs and are used for staff training, administration, contracted services and other programs. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4,154 $ 3,000 $ 4,000 $ 4,000 Supplies 4,920 9,000 8,000 8,000 Purchased Services 19,859 13,000 13,000 13,000 Gross County Cost $ 28,933 $ 25,000 $ 25,000 $ 25,000 Revenue 28,933 25,000 25,000 25,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: To meet annual requirements of grant. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0.13 $0.11 $0.10 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 334 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: 25% Rapid Response 60000-2642 DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of the WIA programs and are used for equipment for developing mass application taking via the internet with a smart board. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 12,316 $ 13,825 $ 0 $ 0 Supplies 154 0 0 0 Purchased Services 1,355 0 0 0 Gross County Cost $ 13,825 $ 13,825 $ 0 $ 0 Revenue 13,825 13,825 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Program is discontinued. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 335 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Workforce Investment Act BUDGET UNIT TITLE AND NUMBER: (Dislocated Worker Program) 60000-2643 DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 220,208 $ 241,330 $ 165,000 $ 165,000 Supplies 25,121 43,600 23,500 23,500 Purchased Services 304,803 194,416 110,573 110,573 Gross County Cost $ 550,132 $ 479,346 $ 299,073 $ 299,073 Revenue 550,132 479,346 299,073 299,073 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Provide retraining for eligible laid off clients. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 140 140 120 Efficiency Measures Per capita cost $2.43 $2.05 $1.23 Effectiveness Measures (desired results) Entered employment rate 88% 88% 91% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 336 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: WIRED Grant - - 60000-2644 DEPARTMENT DESCRIPTION: This grant will develop the Multi-Industry System Technician (MIST) training program to provide skills necessary for employment in energy and related industries. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 47,970 $ 48,100 $ 48,100 Supplies 0 11,070 11,100 11,100 Purchased Services 0 108,350 107,410 107,410 Gross County Cost $ 0 $ 167,390 $ 166,610 $ 166,610 Revenue 0 167,390 166,610 166,610 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions -- - - - - - - SUMMARY OF CHANGES: This is a new program beginning on May 8, 2008. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 337 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Educational Lab - - 60000-2645 DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer Education Lab. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 130,594 $ 157,000 $ 140,000 $ 140,000 Supplies 70,128 18,000 60,000 60,000 Purchased Services 41,100 125,000 40,000 40,000 Gross County Cost $ 241,822 $ 300,000 $ 240,000 $ 240,000 Revenue 241,822 300,000 240,000 240,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Provide a computer educational experience for clients. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 1,135 1,200 1,350 Efficiency Measures Per capita cost $1.07 $1.29 $0.98 Effectiveness Measures (desired results) GED's obtained 65 70 90 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 338 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: AmeriCorps Program - - 60000-2646 DEPARTMENT DESCRIPTION: Youth Corp program. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 122,110 $ 189,880 $ 187,428 $ 187,428 Supplies 16,964 11,320 15,000 15,000 Purchased Services 35,653 0 18,772 18,772 Gross County Cost $ 174,727 $ 201,200 $ 221,200 $ 221,200 Revenue 174,727 201,200 221,200 221,200 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Provide Federal AmeriCorps program for youth to receive stipends and college, tuition credits for public service work. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Participants in program 12 12 12 Efficiency Measures Per capita cost $0.77 $0.86 $0.91 Effectiveness Measures (desired results) Clients completing program 11 10 6 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 339 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Tight Corp Program - - 60000-2648 DEPARTMENT DESCRIPTION: Youth Corp Program ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 89,531 $ 93,620 $ 109,295 $ 109,295 Supplies 4,475 8,400 8,400 8,400 Purchased Services 99,776 119,440 138,055 138,055 Gross County Cost $ 193,782 $ 221,460 $ 255,750 $ 255,750 Revenue 193,782 221,460 255,750 255,750 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: To engage youth in community service and educational activities in lieu of out of home placement with the Department of Social Services. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Participants 24 24 24 Efficiency Measures Per capita cost $0.86 $0.95 $1.05 Effectiveness Measures (desired results) Participants completing program 18 18 19 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 340 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Pillars of Successful Independence - - 60000-2640 DEPARTMENT DESCRIPTION: ATANF Program for foster children,ages 13-1/2 to 15 preparing them for transition to adulthood. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 27,148 $ 66,265 $ 57,860 $ 57,860 Supplies 0 600 600 600 Purchased Services 4,131 22,248 24,591 24,591 Gross County Cost $ 31,279 $ 89,113 $ 83,051 $ 83,051 Revenue 31,279 89,113 83,051 83,051 Net County Cost $ 0 $ 0 $ 0 $ 0 [Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: To provide core services to eligible youth. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served - - 15 15 Efficiency Measures Per capita cost $0.14 $0.38 $0.34 Effectiveness Measures (desired results) To enhance the ability of Foster children to gain independence. - - 15 15 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 341 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Admin.) 60000-2651 DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior programs of the Area Agency on Aging. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 51,430 $ 27,710 $ 10,830 $ 10,830 Supplies 380 60 0 0 Purchased Services 20,580 42,411 66,121 66,121 Gross County Cost $ 72,390 $ 70,181 $ 76,951 $ 76,951 Revenue 60,039 57,830 64,600 64,600 Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program as defined by CDHS/OAA rules and regulations; and 2), Provide services to eligible clients as specified in the Area Agency on Aging grant approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Programs administered 11 11 11 Efficiency Measures Per capita cost (county support) $0.06 $0.06 $0.05 Per capita cost (other) $0.26 $0.25 $0.27 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 342 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Support) 60000-2652 DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly; adult day care, home nursing care, peer counseling, outreach, respite services, legal counseling and ombudsman assistance. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 77,890 $ 85,050 $ 91,460 $ 91,460 Supplies 20 0 20 20 Purchased Services 111,250 149,560 138,950 138,950 Gross County Cost $ 189,160 $ 234,610 $ 230,430 $ 230,430 Revenue 189,160 234,610 230,430 230,430 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - -- - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program as defined by CDHS/OAA rules and regulations; and 2) Provide services to eligible clients as specified in the Area Agency on Aging grant approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Outreach - Hispanic Senior Outreach 1,600 500 1,000 Adult day care 7,900 7,000 2,100 Peer Counseling 2,300 2,000 2,000 Legal consultation/representation 1,100 900 900 Homemaker and personal care 1,200 1,100 1,000 Nursing home advocacy 1,600 1,600 1,600 Efficiency Measures Per capita cost $0.83 $1.01 $0.95 Effectiveness Measures (desired results) Work output goals are maintained Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 343 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging BUDGET UNIT TITLE AND NUMBER: (Congregate Meal Program) 60000-2653 DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 23 nutrition sites around the county. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 145,470 $ 70,620 $ 98,080 $ 98,080 Supplies 7,800 3,630 5,890 5,890 Purchased Services 211,680 330,770 346,140 346,140 Gross County Cost $ 364,950 $ 405,020 $ 450,110 $ 450,110 Revenue 364,950 405,020 450,110 450,110 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program as defined by CDHS/OAA rules and regulations; and 2), Provide services to eligible clients as specified in the Area Agency on Aging grant approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals served 46,700 56,000 52,000 Efficiency Measures Per capita cost $1.61 $1.74 $1.85 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 344 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging BUDGET UNIT TITLE AND NUMBER: (Home Delivered Meals) 60000-2654 DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on Wheels and also funds the Liquid Supplement Program. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 44,170 42,000 41,450 41,450 Gross County Cost $ 44,170 $ 42,000 $ 41,450 $ 41,450 Revenue 44,170 42,000 41,450 41,450 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program as defined by CDHS/OAA rules and regulations; and 2), Provide services to eligible clients as specified in the Area Agency on Aging grant approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals Served 18,000 15,500 13,400 Efficiency Measures Per capita cost $0.19 $0.18 $0.17 Effectiveness Measures (desired results) Work output goals are maintained. Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 345 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Health Services) 60000-2655 DEPARTMENT DESCRIPTION: This grant provides health services to senior community. This grant supports the annual senior health fair and the wellspring club. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7,520 $ 0 $ 16,490 $ 16,490 Supplies 290 140 1,700 1,700 Purchased Services 2,070 12,900 2,020 2,020 Gross County Cost $ 9,880 $ 13,040 $ 20,210 $ 20,210 Revenue 9,880 13,040 20,210 20,210 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program as defined by CDHS/OAA rules and regulations; and 2), Provide services to eligible clients as specified in the Area Agency on Aging grant approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 400 450 450 Efficiency Measures Per capita cost $0.04 $0.06 $0.08 Effectiveness Measures (desired results) Work output goals are maintained Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 346 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging BUDGET UNIT TITLE AND NUMBER: (Elder Abuse Grant) 60000-2657 DEPARTMENT DESCRIPTION: This grant provides for educational training to the community on elder abuse. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 840 $ 2,230 $ 1,010 $ 1,010 Supplies 0 0 0 0 Purchased Services 10 0 1,900 1,900 Gross County Cost $ 850 $ 2,230 $ 2,910 $ 2,910 Revenue 850 2,230 2,910 2,910 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions -- - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Provide training to the community on elderly abuse. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Educated CNA, staff, NH residents/families 200 200 200 Efficiency Measures Per capita cost $0.00 $0.01 $0.01 Effectiveness Measures (desired results) Education of long term staff Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 347 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging BUDGET UNIT TITLE AND NUMBER: (Special Ombudsman) 60000-2658 DEPARTMENT DESCRIPTION: These funds supplement the support services fund. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4,500 $ 4,530 $ 3,910 $ 3,910 Supplies 0 0 0 0 Purchased Services 610 860 1,830 1,830 Gross County Cost $ 5,110 $ 5,390 $ 5,740 $ 5,740 Revenue 5,110 5,390 5,740 5,740 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1)Administer program as defined by CDHS/OAA rules and regulations; and 2) Provide services to eligible clients as specified in the Area Agency on Aging grant approved by the, Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Complaints investigated 150 150 150 Efficiency Measures Per capita cost $0.02 $0.02 $0.02 Effectiveness Measures (desired results) Work outputs are maintained Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 348 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging BUDGET UNIT TITLE AND NUMBER: (Single Entry Point) 60000-2659 DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid eligible clients. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 585,600 $ 760,840 $ 866,030 $ 866,030 Supplies 8,170 870 5,710 5,710 Purchased Services 94,340 96,570 126,540 126,540 Gross County Cost $ 688,110 $ 858,280 $ 998,280 $ 998,280 Revenue 688,110 858,280 998,280 998,280 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES:This budget unit will increase by 2 case managers. OBJECTIVES: 1)Administer program as defined by CDSS rules and regulations; and 2) Provide, services to eligible clients as specified in the Area Agency on Aging grant approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 800 800 1,000 Efficiency Measures Per capita cost $3.04 $3.68 $4.10 Effectiveness Measures (desired results! Divert Medicaid Eligible clients from Institutional care to cost effective home care 800 800 1,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 349 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Federal Transit Grant - - 60000-2662 DEPARTMENT DESCRIPTION: This grant supplements minibus services to the elderly of the County. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 64,617 $ 81,080 $ 104,432 $ 104,432 Purchased Services 32,551 222,920 38,822 38,822 Gross County Cost $ 97,168 $ 304,000 $ 143,254 $ 143,254 Revenue 97,168 304,000 143,254 143,254 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1)Administer program as defined by CDOT rules and regulations; and 2)Provide services to eligible clients as specified in the FTA grant approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles tracked 325,000 353,500 312,000 Efficiency Measures Per capita cost $0.43 $1.30 $0.59 Effectiveness Measures (desired results) Passenger trips 56,700 22,500 30,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 350 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: NEMT Transportation - - 60000-2663 DEPARTMENT DESCRIPTION: Non-Emergent Medicaid Transit provides medical transportation for Medicaid clients with broker services. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 41,153 $ 28,539 $ 29,000 $ 29,000 Supplies 6,255 0 120 120 Purchased Services 0 58,841 60,880 60,880 Gross County Cost $ 47,408 $ 87,380 $ 90,000 $ 90,000 Revenue 47,408 87,380 90,000 90,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: The department is examining the possibility of contracting with Logisticare to provide the broker services associated with this Budget Unit. We are also attempting to recruit private vendors to provide transportation services, in order to broaden the hours when such services could be made available to clients. OBJECTIVES: To meet the eligible transportation needs of Medicaid clients. Program reinstated in 2008 after elimination in 2006. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with contracting with Logisticare and recruiting private vendors to provide transportation services. BOARD ACTION: 351 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (CHIP) - -60000-2665 DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the dental, vision, and hearing programs provided through Area Agency on Aging. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 1,600 10,000 10,000 Gross County Cost $ 0 $ 1,600 $ 10,000 $ 10,000 Revenue 0 1,600 10,000 10,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES:This is a year-to-year grant. We will be applying for it again this year, in the amount of$10,000. OBJECTIVES: Supplement other senior programs in Weld County. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 35 25 25 Efficiency Measures Per capita cost $0.02 $0.01 $0.04 Effectiveness Measures (desired results) Maintain work output goals Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 352 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (NMCM) - - 60000-2666 DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the aging programs. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 7,470 3,900 3,900 3,900 Gross County Cost $ 7,470 $ 3,900 $ 3,900 $ 3,900 Revenue 7,470 3,900 3,900 3,900 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES:This is a year-to-year grant. We will be applying for it again this year. OBJECTIVES: Supplement other senior programs in Weld County. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 18 10 10 Efficiency Measures Per capita cost $0.03 $0.02 $0.02 Effectiveness Measures (desired results) Maintain work output goals Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 353 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (VALE) - - 60000-2667 DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the aging programs. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 5,460 10,000 10,000 10,000 Gross County Cost $ 5,460 $ 10,000 $ 10,000 $ 10,000 Revenue 5,460 10,000 10,000 10,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Supplement other senior programs in Weld County. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 600 600 600 Efficiency Measures Per capita cost $0.02 $0.04 $0.04 Effectiveness Measures (desired results) Maintain work output goals Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 354 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Other Programs) 60000-2669 DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the aging programs. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: This unit was moved into separate funds for activities previously posted here. See fund 2666 (NMCM) and 2667 (VALE). OBJECTIVES: Supplement other senior programs in Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 355 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Transportation - - 60000-2670 DEPARTMENT DESCRIPTION: ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 34,562 $ 0 $ 34,900 $ 34,900 Supplies 0 0 0 0 Purchased Services 0 0 20,850 20,850 Gross County Cost $ 34,562 $ 0 $ 55,750 $ 55,750 Revenue 34,562 0 55,750 55,750 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - -- - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: Provide a mail route service to connect Greeley, Del Camino and Fort Lupton County offices three times weekly. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 356 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (State Funds) 60000-2671 DEPARTMENT DESCRIPTION: Supplemental funding source started 7/1/2000. A combination of HB-1072 funds and General Fund Long Bill monies. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 91,400 $ 60,700 $ 119,260 $ 119,260 Supplies 300 80 1,500 1,500 Purchased Services 159,600 271,210 355,760 355,760 Gross County Cost $ 251,300 $ 331,990 $ 476,520 $ 476,520 Revenue 251,300 331,990 476,520 476,520 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES:Anticipate increasing the state-funded AAA staff by one nformation and Assistance position. OBJECTIVES: 1) Administer program as defined by CDHS/OAA rules and regulations; and 2) Provide services to eligible clients as specified in the Area Agency on Aging grant approved by the' Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dental/vision/hearing Clients Served 45 50 100 Meals served 13,000 3,700 6,500 Loneliness contacts 1,700 1,500 1,500 Ombudsman clients served 600 300 600 Chore clients served 35 45 30 Efficiency Measures Per capita cost $1.11 $1.42 $1.95 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 357 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Medicaid Transportation - - 60000-2672 DEPARTMENT DESCRIPTION: Non-medical transportation of Single Entry Point clients and medical transportation for Medicaid clients with broker services. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 70,975 $ 66,290 $ 40,400 $ 40,400 Supplies 0 0 160 160 Purchased Services 727 0 38,040 38,040 Gross County Cost $ 71,702 $ 66,290 $ 78,600 $ 78,600 Revenue 71,702 66,290 78,600 78,600 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: The Department is examining the possibility of contracting with Logisticare to provide the broker services associated with this Budget Unit. We are also attempting to recruit private vendors to provide transportation services, in order to broaden the hours when, such services could be made available to clients. OBJECTIVES: To meet the eligible transportation needs of Medicaid clients. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with contracting with Logisticare and recruiting private vendors to provide transportation services. BOARD ACTION: 358 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Part E Family Caregiver Support- - 60000-2673 DEPARTMENT DESCRIPTION: This program provides support to family who are caring for relatives at home. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 27,800 $ 0 $ 26,120 $ 26,120 Supplies 1,030 170 190 190 Purchased Services 27,810 80,280 59,000 59,000 Gross County Cost $ 56,640 $ 80,450 $ 85,310 $ 85,310 Revenue 56,640 80,450 85,310 85,310 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - -- - - - - SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1)Administer program in accordance with Older American Act Requirements. , PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Care giver Support- units of services 3,300 2,400 1,900 Grandparents raising grandkids - clients 300 served 600 500 Efficiency Measures Per capita cost $0.25 $0.34 $0.35 Effectiveness Measures (desired results) Maintain requirements of grant Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 359 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Supplemental Foods - - 60000-2676 DEPARTMENT DESCRIPTION: This program distributes USDA commodities to low income eligible mothers, infants and children, and elderly of the County. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,730 $ 0 $ 10,000 $ 10,000 Supplies 1,110,270 1,220,131 1,220,130 1,220,130 Purchased Services 220,740 224,728 198,500 198,500 Gross County Cost $ 1,332,740 $ 1,444,859 $ 1,428,630 $ 1,428,630 Revenue 1,332,740 1,444,859 1,428,630 1,428,630 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: No significant changes in this program. OBJECTIVES: 1) Administer program in accordance with USDA rules and regulations; and 2), Provide services to eligible clients as specified in the USDA contract approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served/month 4,400 4,400 4,400 Efficiency Measures Per capita cost $5.88 $6.19 $5.86 Effectiveness Measures (desired results) Maintain or increase average monthly participation rate Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 360 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Community Services Block Grant - - 60000-2678 95 DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low income and elderly of the community. It's focus has been on transportation in the rural sites. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 92,600 $ 43,178 $ 65,690 $ 65,690 Purchased Services 176,530 120,952 213,580 213,580 Gross County Cost $ 269,130 $ 164,130 $ 279,270 $ 279,270 Revenue 269,130 164,130 279,270 279,270 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - -- -- - - SUMMARY OF CHANGES: The Department will include emergency assistance support for the 2008-09 grant year. The amounts for the 2008-09 budget year do not include the 2007-08 rollforward. OBJECTIVES: 1)Administer program as defined by DOL rules and regulations; and 2) Provide services to eligible clients as specified in the CSBG plan approved by the Board. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Transportation to rural elderly 5,250 6,000 6,100 Volunteer support 1,500 1,500 1,500 Employment opportunities low-income unskilled adult labor force 2,330 2,330 2,330 Efficiency Measures Per capita cost $1.19 $0.70 $1.15 Effectiveness Measures (desired results) Work output goals maintained Yes Yes Yes FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 361 4‘&1tri Wilk COLORADO 362 SPECIAL REVENUE FUNDS Special Revenue Funds are established to account for taxes or other earmarked revenue of the county which finance specified activities as required by law or administrative action. CONTINGENCY FUND: The Contingency Fund is funded at the level of $7,400,000. Given the uncertainty of state and federal funding and tax collections, it is recommended that this amount, coupled with the approximate $2,750,000 carry-over fund balance in the General Fund be retained. SOLID WASTE FUND: The Solid Waste Fund is funded at the anticipated revenue level of fees at $660,000, with an anticipated beginning fund balance of$500,000. Half of the funds are committed to the Household Hazardous Waste Program ($330,000). A total of$330,000 is designated for roads impacted by landfills. CONSERVATION TRUST FUND: The Conservation Trust Fund is budgeted at$425,000 based upon the anticipated operating costs for 2009. The budget reflects funding of Island Grove Park only. EMERGENCY RESERVE FUND: The Emergency Reserve Fund is established per Amendment One(TABOR),passed November 3, 1992. The amendment requires that an emergency reserve be created to be used for declared emergencies only. It also requires each local government to reserve one percent or more for 1993, two percent or more for 1994, and three percent or more for all later years of the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's reserve. A reserve of $5,000,000 has been established for 2009, which is greater than the required three percent of fiscal spending. 363 CONSERVATION TRUST FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2200 73700 4332 LOTTERY 396,000 420,000 420,000 0 MISCELLANEOUS 2200 73700 4610 EARNINGS ON INVESTMENTS 9,000 5,000 5,000 0 TOTAL CONSERVATION TRUST FUND 405,000 425,000 425,000 0 • 364 CONSERVATION TRUST FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2200 73700 CONSERVATION TRUST 405,000 425,000 425,000 0 TOTAL CONSERVATION TRUST FUND 405,000 425,000 425.000 0 365 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund -- 2200-73700 DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to be used for the acquisition, development, and maintenance of new conservation sites within Weld County. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 396,667 392,599 401,601 401,601 Fixed Charges 0 0 0 0 Capital 0 12,401 23,399 23,399 Gross County Cost $ 396,667 $ 405,000 $ 425,000 $ 425,000 Revenue 431,372 405,000 425,000 425,000 Net County Cost $ -34,705 $ 0 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: Revenues from the Colorado Lottery are being projected at$420,000 and$5,000 from interest earnings. Island Grove Park will have a gross cost of$490,601, less than $90,000 in revenue,for a net of$401,601, up $9,002 from 2008. Increase is due to increased gas costs to heat the building. The new fee schedule will generate more funds to offset the costs. A total of$23,399 is allocated for capital improvements to the buildings. Since 2002, the Missile Site Park has been funded in the General Fund. OBJECTIVES: See criteria following Administrative Recommendation. 366 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Island Grove Park Visitors 411,000 412,000 415,000 Efficiency Measures Per capita cost(county support) $1.68 $1.74 $1.65 Cost Per Visitor $0.92 $0.98 $0.97 Effectiveness Measures (desired results) Percentage of increased use 1% 1% 1% Percentage of increased revenue from user fees to support parks 0% 2% 15% FINANCE/ADMINISTRATION RECOMMENDATION: Historically, the following is the amount of money received annually since the lottery started: 1983 $ 194,698 1984 195,304 1985 151,033 1986 138,069 1987 162,736 1988 154,074 1989 130,764 1990 136,726 1991 200,103 1992 220,219 1993 264,371 1994 205,534 1995 327,162 1996 312,024 1997 356,262 1998 363,962 1999 286,971 2001 358,802 2002 391,780 2003 385,070 2004 361,926 2005 333,837 2006 453,233 2007 431,372 367 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION(CONTINUED): The funds have been used for maintenance and development of Island Grove Park and the Missile Site Park, with the exception of the following items: Entity Purpose Amount 1983: Greeley Civic Auditorium $ 141,464 1984: Greeley Civic Auditorium $ 143,000 1985: Greeley Civic Auditorium $ 90,000 1986: Greeley Civic Auditorium $ 51,500 LaSalle Community Center 10,000 Ault Park System 7,500 Dacono Park Improvements 3,000 Windsor Park Improvements 6,000 Ft. Lupton Pearsin Park Sports Complex 10,000 Independence Stampede Headquarters Facility 5,000 Since 1987 all funds have gone to the two county parks. Beginning in 2002 only Island Grove Park has been funded. In 1984,the Board adopted the following criteria, in priority order,for the use and allocation of Weld County lottery funds. This policy remains in force today: 1. To maintain and develop the two existing county parks. 2. Projects must enhance the quality of life for the citizens of Weld County. 3. Projects must contribute to or compliment the economic development activities of Weld County. 4. Projects must have an area impact or significance. 5. Funds used for local community projects must have substantial local support. 6. Outside of existing county parks, no operating funds shall be contributed to projects. 368 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION(CONTINUED): Capital of$23,399 is requested for minor projects. Recommend approval. ITEM REQUESTED RECOMMENDED Undesignated $ 23,399 $ 23,399 $ 23,399 $ 23,399 BOARD ACTION: 369 CONTINGENCY FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2300 90300 4112 CURRENT PROPERTY TAXES 2,000,000 0 0 0 TOTAL CONTINGENCY FUND 2,000,000 0 _ 0 0 370 CONTINGENT FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2300 90300 CONTINGENT 7,400,000 7,400,000 7,400,000 0 TOTAL CONTINGENT FUND 7.400,000 7,400,000 7,400,000 0 371 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CONTINGENCY FUND BUDGET UNIT TITLE AND NUMBER: Contingency Fund -- 2300-90300 DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen expenditures or revenue short-falls. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 7,400,000 7,400,000 7,400,000 Capital 0 0 0 0 Gross County Cost $ 0 $ 7,400,000 $ 7,400,000 $ 7,400,000 Revenue/Fund Bal. 2,597,291 5,400,000 7,400,000 7,400,000 Net County Cost $ -2,597,291 $ 2,000,000 $ 0 $ 0 Budget Positions - - - - - - -- SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $7,400,000 by a carry-over fund balance of$7,400,000. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that the amount of $7,400,000 and the Emergency Reserve of$5,000,000 provide adequate reserves for the county and should be retained. BOARD ACTION: 372 EMERGENCY RESERVE FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2400 53100 4112 CURRENT PROPERTY TAXES 0 0 0 0 TOTAL EMERGENCY RESERVE FUND 0 0 0 0 373 EMERGENCY RESERVE FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2400 53100 EMERGENCY RESERVE 5,000,000 5,000,000 5,000,000 0 TOTAL EMERGENCY RESERVE FUND 5,000,000 5,000,000 5,000.000 0 374 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND BUDGET UNIT TITLE AND NUMBER: Emergency Reserve -- 2400-53100 DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment One (TABOR), passed November 3, 1992, which requires that an emergency reserve be established to be used for declared emergencies only, and that each local government shall reserve for 1993 1 percent or more, for 1994 2 percent or more, and for all later years 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's reserve. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 5,000,000 5,000,000 5,000,000 Capital 0 0 0 0 Gross County Cost $ 0 $ 5,000,000 $ 5,000,000 $ 5,000,000 Revenue/Fund Bal. 0 0 0 0 Net County Cost $ 0 $ 5,000,000 $ 5,000,000 $ 5,000,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: The emergency reserve is funded at $5,000,000, which meets the three percent fiscal year spending requirement. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that $5,000,000 be funded to comply with the TABOR Amendment requirement passed in 1992. Reserve is funded from carry-over fund balance. BOARD ACTION: 375 SOLID WASTE FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Orq Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 2700 90200 4410 CHARGE FOR SERVICES 635,000 660,000 660,000 0 TOTAL SOLID WASTE FUND 635.000 660,000 660.000 0 • 376 SOLID WASTE FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 2700 21240 TRANSFER 81,892 0 0 0 2700 90200 SOLID WASTE 440,000 330,000 330,000 0 2700 90200 TRANSFER 707,377 330,000 330,000 0 TOTAL SOLID WASTE FUND 1,229,269 660.000 660,000 0 377 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOLID WASTE BUDGET UNIT TITLE AND NUMBER: Code Enforcement-- 2700-21240 DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal dumping, and roadside trash pick-up program. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 453 0 0 0 Fixed Charges 81,892 81,892 0 0 Gross County Cost $ 82,345 $ 81,892 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 82,345 $ 81,892 $ 0 $ 0 Budget Positions - - -- - - - - SUMMARY OF CHANGES: The Code Enforcement function has been combined with the Animal Control function in the Sheriffs Office. As a result of the drop in revenue from solid waste fees, this budget unit, starting in 2009, is funded in the General Fund. See budget unit number 1000-21230 for a detailed discussion of the change in the program. OBJECTIVES: 1)Mitigate the impact of solid waste sites in Weld County;and 2)Provide roadside trash pick-up and enforcement. 378 CODE ENFORCEMENT (CONTINUED) 2700-21240 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Complaints 790 800 n/a Efficiency Measures Per capita cost(county support) $0.361 $0.351 $0.00 Effectiveness Measures (desired results) Reduced roadside litter 90% 90% n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 379 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOLID WASTE BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund -- 2700-90200 DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites to combat environmental problems,promote trash clean- up, provide for the household hazardous materials program, and to further improve and develop landfill sites within the county. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 141,378 1,147,377 660,000 660,000 Fixed Charges 1,166,673 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,308,051 $ 1,147,377 $ 660,000 $ 660,000 Revenue 1,148,263 635,000 660,000 660,000 Net County Cost $ 159,788 $ 512,377 $ 0 $ 0 ' Budget Positions - - - - - - - - SUMMARY OF CHANGES: Due to the annexation of the Erie Laidlaw landfill, the revenue from that site($740,000 annually),will not be received after 2007. The Department of Public Health and Environment costs for the Household Hazardous Waste program will be $330,000. $330,000 is requested for road projects to mitigate landfill impacts. OBJECTIVES: 1) Mitigate the impact of solid waste sites in Weld County; and 2) Provide Household Hazardous Materials Program. 380 SOLID WASTE FUND (CONTINUED) 2700-90200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Landfill Inspections 45 45 Household Hazardous Material (HHM) $707,377 $707,377 Surcharge Collected $,375,000 $635,000 Efficiency Measures Per capita cost (collected) $6.07 $5.27 Per capita HHM cost $3.12 $3.03 Effectiveness Measures (desired results) Community Clean-ups 4 2 Increased volume of HHM diverted from landfills 10% 10% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. There are no undesignated funds in the 2009 budget to mitigate impacts of landfills, such as road access, cleanups, and transfer stations. A $500,000 fund balance also exists for the same needs if required. As indicated above, revenues have been held conservative. Due to the annexation of the second Erie landfill,the county has lost the revenue from that site. Erie will pay approximately$13,000 for Health Department inspections of the landfill in Erie, and for costs to offset the receiving of household hazardous wastes from Erie residents. BOARD ACTION: 381 Att:r 1111De COLORADO 382 SEVEN YEAR TREND Capital Expenditures 18 16.40 16 'tt` 14 13.21 12 ,y�' a 10 Cn J_ 8 -'r 7.54 n 6.63 r s� , _ 6.38 y hey zi }p 3.79 i 1`. " n'i 4 #- Jy�} ::i. 'F.M,#`,. 'sue , Q.N�SM�. CYR E_..,. 2.26 . , 6= 2 iegp p L' r' r 4:411 2003 2004 2005 2006 2007 2008 2009 383 CAPITAL EXPENDITURES FUND SUMMARY The Capital Expenditures Fund was established to budget for financial resources used for the acquisition or improvement of the capital facilities of the county. A detailed Long Range Capital Plan for 2009-2013 is presented in this section and relates to the specifics of the 2009 capital project budget. 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,$6,000,000 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. Capital projects impacting the 2009 and future years operational costs include the additional Social Services Building which will add approximately $187,500 annually, with the majority of the costs covered by Human Services grant programs. The Administration Building will add about$115,000 in operational costs in 2012. The addition of a 20,000 square foot administrative building at the Southwest Weld County Service Center will add operational costs for the building of $95,000 in 2013. The Regional Crime Lab will add $185,000 in operating costs in 2010 that will be shared by the participating agencies. The Community Corrections Facility will add $185,000 in operating costs, which will be totally paid for by the Community Corrections grant programs. Staff for the operations of the facilities will come from shifting staff from departments in Greeley offices and operations. The special projects and Public Works facilities projects are primarily cosmetic enhancements to buildings that will not impact operating costs, but will improve the appearance and functionality of, the buildings involved. 384 CAPITAL EXPENDITURE FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final TAXES 4000 17500 4112 CURRENT PROPERTY TAXES 6,000,000 8,000,000 8,000,000 0 INTERGOVERNMENTAL 4000 17500 4340 GRANTS 750,000 8,000,000 8,000,000 0 MISCELLANEOUS 4000 17500 4610 EARNINGS ON INVESTMENTS 35,000 100,000 100,000 0 FEES 4000 17500 4730 OTHER FEES 250,000 300,000 300,000 0 TOTAL CAPITAL EXPENDITURE FUND 7,035,000 16,400,000 16,400,000 0 385 CAPITAL EXPENDITURES FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 7,535,000 16,400,000 16,400,000 0 TOTAL CAPITAL EXPENDITURE FUND 7,535,000 16,400,000 16,400,000 0 386 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURES BUDGET UNIT TITLE AND NUMBER: Capital Expenditures --4000-17500 DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in accordance with C. R. S. 29-1-301(1.2) April 5, 1984. Formerly Public Works - County Buildings Fund (Fund 33). ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Capital 9,367,309 6,375,000 16,400,000 16,400,000 Gross County Cost $ 9,367,309 $ 6,375,000 $ 16,400,000 $ 16,400,000 Revenue 11,949,234 500,000 8,400,000 8,400,000 Fund Balance (8,145,434) 0 0 0 Net County Cost $ 5,563,509 $ 5,875,000 $ 8,000,000 $ 8,000,000 Budget Positions -- -- -- -- SUMMARY OF CHANGES: 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. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2009 funding level of the Proposed Long Range Capital Plan for 2009 - 2013. The actual plan is on the pages immediately following. BOARD ACTION: Approved as recommended. 387 fferrm Wilk COLORADO 388 WELD COUNTY LONG RANGE CAPITAL PROJECTS FIVE-YEAR PLAN 2009 - 2013 Presented By: Donald D. Warden, Director Finance and Administration September, 2008 389 LONG RANGE CAPITAL PROJECTS FIVE YEAR PLAN 2009 - 2013 INTRODUCTION: Section 14-3 of the Weld County Home Rule Charter provides: "The Board may require that the Director of Finance and Purchasing submit, at the time of submission of the annual budget, a five-year capital improvements program and budget. Such program shall include recommended projects, construction schedule, estimate of cost, anticipated revenue sources, methods of financing, and such other information as may be required." This five-year plan projects capital improvements for 2009 - 2013. The recommended program for capital construction is intended as a guideline to be adjusted by the Board of County Commissioners on an annual basis. It represents flexible goals for organizing solutions to county program needs, and it is intended to provide the Board of County Commissioners with the perspective for making fiscal policy decisions. Annual modifications in the plan will reflect necessary adjustments and priorities, changes in programs, and readjustments of other county fiscal requirements. This report has four(4) sections: 1. Introduction 2. Financing Alternatives 3. 2009 - 2013 Five-year Plan 4. 2009 Budgetary Impact The section on financing recommends a program for funding the next five years' capital construction. This section lists the various sources of revenue currently available to the county, and the alternatives available for financing the remainder of the capital projects program. The 2009-2013 five-year plan section provides a list of recommended projects and the time schedule for the next five fiscal years. Additionally, it provides justification for the recommendation and attempts to enumerate problems and recommended solutions for the capital improvements program over the next five years. The project section describes each recommended project, and provides information on the existing situation, the proposed solution, and the financing plan for each project. The last section of the report provides a recommended 2009 budget for the capital construction program. It provides specific detail regarding each recommended project and the impact on the 2009 county budget. 390 FINANCING ALTERNATIVES 391 FINANCING Overview: There are a number of ways to finance capital improvement projects. Some of the most common methods are: 1. Pay as you go: Pay as you go is a method of financing capital projects with current revenues -- paying cash instead of borrowing against future revenues. Pay as you go has several advantages. First, it saves interest cost. Second, pay as you go protects borrowing capacity for unforeseen major outlays that are beyond any current year's capacity. Third, when coupled with regular, steady completion of capital improvements and good documentation and publicity, pay as you go fosters favorable bond ratings when long term financing is undertaken. Finally, the technique avoids the inconvenience and considerable cost associated with marketing of bond issues, advisors, counsel, printing, etc. However, there are practical and theoretical disadvantages to a pay as you go policy. First, pay as you go puts a heavy burden on the project year. Second, it creates awkward fluctuating expenditure cycles which do not occur with extended financing. Third, a long life asset should be paid for by its users throughout its normal life rather than all at once by those who may not have the use of it for the full term. Finally, when inflation is driving up construction costs, it may be cheaper to borrow and pay today's prices rather than wait and pay tomorrow's. 2. All borrowing policy: An all borrowing policy or a substantial reliance on debt financing is another approach. The annual available resources could be used entirely for debt service with the size of the annual resources setting the limit on the amount that could be borrowed. 3. Capital reserve: A capital reserve plan is an approach where the annual resources available could be accumulated in one or more capital reserve funds, the amounts invested, and when any funds become adequate to pay for a proposed project, the fund could be expended. This is a good approach when a county has a capital requirement which can wait. Accumulation of the necessary capital funds over a period of time is a feasible approach,assuming a relatively stable construction dollar. HB1111 passed in 1982 specifically provides for a capital improvements trust fund for capital reserves. 392 4. Partial pay as you go policy: A partial pay as you go policy is a common approach. Some of the annual resources would be used to finance capital improvements directly, and the remainder would go for supporting a debt program. Even if a local government pursues a borrowing policy, an initial down payment out of current revenues is a possibility. A customary five to ten percent down is a limited pay as you go policy, and assures that the voters authorizing the approval will make a cash contribution so all of the burden will not be postponed. 5. Joint financing: An ever increasing number of cities and counties are benefitting from joint development of a project. The construction of a city/county office building and recreational areas are examples. This avenue of funding and planning capital projects normally is advantageous to both jurisdictions. 6. Lease/Purchase: Local governments can utilize lease/purchase methods for needed public works projects by having it constructed by a private company or authority. The facility is then leased by the jurisdiction on an annual or a monthly rental. At the end of the lease period, the title to the facility can be conveyed to the jurisdiction without any future payments. The rental over the years will have paid the total original cost plus interest. This method has been used successfully in a number of jurisdictions. The utilization of a building authority would fall under this category of financing. Numerous considerations are involved in the selection of the foregoing approaches, or some combination thereof: 1. Political realities may preclude utilization of one or more of the above alternatives. For example, the passage of general obligation bonds as a debt financing mechanism has not met recent success at the polling places in most jurisdictions.. 2. The pay as you go concept has three distinct advantages. A. It provides great flexibility to the county for future periods of economic recession or depression but does not accumulate large fixed-charge costs. B. It avoids the payment of interest charges. C. It imposes upon public officials the full political responsibility for levy of the taxes necessary to pay the local share of such projects. 3. The debt financing approach has the advantage of spreading the cost over a generation of current users of public facilities, thereby imposing upon each a significant portion of the cost of each project. 4. In an inflationary period,one must take into account the extent to which prepayment for capital outlay is warranted, when the opportunity for repayment of the principal and interest in dollars that are less expensive can be arranged. 393 5. During periods of rapid rise in costs, the time delay necessary to accumulate down payments or full pay as you go resources invites higher costs which may wipe out most, if not all, of the advantages of non-payment of interest. In the five-year capital projects plan, a combination of funding methods will be recommended to finance capital construction in an attempt to balance the economy of a payment in full program with the fairness of sharing the burden among present and future taxpayers. This recommended financial program reflects consideration of many factors, including the availability of cash, anticipated interest rates at the time of construction, and projected inflationary cost increases that would result from project delays. 394 DEBT FINANCING Before discussing specific types of borrowing, it is appropriate to review some of the basic constitutional statutory provisions which generally are applicable to debt financing. Article XI, Section 6 of the Colorado Constitution provides that no debt may be created by a political subdivision of the state, unless the question of incurring such debt has been approved by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957). In addition to voter approval, Article XI, Section 6 requires the debt be incurred by adoption of a legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The ordinance must: 1. Set forth the purpose for which the bond proceeds will be applied, and 2. Provide for the levy of the tax which, together with such other revenues as may be pledged, will be sufficient to pay the principal and interest of the debt. The Constitution delegates to the Legislature the duty to establish statutory limitations on the incurrence of debt. The total amount of debt which a county may incur may not exceed 3 percent of the assessed value in the county, which is slightly over$108 million dollars in Weld County. Section 4 of Article X, Section 20 (TABOR Amendment) requires voter approval for any form of multi-year debt. It states that an election is required: "Except for the refinancing of district bonded debt at a lower interest rate or adding new employees to existing district pension plans, creation of any multiple-fiscal year direct or indirect district debt or other financial obligation whatsoever. without adequate present cash reserves pledged irrevocable and held for payments in all future fiscal years." In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies: "The incurring of indebtedness by the county and the issuance of evidences of such indebtedness shall be authorized, made and executed in accordance with the laws of the state, including the borrowing of money to fund county projects, the pledging of project revenues and repayment thereof, and the issuance of revenue warrants, or revenue bonds, or other forms of evidence of such obligations." Before discussing specific types of bonds, it is appropriate to review some of the general characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax which is an important feature to prospective purchasers. The term or the length of time to maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the higher the yields or return on investment demanded by the market price. Thus, a bond issue that runs thirty years will pay a higher net effective interest rate than a bond issue that runs twenty years. 395 General Obligation Bonds: General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the county. The county is obligated to levy sufficient taxes each year to pay the principal and interest of the bond issue. Consequently, general obligation bonds are a debt subject to the constitutional and statutory provisions discussed earlier. Because the issue of general obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes necessary to repay the principal and interest of the bond, it is generally agreed to be a more secure investment than other types of bonds. Thus, the major advantage of general obligation financing is the low rate of interest as compared to the interest of other types of bonds. The law permits general obligation bonds to have a thirty-year term; however, general obligation bond issues usually have terms of twenty years or less. General obligation bonds, in addition to being secured by full faith and credit of the issuer, may provide additional security by pledging certain available revenues. The major disadvantage of general obligation bonds is the fact that it does require voter approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond election. Revenue Bonds: Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue derived from the project to be constructed, not by pledge of the full faith,credit,and taxing authority of the county. Projects typically financed by revenue bonds include airports, stadiums, and park facilities. Under the TABOR Amendment, revenue bonds can only be used for enterprise funds and operations. Although it may seem possible to pledge any non-tax revenues for payment of revenue bonds, there should be a relationship between the type of revenue pledged for payment of the bonds and the project to be financed. Although revenue bonds need not comply with the constitutional, statutory provisions generally applicable to a debt,there are several statutory provisions which may affect the issuance of certain types of revenue bonds and the statutes should be consulted for specific provisions regarding the issue of revenue bonds if this method is considered. Revenue bonds are considered to be less secure than general obligation bonds because of the inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond twenty years, frequently as long as thirty years. The concept of issuing revenue bonds is based on the theory that certain projects which benefit only certain individuals should be self-supporting and should be paid for by the user of that project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air travelers and airlines and parking revenue bonds are paid for by users, etc. In order for a county to issue a revenue bond, the system which generates the revenues to repay the principal and interest of the bond must: 1. Have a good operating history documented by audited figures. 2. Reflect good debt service coverage through use of a feasibility study completed by a recognized expert in the field. 396 In analyzing a revenue bond issue for underwriting, an investment banker will look not only at operating statistics and coverages, but also at more basic elements, such as the necessity of the service, control over competition, and delinquency procedures. Revenue bonds are becoming more popular because they do not require voter approval and do not apply in statutory debt limits. Leases: A less traditional method of financing county facilities is a lease arrangement. A lease is executed with the county, which gives the county the option to purchase the equipment or facility during the term of the lease. All or part of the lease payments may be applied to the purchase prices. A bona fide lease option agreement is not a debt; however, an installment purchase program is a debt. A bona fide lease/option agreement is characterized by two factors: 1. Annual rental payments with automatic renewal of the lease unless terminated by either party, and 2. No obligation on the part of the local government to purchase the property if the lease is terminated. Also, some court cases indicate the annual rental must be paid from non-property tax revenues to avoid the lease being considered a general obligation. Upon exercise of the option, the local government obtains full legal title to the property. Leases of this nature are distinctively different from more conventional means of financing. Of primary importance is the security which underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the system. Rather, it is usually a promise to pay only one year at a time, with an implied intention to continue payment until ownership is transferred. As ultimate security, the holder of the lease may look to the asset which is being leased in the event of a default. There is little statutory or judicial guidance in the area of leases of this type, and the obligation to continue lease payments until title transfers is a moral, rather than a legal obligation. As a consequence, the underwriting or placement of a lease is more difficult than the underwriting of conventional bonds. The term of the leases generally are short, usually from seven to ten years. Because the security underlying the lease is not good compared with conventional financing, interest rates on leases are higher. Building Authority: A building authority is a non-profit corporation which generally is formed at the request of the governing body of the county or local jurisdiction,which also appoints the Board of Directors of the corporation. Weld County created such an authority in 1987 named the Weld County Finance Corporation. The directors are the Director of Finance and Administration, County Attorney, and Director of Public Works, each appointed for ten year terms. 397 The building authority issues its own bonds to finance a facility. To achieve the same lower interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling from the Internal Revenue Service that the interest on the authority's bonds is exempt from Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are issued on behalf of a political subdivision, which is determined based upon the following factors as detailed in IRS Revenue Ruling 63-20. 1. The authority engages in activities which are essentially public in nature. 2. The corporation is not organized for profit. 3. The corporate income does not inure to the benefit of any private person. 4. The political subdivision has a beneficial interest in the corporation, while the indebtedness is outstanding, and it obtains full legal title to the property on the retirement of the debt. 5. The corporation has been approved by the political subdivision which has approved the specific obligation of the corporation. Like municipal bonds, bonds issued by a corporation usually are subject to registration and other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After receiving a favorable ruling from the IRS, a "no action" letter should be secured from the Security and Exchange Commission, exempting the authority's bonds from these requirements. The authority then issues bonds pledging the annual rental payments as security. After issuance of bonds and construction of the facilities, the authority leases the facilities to the county. Again, this must be a bona fide lease and possess all the elements discussed under Lease/Purchase. The bonds of a building authority are similar to municipal leases in the manner in which they are, viewed by investors. As with a simple municipal lease, building authority bonds are less secure than general obligation or revenue bonds. As a result, bonds issued through a building authority bear higher interest than more secure issues. Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing assignment of proportionate undivided interests in rights to receive certain revenues in the form of a lease or rental amount for the purpose of providing funding for capital improvements. The lease and COP do not constitute a general obligation or other indebtedness of the county within the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a year-to-year obligation. The use of Certificates of Participation(COP)has been the only debt vehicle Weld County has ever used in the implementation of its debt policy options. The only COP issued by Weld County was done in 1997, and was paid off August 1, 2007. No outstanding debt exists for Weld County. 398 BUILDING AUTHORITY FINANCE The Philosophy: Tax-exempt financing is available through a building authority with the issuance of bonds when the facilities financed are for public purposes and the benefit is to the sponsoring public entity. The Building Authority: A building authority is a Colorado non-profit corporation created by the county itself. The county adopts a resolution calling for the creation of the Building Authority and directing counsel to draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of directors is formed. The board may consist of County Commissioners or administrative personnel or individuals not associated with any public entity. The Weld County Finance Corporation, created in 1987, consists of the Director of Finance/Administration, County Attorney, and Director of General Services as directors. Tax-Exemption of Interest: Once the non-profit corporation is created, the tax-exempt nature of interest paid on the corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a)1 and Revenue Ruling 63-20, and on the tax-exempt status of interest paid. Such an application involves considerable work and a detailed analysis of the situation which is presented to the Internal Revenue Service. The application includes information as to public purpose, the county, the agency using the facilities, the proposed lease terms, terms of title, reversion to the county and the proposed method of financing. Corporate Bonds and the S.E.C.: As corporate bonds are subject to registration requirements of the Securities and Exchange Commission, a "no action" letter must be obtained from the S.E.C. In essence, the S.E.C. says that no action will be taken if the bonds of the building authority/non-profit corporation are not registered. The Purchase Contract: Once the building authority is created with powers to act, it may enter into a contract to purchase the facility. The contract should be subject to: 1. A favorable revenue ruling from the Internal Revenue Service. 2. Receipt of an S.E.C. "no action" letter. 3. Finalization of financing. 399 The Bond Issue: When all legal and tax questions are answered the building authority may issue bonds for the purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells the bonds to the ultimate investor. The bonds that are issued will be an obligation of the building authority only and not a debt obligation of the county. The County Lease: Upon the issuance of the bonds and the purchase of the building by the building authority, the county can lease the building from the authority. The lease would be from year-to-year with automatic renewal unless otherwise terminated. A county lease for any period in excess of one year constitutes a debt and must be approved by voters. The Bond Security: The security of the bond holders may be only in a pledge of lease revenues by the authority. The bond holders may also have a first mortgage lien on the building. The combination of the two results in a more secure bond and a correspondingly lower rate of interest. Partial Seller Financing: Depending on factors such as the seller's motivation, whether there is an existing loan on the building,and negotiations,a bond issue can be for only the amount necessary for a down payment. The sellers can carry back the balance, receiving installment sale tax benefits on the capital gains.. A revenue ruling would be required, however, interest paid on a promissory note to the seller may also be tax exempt. The total cost to the county and the building authority then may be substantially lower on this basis. 400 COMPLETED CAPITAL PROJECTS 2003- 2007 Actual Actual Actual Actual Actual Requirements Total 2003 2004 2005 2006 2007 Centennial Complex $ 4,378,072 $ 260,851 $2,457,424 $1,009,526 $ 21,400 $ 628,87 Courthouse 411,147 48,735 264,443 97,9E West Annex 190,633 179,783 10,850 Downtown Parking / Future Expansion 790,212 748,333 41,879 Planning Building 495,727 495,727 Grader Sheds 331,938 151,926 180,01 Human Services 34,455 34,455 Health Department 17,576 17,576 Island Grove 969,493 136,704 34,717 44,627 753,445 Jail 24,762,589 5,053,255 265,562 269,087 8,182,712 10,991,97 Sheriff's Admin Bldg 32,222 32,222 No. County 2,087,561 178,554 1,909,007 Complex Public Works 219,340 101,959 53,010 64,37 Social Services 518,469 17,546 500,92 Southwest Complex 23,917 23,917 Southeast Complex 5,036,889 206,432 1,371,376 2,492,806 966,27 Training Center 11,068 11,068 North Admin Bldg 2,128,789 929,713 1,199,076 Alternative Use Bldg 1,887,721 1,887,72 Building & Grounds Headquarters 755,685 755,68 Miscellaneous 1,216,339 28,624 148,844 500,073 309,525 229,27 $ 46,299,842 $5,875,889 $6,582,520 $4,497,990 $13,040,370 $16,303,07 NOTE: Expenditures listed in year incurred. 401 FIVE YEAR CAPITAL PROJECTS PROGRAMS 2009 - 2013 Requirements Total 2009 2010 2011 2012 2013 Capital Reserve $ 16,650,000 $ 3,050,000 $ 6,950,000 $ 2,250,000 $ 1,400,000 $ 3,000,000 Jail Expansion 0 0 0 0 0 0 SW Administration 4,000,000 0 0 0 4,000,000 0 Storage Garage 0 0 0 0 0 0 Courts 1,500,000 0 0 0 1,500,000 0 Social Services 0 0 0 0 0 0 Admin Bldg 5,000,000 0 0 5,000,000 0 0 Misc Projects 500,000 100,000 100,000 100,000 100,000 100,000 SS Parking 0 0 0 0 0 0 Grader Shed 0 0 0 0 0 0 PW Projects 500,000 250,000 250,000 0 0 0 Regnl Crime Lab 8,000,000 8,000,000 0 0 0 0 DA Building 4,000,000 0 0 0 0 4,000,000 Southeast Admin 0 0 0 0 0 0 Community Corr. 5,000,000 5,000,000 $ 45,150,000 $16,400,000 $ 7,300,000 $ 7,350,000 $ 7,000,000 $ 7,100,000 402 RESOURCE CAPACITY ***************** FUNDING SOURCES ***************** CASH FLOW ANALYSIS 403 CAPITAL EXPENDITURES FUND RESOURCE CAPACITY 2009 - 2013 PROPERTY GRANTS FEES TOTAL TAX INTEREST 2009 $ 8,000,000 $ 8,000,000 $ 100,000 $ 300,000 $16,400,000 2010 6,000,000 800,000 200,000 300,000 7,300,000 2011 6,000,000 750,000 300,000 300,000 7,350,000 2012 6,000,000 0 600,000 400,000 7,000,000 2013 6,000,000 0 700,000 400,000 7,100,000 404 CASH FLOW ANALYSIS BEGINNING ENDING FUND REVENUE RESOURCES FUND BALANCE EXPENDITURES BALANCE 2009 $ 0 $ 16,400,000 $ 16,400,000 $ 13,350,000 $ 3,050,000 2010 3,050,000 7,300,000 10,350,000 350,000 $ 10,000,000 2011 10,000,000 7,350,000 17,350,000 5,100,000 $ 12,250,000 2012 12,250,000 7,000,000 19,250,000 5,600,000 $ 13,650,000 2013 13,650,000 7,100,000 20,750,000 4,100,000 $ 16,650,000 405 CORRECTIONAL FACILITY Existing Situation: The Centennial Complex Jail was constructed in 1978, and was remodeled three times to increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed with 160 beds, and all the core service facilities. The North Jail Complex is currently designed for a build out of 640 beds, but the site can accommodate a 960-bed facility. Each phase would be in increments of approximately 160 - 226 beds. Jail population continues to grow in Weld County. Phase II has been completed and opened in January, 2004. Phase II added 226 beds based upon the design. Construction of Phase II allowed for the closure of the Centennial Jail and conversion of the space to accommodate Court needs. Phase III which added 374 beds, was constructed in 2006 - 2007, and was opened in February 2008. Proposed Solution: It is proposed that additional phases of the North Jail Complex be constructed in increments of 160 -226 beds as needed. The total project of approximately 211,355 square feet will be constructed in phases. The first phase constructed in 1997 was 125,775 square feet. It included the core service facilities,such as kitchen,administrative offices,medical detention,booking area,and lobby to accommodate 640 inmates. Phase II has 226 beds and is both maximum and medium security to accommodate the projected inmate classifications. Phase II was constructed in the 2002-2003 time frame and became fully operational as of 2004. Phase III has 374 beds and was constructed in 2006 -2007. Financing: It is recommended that the county budget$16,650,000 in the 2009 -2013 capital plan budget for 350 additional beds. In addition, $3,000,000 for operation of the additional jail must be programmed into the operational budget plan for 2014. Nothing will be in the Capital budget in 2009 for jail construction. 406 WELD COUNTY BUSINESS PARK Existing Situation: In 1987 Weld County acquired 160 acres located in the southwest corner of"O" Street and North 11th Avenue in Greeley. Funds for the property came from the sale of the Health Building. Proposed Solution: The property is large enough to allow for future consolidation of county facilities in one area. The utilities and site improvement were developed in 1988 at an estimated cost of$1,750,000 with the aid of a$630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000 square foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres have been developed for building and storage sites and approximately 60 acres can be mined for gravel and reclaimed in an attractive way. The new correctional facility is located on this site, as well as Human Services, Health Department, Household Hazardous Waste Building, Training Center, Motor Pool, Public Works, Law Administration, Buildings and Grounds, Alternative Programs Facility, and two administrative buildings. A portion of the property was made available for commercial development and offered at no cost or low cost to private parties for economic development incentives. A PUD was approved for land use purposes in 1989. Financing: Development, using future years' funds, is programmed into the long-range plan under specific projects, which include a correction facility ($16,650,000), Community Corrections Facility ($5,000,000), and Administrative Facility ($5,000,000). 407 GRADER SHEDS / STORAGE BUILDING Existing Situation: The county currently has 18 grader sheds throughout Weld County, to accommodate road maintenance functions in all sectors of the county. The grader sheds are in various conditions, ranging from good to needing replacement. Seventeen have recently been replaced -- Nunn (1981), Gwonda (1982), Vim (1983), New Raymer (1984), Mead (1985), Rockport(1986), Kiowa (1987), Severance (1987), Gilcrest (1989), Ault (1989), Briggsdale (1991), Keenesburg (1994) Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001), Galeton (2003), and New Raymer (2004), and Rockport (2007). In addition, four ice control storage buildings were constructed in 2001- 2003. An additional storage facility at the Public Works Headquarters was built in 2003. A new Buildings and Grounds facility was built in 2007, and the old facility was converted to a storage garage for emergency vehicles. Proposed Solution: An analysis of existing grader sheds determined which are required for the operational functions of the road maintenance operation in Weld County. In the process some have been sold, others consolidated, and some identified for replacement. In cases where existing grader sheds will accommodate the maintenance function, it is suggested that attention be given to those sheds that need maintenance or major improvements. Where necessary, replacement sheds have been identified. Additional storage buildings are needed, as well as office space. Financing: The county, since 1982, has totally reconstructed and upgraded all grader and road maintenance facilities. The county should continue a sound maintenance and replacement program, so the buildings do not fall into the disrepair condition they were in prior to 1982. The funding mechanism' should be a pay-as-you-go function out of the Capital Fund. Funds in the amount of$250,000 per year in 2009 - 2011 are included for other Public Works facilities. 408 JUSTICE CENTER Existing Situation: The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings. It provides for the space needs of the 19th Judicial District. Under state law the county is obligated to provide and maintain the facilities for court related activities. The Courthouse was built in 1917 and is maintained on the Federal Register of Historical Buildings. After many remodels and upgrades it still functions as the main court facility for Weld County. In the mid-1980's two buildings across the street from the Courthouse were acquired and remodeled to house the Probation Department. In 2001, the West Courthouse Annex Building was acquired to house the District Attorney Juvenile Division. As the population grows and court related activities grow the space requirements continue to expand. Four courtrooms were added in 2008. Proposed Solution: With the growing needs of the courts it will require that the county convert the Centennial Center, including the jail, to courtrooms and court-related offices. With the construction of Phase II of the North Jail, the Centennial Jail was closed and remodeled into court-related space in 2004. All Sheriffs office administrative functions, along with Communications and Records, were moved to the new Public Safety Administrative Building next to the North Jail in 2003. Over time the entire Centennial Complex will become court-related space, as well as the two annex buildings to the west and east of the Courthouse. In 2004, three additional district courtrooms were created, a juvenile courtroom, and one additional county courtroom, and in 2007 four additional court rooms were built. These courtrooms will supplement the current vacant district courtroom and the visiting judge courtroom to accommodate four anticipated additional judges through 2011. The first floor of the Centennial Jail has been converted into courtrooms. The second and third floors of the jail are being remodeled for additional court and office facilities. First floor Centennial offices were' converted into office space for the Clerk to the Court. The space in the Courthouse occupied by the Clerk to the Court was converted into a district courtroom. Space occupied by the Weld County Commissioners and administrative functions will be converted to court-related space after these functions move to a new administrative building sometime after 2011. Financing: The county can accommodate court related activities in the space of the Justice Center for several years. In addition, the block to the southeast of the Centennial Complex has been acquired by the county and converted into a parking lot. In the future when the need arises, that block can serve as a site for court building expansion and a parking garage structure to accommodate court space needs. Also, in the next decade it may be necessary to have court facilities in the southern part of Weld County where the population is growing at a rapid rate. The funding mechanism for all court facility needs should be a pay-as-you-go function out of the Capital Fund. The following page is a schedule of proposed conversion of Justice Center space. 409 CAPITAL PLAN FOR JUSTICE CENTER YEAR CURRENT USE NEW USE COST 2008 Vacant Work Release (30,000 sf) $ 4,275,000 2008 Second Floor Old Jail 2 Courtrooms $ 1,500,000 2008 Third Floor Work Release 2 Courtrooms $ 1,500,000 2008 Third Floor Work Release DA Offices $ 1,000,000 2011 Vacant Administrative Bldg. $ 5,000,000 2012 Planning Probation $ 100,000 2012 Third Floor Centennial 2 Courtrooms $ 1,200,000 2012 First Floor Centennial 1 Courtroom $ 200,000 2013 Vacant DA Building $ 5,000,000 2014+ Third Floor Centennial (DA) 2 Courtrooms $ 750,000 2014+ Second Floor Centennial 2 Courtrooms $ 750,000 2014+ First Floor Centennial (DA) Court Offices $ 200,000 410 ALTERNATIVE PROGRAMS BUILDING Existing Situation: Alternative programs are currently housed in the old jail and in the West Courthouse Annex. As jail crowding becomes more and more of a problem, the alternative programs, such as work release and pre-trial programs, are used more and more by the Court. The programs currently occupy approximately 20,000 square feet. The space that the programs occupy is needed for courtrooms and Probation office space. Proposed Solution: To accommodate the space needs of the alternative programs and allow for growth in the programs, a 30,000 square foot building is proposed. The facility will be constructed in the Weld County Business Park. This puts the facility in closer proximity to the jail for support services. Financing: The new 30,000 square foot Alternative Programs Building was completed in 2008. 411 LAW ENFORCEMENT ADMINISTRATION BUILDING Existing Situation: Growing needs of the courts require that the county convert the Centennial Center, including the jail, to courtrooms and court-related offices. With the construction of Phase II of the North Jail, the Centennial Jail will be closed and remodeled into court-related space. In addition,all Sheriff's office administrative functions, along with the Communications and Records, was relocated in 2004 to accommodate the courts. Proposed Solution: Since the entire jail operation was moved to the North Jail there are logistical advantages to relocate all Sheriff office functions near the jail site. To accommodate the space needs of the Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in 2002. The building houses the Sheriffs office functions, Communications, and Records. This allows for the consolidation of all criminal justice functions at one site with the exception of patrol substations. Financing: The new Public Safety Administration Building was constructed in 2002. Funds in the amount of $2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building. In 2009, the Records Unit will be moved from the Law Enforcement Administration Building to the former Human Services Building to free up space for the Sheriffs Office. 412 REGIONAL CRIME LAB Existing Situation: Currently the county has a crime lab located in the basement of the Centennial Complex. The space is inadequate to meet the size and program requirements. Weld County is taking the lead to create a regional crime lab for Northern Colorado that would house approximately 40 crime lab staff members from various law enforcement agencies and CBI. The crime lab will be located on the University of Northern Colorado Campus in order to offer classes and internships for UNC students wanting crime lab experience and education through the criminal justice program. Proposed Solution: The proposed regional crime lab facility will consist of two floors (20,000 square feet per floor), for a total of 40,000 square feet. It will be located on the University of Northern Colorado Campus and will contain private and open office areas;waiting areas, lobby space, meeting/conference rooms, elevator(s),complete laboratory and forensics discovery area. It will be fully fire sprinkled. Building construction will be similar to those county facilities recently constructed at the Weld County Business Park. The construction will also incorporate some of the elements of the design criteria for the University of Northern Colorado. Financing: The new regional crime lab will be constructed in 2009 on the UNC campus. Land has been donated by UNC. An Energy Impact Grant in the amount of$6,000,000, along with $2,000,000 in county funds, will fund the construction portion of the project. 413 COMMUNITY CORRECTIONS FACILITY Existing Situation: The Community Corrections program has been operated by private contractors since its inception in Weld County in the early 1980's. The facility that the contractors have used is the site known as The Villa, which is old dormitories on the UNC campus. UNC has encouraged the Community Corrections Facility to move off campus due to the facility housing convicted felons that are returning to the community from the Colorado Department of Corrections. Recently, there have been problems with the contractor that owns the facility providing the community correction services. The county realizes that without a county-owned community corrections facility it limits the county's choices for a contract provider of the service and the option of the county operating the facility itself through the Sheriff's Office. Proposed Solution: The Board of Weld County Commissioners, in May 2008, made the decision that the county should construct its own Community Corrections Facility in the Weld County Business Park. The site will be at the entrance of the park at the northwest corner of 11th Avenue and H Street. A 30,000 square-foot building will be constructed in 2009 to accommodate the program. Financing: The new Community Corrections Facility will be constructed in 2009 in the Weld County Business Park. An Energy Impact Grant in the amount of$2,000,000,along with$3,000,000 in county funds will fund the project. 414 DOWNTOWN GREELEY PARKING AND LAND Existing Situation: The Courthouse and Centennial Center are located in the center of downtown Greeley. The future plans are for these facilities to be the judicial center for the 19th Judicial District that serves Weld County. Parking has been a long time problem in the area for citizens using the facilities. In addition, as Weld County looks to the future there will be a need to have land to locate future court facilities. The court administration is insistent upon having a centralized location, since other jurisdictions have had logistical problems attempting to split court facilities into more than one location. As a result, there is a need to acquire land adjacent to the current location to accommodate future court facilities. Proposed Solution: In July, 2003, the county purchased a portion of an adjacent block of property to the Centennial Complex and Courthouse to allow for surface parking in the immediate future, and to provide future building sites for future court facilities. Opportunity existed to purchase approximately 100,000 square feet adjacent to the current facilities in 2003. The parking was developed in 2004, and needed facilities can be constructed on this site in the future. Financing: In 2003, fund balance from the General Fund in the amount of$1,500,000 was transferred to the Capital Expenditure Fund to acquire the site and put money aside for the parking improvements in 2004. Approximately 250 parking spots have been developed to serve the area. As portions of the site are needed for court building sites, a parking structure can be built to accommodate added, parking needs or land to the east or south of the site can be acquired for surface parking. 415 ADMINISTRATIVE OFFICE BUILDING Existing Situation: The long term plan with the development of the Weld County Business Park was for the eventual move of all administrative functions of the county to the business park. All of the functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer, Clerk and Recorder, and Planning were relocated to the business park. With the future space demands of the courts it is anticipated that the remaining county administrative functions at the Centennial Complex will need to be relocated to the Weld County Business Park within the next 10 years. This will leave the Centennial Complex as a justice and law enforcement center exclusively. Proposed Solution: In order to accommodate the court's space needs and the county's administrative functions it will be necessary to construct a new administrative facility at the Weld County Business Park in the next 10 years. To accommodate the space needs of the existing administrative functions and plan for future growth it is anticipated that a building comparable to the new Health Building will be required. Financing: It is recommended that in the Capital Improvement Plan that the county begin to accumulate funds in a reserve for the future construction of a new administrative building. Estimated costs for the facility will be $5,000,000. In the ten-year Capital Improvement Plan $5,000,000 is reserved for 2011. 416 SOCIAL SERVICES BUILDING ANNEX Existing Situation: The Social Services Building was acquired in the 1970's and in the mid 1990's an annex was added. In 2005,additional land was purchased,adjacent to and south of the two existing buildings. The additional land will accommodate another 20,000 square foot building and parking. Proposed Solution: It was proposed that a new 40,000 square foot building be constructed in Greeley on the Social Services site in 2008. The building will accommodate the current services, plus allow room for future expansion and consolidation of the Human Services and Social Services Departments. Financing: The building was constructed in 2008. Funds in the amount of$6,000,000 were budgeted in the 2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in the amount of$500,000. 417 SOUTHWEST COUNTY SERVICE CENTER Existing Situation: The Southwest County Service Center was developed in 2000-2001. With the growth in the area, additional facilities will be required to house all the County functions required to service the area. Proposed Solution: It is proposed that an additional 20,000 square foot building be constructed on the Southwest Weld County Service Center site in 2013. The building will accommodate the current services, plus allow room for future expansion of services in the area. Financing: The building will be constructed in 2013. Funds in the amount of$4,000,000 are budgeted in the 2013 budget for the 20,000 square foot building. 418 SOUTHEAST COUNTY SERVICE CENTER Existing Situation: The Southeast County Service Center was acquired as a used building in the early 1980's from the City of Fort Lupton. With the growth in the area, the building was no longer large enough for the functions located in the building, and the building was in need of remodeling. Proposed Solution: In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five-acre site. The building accommodates the historic services provided, plus Probation and increased Social Services. The location of the building in east Fort Lupton will better accommodate not only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Financing: The building was constructed in 2006. 419 MISCELLANEOUS PROJECTS Existing Situation: Each year there are several small projects to update or renovate county facilities, provide for new county programs, and remodel to accommodate changing programs or meet new legal standards. An approach which provides miscellaneous funds of this nature can prevent postponing necessary remodeling of facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers. In addition, such an approach can also make better utilization of existing facilities in order to avoid the acquisition of new space and facilities. Carpet replacement should be included in this category. Proposed Solution: It is recommended that an amount of$100,000 per year be set aside for such projects in the Long Range Capital Projects Plan. Financing: It is recommended the county budget $100,000 in each future year. 420 ACCUMULATIVE CAPITAL OUTLAY/CONTINGENCY Existing Situation: If Weld County is to embark upon a number of ventures in capital projects over the next five years, it is suggested the county proceed very cautiously and very conservatively in the area of financing. To do this, it is suggested that a contingency be set aside each year on a pay as you go basis to accommodate unanticipated cost increases or emergency situations which cannot be foreseen at this time. If the contingency amount is accumulated over the next five years, it can be used as a reserve for the capital projects program in future years, or it can be used as a funding mechanism in years beyond 2013. The primary reserve would be for a future correctional facility or other facilities at the North County Complex and southwest and southeast County administrative office sites. Proposed Solution: Budget any carry-over amount each year on a contingency basis that ultimately could be used to meet any contingency or emergency situation, or could be used as an accumulation of capital outlay funds for funding of projects beyond 2013. Financing: It is recommended that the county budget fund balance carry-overs in the capital fund each year as a contingency. 421 MISCELLANEOUS FUNDS 422 AIRPORT Existing Situation: The Weld County Board of County Commissioners, with approval of the Airport Master Plan, committed to participate in certain enhancements at the Airport facility, especially those enhancements that will ensure the safety of airport operations. If the Board decides to continue to participate in the joint funding of the Greeley/Weld County Airport Authority with the City of Greeley, funds should be provided for in the Long Range Capital Projects Plan to accommodate the FAA ADAP program during the next five years. Funds can also be made available to maintain FAA constructed facilities. Proposed Solution: In the Long Range Capital Projects Plan for 2009, funds are included to accommodate capital improvements at the Greeley/Weld County Airport. If funding is provided, it should be for projects that emphasize safety features and other essential enhancements to the current operation. Financing: Funding, in the amount of$15,000 is required in the Airport's 2009 Capital Improvement Plan. 423 8 8 i E. 0 8 a 0 8 '.i 0 8 °R 8 7 8 -w', v t, 8 L11 4 m P 2$ 4 m 0 N 0 �� a' 4 V "'_ 1 4 N 0 1 V4 Nlirg„ p. Akt 'II is � n • 8 8 9 po i s 8 8 e�4. 8 8 d 8pc- e x 4. 8 a fr c1.4‘ , el tit. r' fj.,— f,: . . 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With the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $396,000 per year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion. Proposed Solution: The Board has the option to use the funds in the following ways: 1. Maintain and improve Island Grove Park. 2. Maintain and improve the Missile Site park. 3. Acquire and maintain open space. 4. Develop and maintain trails. 5. Other project requests from throughout the county. Financing: In addition to Conservation Trust Funds, it is recommended that the county finance parks and' recreation projects at a level of$32,000 in the General Fund from property taxes. Funds from 2009 forward are uncommitted. 425 ISLAND GROVE Existing Situation: Weld County and the City of Greeley currently have certain joint ventures and commitments to develop the Island Grove Park facility. Some discussion has been held regarding the creation of an Island Grove Park Authority for development and management of the facility. Proposed Solution: If the Board of County Commissioners decides to continue participation in the development of the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be used to the maximum amount prior to use of county general tax funds. Financing: It is recommended that the county finance any Island Grove enhancements with Conservation Trust Funds resulting from the lottery to the maximum amount possible prior to use of general county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been committed to the maintenance of an indoor arena facility. Also, in 2000 the County contributed$1,500,000 towards the construction of the indoor arena facility, known as the Island Grove Community Building. The facility was constructed and will be maintained jointly by the City of Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund budget to add air conditioning to the Island Grove Community Building. The county paid $1,500,000 in 2006 for the Island Grove Park Master Plan that covers improvements to the park for the next 10 - 20 year period. 426 PROPRIETARY FUNDS SUMMARY Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service Funds are established to account for goods and services provided to other departments of the county on a cost-reimbursement basis. Enterprise Funds account for departments providing services primarily to third party payers. PARAMEDIC SERVICE ENTERPRISE FUND: The Paramedic Service is funded totally from 2009 projected fees of $8,598,199 with no county subsidy. Total expenditures include $4,310,174for salaries, $266,564 for bad debt allowance, $162,129 for depreciation, and the remainder for services and supplies. The budget for new equipment is $250,000. MOTOR VEHICLE FUND: The Motor Vehicle Fund accounts for the revenue and costs generated by equipment and vehicles rented to other county departments. The gross operating budget amounts to$8,516,500 in 2009,with$2,336,700 budgeted for new capital equipment. The budget reflects the continuation of the contract fleet management approach adopted by the Board in August 1984. Depreciation is$2,500,000 for new equipment purchases, plus sale of surplus items of$516,500. HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's self-insurance program which includes health, dental, and vision coverage. Details of the program and coverage are found under the specifics of the fund summary. In 2009,the county will continue with only dental and vision being self-insured. Health coverage will be provided by a private company on a partially self-insured basis. INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The program is a combination of insured risks and protected self-insurance risks. Gross budget costs are$1,830,000 in 2009,with a property tax levy of$1,500,000. Details of the program are provided' under the specifics of the fund summary. PHONE SERVICE FUND: Budget reflects total consolidation of phone service costs of$1,380,705 in Weld County. Funding is at current level and reflects capital upgrades of$250,000. WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County Finance Corporation,which accounts for the lease purchases of county buildings. As of August 1, 2007, there are no longer any active leases. Weld County has no long-term debt. 427 PARAMEDIC SERVICES FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final INTERGOVERNMENTAL 5000 23100 4340 GRANTS 77,120 38,400 38,400 0 CHARGE FOR SERVICES 5000 23100 4410 CHARGE FOR SERVICES 14,466,014 15,436,771 15,436,771 0 5000 23100 44101 MEDICARE/MEDICAID ADJUSTMENT (6,883,800) 6,876,972 6,876,972 0 TOTAL CHARGE FOR SERVICES 7,582,214 22,313,743 22,313,743 0 MISCELLANEOUS 5000 23100 4730 OTHER FEES 8,606 0 0 0 5000 23100 4820 COMPENSATION FOR LOSSES 9,788 0 0 0 TOTAL MISCELLANEOUS 18,394 0 0 0 TOTAL PARAMEDIC SERVICES FUND 7,677,728 22,352,143 22,352,143 0 428 PARAMEDIC SERVICES FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 5000 23100 AMBULANCE 7,677,728 8,837,154 8,598,199 0 TOTAL PARAMEDIC SERVICES FUND 7,677,728 8,837,154 8,598,199 0 429 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PARAMEDIC SERVICE ENTERPRISE FUND BUDGET UNIT TITLE AND NUMBER: Paramedic Service -- 5000-23100 DEPARTMENT DESCRIPTION: The Weld County Paramedic Service responds to both routine and emergency calls for the county. It is an advanced life support(paramedic)provider. Personnel and vehicles are stationed in Greeley, Evans, and Fort Lupton. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,877,870 $ 4,142,635 $ 4,549,129 $ 4,310,174 Supplies 404,849 294,380 313,000 313,000 Purchased Services 654,121 531,107 755,555 755,555 Fixed Charges 3,642,601 2,459,606 2,969,470 2,969,470 Capital 344,319 250,000 250,000 250,000 Gross County Cost $ 8,923,760 $ 7,677,728 $ 8,837,154 $ 8,598,199 Revenue 8,652,954 7,677,728 8,837,154 8,598,199 Net County Cost $ 270,806 $ 0 $ 0 $ 0 Budget Positions 50 51 55 51 SUMMARY OF CHANGES: It is proposed to increase full time personnel by four to 55. This represents two Emergency Medical Technician Paramedics and two Emergency Medical Technicians Basics being added to staffing. The additional personnel will provide 12 hours of coverage per day, seven days per week in the Johnstown and Milliken Fire Districts of Weld County. Milliken and Johnstown Fire Districts are approaching 700 calls per year. Response times are below Performance Measures for Weld County Paramedic Services for fire districts of similar size and population. The increased volume requires the additional coverage to meet Performance Standards for Response Times. The cost of these additional staff members is $238,955. Supplies are up $18,620. Medical supplies are up $20,000 and uniforms are up $10,000 with offsetting reductions in small equipment ($10,000)and other supplies ($1,380). Services are up $224,228. The largest increases are in vehicle costs ($150,321), collection expenses ($58,366), phones ($17,616), data processing ($8,455) and training ($3,273). There were offsetting reductions in repair and maintenance($15,000)and other miscellaneous accounts. Fixed Charges are up $509,864 primary due to bad debt allowances. Capital of $250,000 includes computer equipment ($10,000), radios ($25,000), and $205,000 for the re-chassis of one vehicle and one new ambulance. 430 PARAMEDIC SERVICE (CONTINUED) 5000-23100 SUMMARY OF CHANGES (CONTINUED): Revenues are budgeted at $8,598,199. The department recommends the bundling of rates to collection. Pending the results of the Departmental Performance Analysis a work session and presentation will address this issue. OBJECTIVES: 1)To keep the Ambulance Service on a self-supporting (zero subsidy) basis; 2) To maintain maximum possible collection ratios; and 3) To develop stable revenue sources. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Total Calls For Service 13,282 13,832 14,523 # Patients Evaluated/Treat/Air Transport 900 1,022 1,073 #Transported Patients 8,866 9.214 9,675 Total Transport Mileage 68,911 78,390 88,000 # Dry Runs: No Patient/Cancelled 2,792/860 2,824/772 2,965/819 Efficiency Measures FTE's per 10,000/capita 2.20 2.26 2.26 Per capita cost(county support) $0.00 $0.00 $0.00 Receipts/Charges Ratio w/contractual 30% 30% 30% Receipts/Charges Ratio w/o contractual 62% 62% 62% Effectiveness Measures (desired results) Cardiac Alert Program: Door to Cardiac 100% @ 100% @ 100% @ Cath Times <90 minutes 49 min 34 min 30 min Fractile Emergency Response Times (<9 minutes 90% of calls) - Weld County 70% 70% 70% Fractile Routine Response Times (<15 minutes 90% of calls)- Weld County 91% 90% 90% 431 PARAMEDIC SERVICE (CONTINUED) 5000-23100 FINANCE/ADMINISTRATIONRECOMMENDATION: The budget as requested is recommended, except the four additional staff($238,954). The call volume may be up, but the revenue and cash flow will not support the increase at this time. If there is evidence in 2009 that the cash flow is improving due to volume, then the four positions can be reconsidered mid-year 2009. Revenues in the recommended budget have been adjusted accordingly. BOARD ACTION: 432 MOTOR POO FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 6000 96300 4410 CHARGE FOR SERVICES 4,000,000 5,500,000 5,500,000 0 MISCELLANEOUS 6000 96300 4680 OTHER 2,300,000 2,500,000 2,500,000 0 6000 96300 4810 GAIN LOSS ON SALE 288,500 516,500 516,500 0 6000 96300 4820 COMPENSATION FOR LOSSES 100,000 0 0 0 TOTAL MISCELLANEOUS 2,688,500 3,016,500 3,016,500 0 TOTAL MOTOR POOL FUND 6,688,500 8,516,500 8,516,500 0 433 MOTOR POOL FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 6000 17550 VEHICLE REPLACEMENT 2,566,000 2,371,700 2,331,700 0 6000 96300 COUNTY SHOP 6,518,500 8,516,500 8,516,500 0 TOTAL MOTOR POOL FUND _ 9,084,500 10,888,200 10,848,200 0 434 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IS - MOTOR POOL BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment-- 6000-17550 DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Capital 2,893,623 2,470,000 2,331,700 2,331,700 Gross County Cost $ 2,893,623 $ 2,470,000 $ 2,331,700 $ 2,331,700 Revenue 0 0 0 0 Net County Cost $ 2,893,623 $ 2,470,000 $ 2,331,700 $ 2,331,700 Budget Positions - - -- -- - - SUMMARY OF CHANGES: See listed equipment on next page. OBJECTIVES: N/A FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 435 IGA EQUIPMENT Request Recommend Approved Sheriff: Patrol Vehicles (9) $ 143,500 $ 143,500 Cargo Van (1) 43,300 43,300 SUV 4X4 (4) 112,000 112,000 SUV 4X2 (2) 50,000 50,000 Civilian (6) 129,000 129,000 Animal Control: 3/4 Ton Extend Cab (1) 21,400 21,400 OEM: Retain 15220071 (1) 0 0 Lab: Civilian (1) 21,500 21,500 Buildings and Grounds: 1/2 Ton Extend Cab (3) 54,000 54,000 Building Inspection: 4 X 4 Extend Cab (2) 40,000 0 Human Services: 15 Passenger Van (2) 74,000 74,000 Engineering: SUV 4 X 4 (1) 30,000 30,000 Noxious Weed: 1/2 Ton 4 X 4 Extend Cab (1) 18,000 18,000 Public Works: See Basic List 1.635.000 1,635,000 Total $2,371,700 $2,331.700 436 (Revised 6/6/08) 2009 FINAL EQUIPMENT REPLACEMENT-PUBLIC WORKS 4 Trucking 1 Tandem Axle End Dum Trailer $38,000 Graders 3 140H Motor Graders $600,000 • 1 1/2-Ton Pickup,Reg Cab,4X4,Standard Long $22,000 Bridge 1 Tandem Axle Dump Trk, Reg Cab,Dual Whls w/snow plow $130,000 ':.. a a 1 Tandem Tractor, 5th Wheel,Reg Cab,Dual Axles w/wet kit $130,000 w?x - 1 Mini Skid Loader, Diesel Engine $30,000 1 Vibratory Compactor,Smooth Drum,w/Encl Cab $140,000 1 Tandem Flatbed Reg Cab,Dual Axles w/hoist $130,000 1 1/2-Ton Pickup,Ext Cab,4X4 w/snow plow $23,000 1 Snow Plow to be mounted on 15220116) $4,000 1 Welder,Diesel En• $11,000 1 Attachment for Existing Excavator for Concrete Demolition $28,000 1 Attachment for Existing Excavator for Compacting $30,000 Maint-Supt 2 1-Ton Trucks, Ext Cab,4X4, Dual Wheels, Single Axle $70,000 y y' • 1 1/2-Ton Pickup,Ext Cab,4X4,Standard Short Box $22,000 Mining No new equipment needed Pvmt Mgmt 1 Double Drum Steel Wheel Roller $130,000 1 1/2-Ton Pickup,Crew Cab,4X4,Standard Long $32,000 1 1-Ton Dump Truck,Extend Cab,4X4,Dual Whls/Single Axle $65,000 Admin No new equipment needed GRAND TOTAL PRICE LESS REVENUE $1,113,800 2009 FINAL EQUIPMENT REPLACEMENT-PUBLIC WORKS-GENERAL FUND TOTALS 437 MUt f °er"4 ar� -x%F3eB � g.. � ��l �`6 e ,�„. a v u...< fix. Weed/Pest 1 1/2 Ton Pickup, Ext Cab,4X4,Standard Short Body,4 Cy $16,000 Engineering 1 SUV,4X4 $30,000 Ending Balance(Cost less Trade-1000 Fund) $40,500 438 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IS - MOTOR POOL BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300 DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for fleet maintenance is included in this budget unit. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT NEXT FY NEXT FY FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 2,351,718 2,032,000 3,032,000 3,032,000 Purchased Services 2,429,202 2,042,500 2,853,500 2,853,500 Fixed Charges 2,718,734 2,420,000 2,616,000 2,616,000 Capital 5,763 24,000 15,000 15,000 Gross County Cost $ 7,505,417 $ 6,518,500 $ 8,516,500 $ 8,516,500 Revenue 9,388,268 6,688,500 8,516,500 8,516,500 Net County Cost $ -1,882,851 $ -170,000 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Supplies are up $1,000,000 due to cost of goods sold, which is due to the fuel cost increases. Contract services are up $800,000 due to growth and inflation, and accounting for all shop work going through this budget. Depreciation is up $200,000. Revenues are up $1,828,000. OBJECTIVES: Provide most efficient and economical means of vehicle maintenance for the county departments through privatization. 439 IS MOTOR POOL ADMINISTRATION (CONTINUED) 6000-96300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of work orders issued 7,000 7,100 7,200 Number of service/maintenance orders per technician 875 895 900 Efficiency Measures FTE's per 10,000/capita .49 .48 .45 Work orders issued per FTE 615 623 600 Effectiveness Measures (desired results) #of mechanics to vehicle/equipment ratio 1:105 1:105 1:105 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget has been significantly impacted by fuel costs, which in turn translate primarily into an increase in the Public Works budget. BOARD ACTION: 440 HEALTH INSURANCE FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final MISCELLANEOUS 6200 93400 46902 EMPLOYEE CONTRIBUTIONS 8,686,111 10,530,000 10,530,000 0 TOTAL HEALTH INSURANCE FUND 8.686,111 10.530,000 10,530,000 0 441 HEALTH INSURANCE FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 6200 93400 DENTALNISION 8,686,111 10,530,000 10,530,000 0 TOTAL HEALTH INSURANCE FUND 8.686.111 10,530,000 10,530,000 0 442 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund -- 6200-93100/93400 DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self- insured health program. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY • NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 18,456 181,000 181,000 181,000 Fixed Charges 8,124,088 8,505,111 10,349,000 10,349,000 Gross County Cost $ 8,142,544 $ 8,686,111 $ 10,530,000 $ 10,530,000 Revenue 8,821,434 8,686,111 10,530,000 10,530,000 Net County Cost $ -678,890 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: The budget reflects the cost of self-insuring the dental and vision reimbursement plan($210,000),and wellness program($181,000). In addition the budget, in 2005, started to include the self-insured health program offered county employees through Great West Healthcare. OBJECTIVES: 1)Provide employee health/dental/vision insurance in the most cost effective way possible; and 2) Provide a well program to all employees. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Single coverage 521 645 580 Family coverage 285 340 454 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget anticipates an 11% county contribution increase, which is the same as the cost increase of medical care. Weld County will utilize Great-West Healthcare, with a hybrid universal health PPO/HMO plan as the health insurance provider in 2009. Dependent coverage contribution has been set at 80% of the employee rate. 443 IS - HEALTH INSURANCE 6200-93100 (CONTINUED) FINANCE/ADMINISTRATION RECOMMENDATION(Continued): In 2005, the county moved its health insurance plan to a consumer driven plan that combines a high deductible PPO insurance policy along with an HMO component for preventative care, with a $20 co-pay and low cost prescriptive drug program. The high deductible policy protects the insured from catastrophic losses, such as prolonged illness, hospitalization or simply an unexpected period of poor health. The plan is a partially self-insured program with stop loss insurance. The goal is to make the employees aware of the true cost of health care,with a program that will encourage employees and their families to make more judicious spending decisions in return for paying lower insurance premiums and lower health care costs. The health plan is being offered through Great-West Healthcare. In 2008, the county moved to a universal health care option that has lower employee premiums and higher co-insurance and out-of-pocket costs. A comprehensive wellness program was also implemented in 2008. 2009 is the second year of the two year rate guarantee approved in 2008. The county will benchmark the county's contribution to a mid-range PPO plan. In future years, the county contribution will increase with the cost-of-living increase for health care, and not be based upon a combination of cost-of-living of healthcare and utilization, since utilization will be controlled by each individual and their family. The 2009 program is calculated with current participation as follows: Single Coverage: 1,034 Dependent Coverage: 454 AXED COSTS: Health Insurance $ 1,258,000 Ad m inistration/Wellness/EAPCosts = 181,000 Fixed Costs: $ 1.439,665 LOSS FUND: Medical $ 8,881,000 Dental = 150,000 Vision = 60,000 Loss Fund Costs $ 9,091.000 GRAND TOTAL - COSTS $10,530,000 REVENUE: Medical $10,320,000 DentalNision 210,000 TOTAL REVENUE $10,530,000 BOARD ACTION: 444 INSURANCE FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Orq Acct Account Title Budget Request Recommend Final TAXES 6300 93300 4112 CURRENT PROPERTY TAXES 1,500,000 1,500,000 1,500,000 0 6300 93200 4410 CHARGE FOR SERVICES 250,000 250,000 250,000 0 MISCELLANEOUS 6300 93300 4610 EARNINGS ON INVESTMENTS 30,000 40,000 40,000 0 6300 93300 4820 COMPENSATION FOR LOSSES 40,000 40,000 40,000 0 TOTAL MISCELLANEOUS 70,000 80,000 80,000 0 TOTAL INSURANCE FUND 1,820.000 1,830,000 1,830,000 0 445 INSURANCE FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 6300 93200 WORKERS COMPENSATION 1,122,300 1,197,300 1,197,300 0 6300 93300 LIABILITY 517,700 632,700 632,700 0 TOTAL INSURANCE FUND 1,640,000 1,830,000 1,830,000 0 446 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IS - INSURANCE BUDGET UNIT TITLE AND NUMBER: Insurance Fund -- 6300-93200/93300 DEPARTMENT DESCRIPTION: Central fund to provide county-wide insurance coverage. Administered by Finance and Administration unit in the General Fund. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 1,238 500 500 500 Purchased Services 21,504 31,700 31,700 31,700 Fixed Charges 1,450,308 1,607,800 1,797,800 1,797,800 Capital 0 0 0 0 Gross County Cost $ 1,473,050 $ 1,640,000 $ 1,830,000 $ 1,830,000 Revenue/Fund Bal. 222,497 140,000 330,000 330,000 Net County Cost $ 1,250,553 $ 1,500,000 $ 1,500,000 $ 1,500,000 Budget Positions - - -- - - - - SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of CAPP, but using the self-insured option under the insurance pool for a fixed cost of $332,200. Effective January 1, 1992,Weld County became self-insured for workers compensation. Workers Compensation includes excess insurance and bonds costing$300,000,claims administration costs of $25,000, and a loss fund of $867,300. A loss fund for all other coverages is budgeted at $300,000. Unemployment insurance is being charged directly to departments. The program is supported by property tax ($1,500,000), charges for service ($250,000), interest ($40,000), and compensation for losses ($40,000). No fund balance reserves are anticipated to be needed to support the loss fund in 2009. OBJECTIVES: Provide county-wide insurance coverage in most cost effective manner possible. 447 INSURANCE FUND (CONTINUED) 6300-93300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of training sessions 36 36 36 Number of workers compensation claims 106 110 110 Dollar amount of prop/casualty claims paid $185,000 $185,000 $250,000 Efficiency Measures FTE'S per 10,000/capita 0.044 0.043 0.041 Per capita cost (county support) $5.51 $6.42 $6.15 Cost per claim processed $227.27 $220.00 $220.00 Effectiveness Measures (desired results) Number of employees trained 525 550 550 Average loss per workers comp claim $7,605 $7,885 $7,385 Percent increase/decrease in number of claims 3% 0% 0% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance program as outlined above in the summary of changes. In accordance with Section 8-44-204, C.R.S., it is recommended that a mill levy be used to fund the insurance program for local county activities and a charge back mechanism be used only for programs funded by state and federal funding sources. Weld County,through CAPP, has reduced limits of coverage and placed reliance on sovereign immunity to stay within the budgeted amount. The legislative changes in 1986 strengthened the county's position in the use of sovereign immunity limits in Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any judgment against it. Continuation of the self-insured program for workers compensation is recommended,which should result in cost savings, plus no shared risks with other counties. Unemployment costs are recommended to be charged directly to departments for revenue raising strategies and departmental accountability for costs. BOARD ACTION: 448 PHONE SERVICES FUND SUMMARY OF REVENUES 2009 2008 2009 2009 2009 Fund Org Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 6400 17400 4410 CHARGE FOR SERVICES 1,079,414 1,130,705 1,130,705 0 TOTAL PHONE SERVICES FUND 1,079,414 1,130,705 1,130,705 0 449 PHONE SERVICES FUND SUMMARY OF EXPENDITURES 2009 2008 2009 2009 2009 Fund Org Expenditure Function Budget Request Recommend Final 6400 17400 PHONE SERVICES 1,579,414 1,380,705 1,380,705 0 TOTAL PHONE SERVICES FUND 1,579,414 1.380,705 1,380,705 0 450 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ADMINISTRATIVE SERVICES BUDGET UNIT TITLE AND NUMBER: Phone Services -- 6400-17400 DEPARTMENT DESCRIPTION: Provide phone services to Weld County and the Court system. ACTUAL BUDGETED REQUESTED RECOMMEND' RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 142,033 $ 156,854 $ 158,837 $ 158,837 Supplies 22,285 14,500 14,500 14,500 Purchased Services 731,663 701,057 762,178 762,178 Fixed Charges 137,984 207,003 195,190 195,190 Capital 91,443 500,000 250,000 250,000 Gross County Cost $ 1,125,408 $ 1,579,414 $ 1,380,705 $ 1,380,705 Revenue 1,136,187 1,079,414 1,130,705 1,130,705 Net County Cost $ -10,779 $ 500,000 $ 250,000 $ 250,000 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Salaries are up $1,983. Printing is up $2,000 to cover historical patterns. Phone line charges are up$18,960 due to usage, contract payments increased $15,000 for outside support, and repair and maintenance is up $25,161. Overhead is down $11,813. Capital is funded at $250,000 to accommodate the new facilities in 2009, i.e. Human Services, Crime Lab, and Community Corrections. Revenues are up $51,291. OBJECTIVES: To operate and maintain all county phone systems, including research for replacement, improved productivity, and other service requests. 451 PHONE SERVICES (CONTINUED) 6400-17400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Incoming calls 5,800,000 6,100,000 6,300,000 Efficiency Measures FTE's per 10,000/capita 0.088 0.086 0.032 Per capita cost (county support) $4.22 $6.77 $5.66 Annual cost per call $0.17 $0.18 $0.19 Effectiveness Measures (desired results) Process requests for service within 7 days 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 452 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority -- 6500-17700 DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county buildings. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 5,941,271 0 0 0 Capital 0 0 0 0 Gross County Cost $ 5,941,271 $ 0 $ 0 $ 0 Revenue 509,591 0 0 0 Net County Cost $ 5,431,680 $ 0 $ 0 $ 0 Budget Positions -- - - -- - - SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt and/or any lease purchase debt in any given year. With the payoff of the correctional facilities' Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or long-term lease obligations. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 453 flfreg lURe COLORADO 454 GLOSSARY ACCOUNTING PROCEDURES All processes which discover, record, classify, and summarize financial information to produce financial reports and to provide internal control. ACCRUAL BASIS The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows. ACCRUED EXPENSES Expenses incurred but not due until a later date. ACTIVITY A specific and distinguishable line of work performed by one or more organizational components of a government for the purpose of accomplishing a function for which the government is responsible. For example, "food inspection" is an activity performed in the discharge of the "health" function. ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of work performed by organization units. For example, "sewage treatment and disposal", "garbage collection", "garbage disposal", and "street cleaning" are activities performed in carrying out the function of"sanitation". The segregation of the expenditures made for each of these activities constitutes an activity classification. ALLOCATE To divide a lump-sum appropriation into parts which are designated for expenditure by specific organizational units, and/or for specific purposes, activities, or objects. ALLOCATED COSTS Indirect costs distributed to programs or departments via a cost allocation plan. ALLOCATION A part of a lump-sum appropriation which is designated for expenditure by specific organizational units and/or for special purposes, activities, or objects. ALLOT To divide an appropriation into amounts which may be encumbered or expended during an allotment period. ALLOTMENT A part of an appropriation which may be encumbered or expended during an allotment period. ALLOTMENT PERIOD A period of time less than one fiscal year in length during which an allotment is effective. Bi-monthly and quarterly allotment periods are most common. ANNUAL BUDGET A budget applicable to a single fiscal year. 455 APPROPRIATION A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. APPROPRIATION BILL, ORDINANCE, RESOLUTION, or ORDER A bill, ordinance, resolution, or order by means of which appropriations are given legal effect. It is the method by which the expenditure side of the annual operating budget is enacted into law by the legislative body. In many governmental jurisdictions, appropriations cannot be enacted into law by resolution but only by a bill, ordinance, or order. APPROPRIATION EXPENDITURE An expenditure chargeable to an appropriation. Since virtually all expenditures of governments are chargeable to appropriations, the term expenditures by itself is widely and properly used. ASSESSED VALUATION A valuation set upon real estate or other property by a government as a basis for levying taxes. AUTHORITY A government or public agency created to perform a single function or a restricted group of related activities. Usually such units are financed from service charges, fees, and tolls, but in some instances they also have taxing powers. An authority may be completely independent of other governments or partially dependent upon other governments for its creation, its financing, or the exercise of certain powers. AUTHORIZED POSITION A position (job) authorized by the Board of County Commissioners as part of the annual adopted budget. BOND An interest bearing promise to pay with a specific maturity. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year. The term "budget" is used in two senses in practice. Sometimes it designates the financial plan presented to the appropriating body for adoption and sometimes the plan finally approved by that body. It is usually necessary to specify whether the budget under consideration is preliminary and tentative or whether it has been approved by the appropriating body. 456 BUDGET DOCUMENT The instrument used by the budget-making authority to present a comprehensive financial program to the appropriating body. The budget document usually consists of three parts. The first part contains a message from the budget-making authority, together with a summary of the proposed expenditures and the means of financing them. The second consists of schedules supporting the summary. These schedules show in detail the information as to past years' actual revenues, expenditures, and other data used in making the estimates. The third part is composed of drafts of the appropriation, revenue, and borrowing measures necessary to put the budget into effect. BUDGET MESSAGE A general discussion of the proposed budget as presented in writing by the budget-making authority to the legislative body. The budget message should contain an explanation of the principal budget items, an outline of the government's experience during the past period and its financial status at the time of the message, and recommendations regarding the financial policy for the coming period. BUDGETARY ACCOUNTS Accounts used to enter the formally adopted annual operating budget into the general ledger as part of the management control technique of formal budgetary integration. BUDGETARY COMPARISONS Governmental GAAP financial reports must include comparisons of approved budgeted amounts with actual results of operations. Such reports should be subjected to an independent audit, so that all parties involved in the annual operating budget/legal appropriation process are provided with assurances that government monies are spent in accordance with the mutually agreed-upon budgetary plan. BUDGETARY CONTROL The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. BUDGETARY EXPENDITURES Decreases in net current assets. In contrast to conventional expenditures, budgetary expenditures are limited in amount to exclude amounts represented by noncurrent liabilities. Due to their spending measurement focus, governmental fund types are concerned with the measurement of budgetary expenditures. BUDGETED FUNDS Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for Board approval is composed of budgeted funds. CALLABLE BONDS Bonds which are redeemable by the issuer prior to the maturity date at a specified price at or above par. 457 CAPITAL BUDGET A plan of proposed capital outlays and the means of financing them. CAPITAL OUTLAY Expenditures for equipment,vehicles,or machinery that results in the acquisition or addition to fixed assets. CAPITAL PROGRAM A plan for capital expenditures to be incurred each year over a fixed period of years to meet capital needs arising from the long-term work program or otherwise. It sets forth each project or other contemplated expenditure in which the government is to have a part and specifies the full resources estimated to be available to finance the projected expenditures. CAPITAL PROJECTS FUND A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds, Special Assessment Funds, and Trust Funds). CAPITAL RESOURCES Resources of a fixed or permanent character,such as land and buildings, which cannot ordinarily be used to meet current expenditures. CERTIFICATES OF PARTICIPATION(COP) Form of financial instrument similar to a bond to facilitate lease/ purchase agreements. Not a debt of the County. CONSERVATION TRUST State of Colorado lottery funds remitted to the County for parks and recreation use. CONTINGENCY ACCOUNT A budgetary reserve set aside for emergencies or unforeseen' expenditures not otherwise included in the budget. CONTINUING APPROPRIATION An appropriation which, once established, is automatically renewed without further legislative action, period after period, until altered or revoked. The term should not be confused with INDETERMINATE APPROPRIATION. COPS UHS Federal community oriented policing grant. COST ALLOCATION PLAN Identification, accumulation and distribution of costs relative to the provision of those services, along with the methods used. C. R. S. Colorado Revised Statutes DA District Attorney DEFAULT Failure to pay principal or interest when due. Defaults can also. occur for failure to meet nonpayment obligations, such as reporting requirements, or when a material problem occurs for the issuer, such as a bankruptcy. 458 DEFICIT (1) The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. DEPRECIATION (1) Expiration in the service life of fixed assets, other than wasting assets attributable to wear and tear, deterioration, action of the physical elements,inadequacy,and obsolescence. (2)The portion of the cost of a fixed asset other than a wasting asset which is charged as an expense during a particular period. In accounting for depreciation,the cost of a fixed asset, less any salvage value, is prorated over the estimated service life of such an asset, and each period is charged with a portion of such cost. Through this process, the entire cost of the asset is ultimately charged off as an expense. DIRECT COSTS Costs that have a clearly identifiable beneficial or causal relationship to the services performed. DURATION The weighted maturity of a fixed-income investment's cash flows, used in the estimation of the price sensitivity of fixed-income securities for a given change in interest rates. EDAP Economic Development Action Partnership. ENCUMBRANCES Obligations in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is set up. ENTERPRISE FUND A fund established to finance and account for the acquisition, operation and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. The Paramedic Services operates as an Enterprise Fund. ESTIMATED REVENUE The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board. EXPENDITURES Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service, and capital outlays. The unmodified use of the term expenditures in this text is intended to mean budgetary expenditures. FISCAL PERIOD Any period at the end of which a government determines its, financial position and the results of its operations. 459 FISCAL YEAR A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. FIXED ASSETS Assets of a long-term character which are intended to continue to be held or used,such as land, buildings, improvements other than buildings, machinery and equipment. FTE(FULL-TIME EQUIVALENT) Numeric equivalent of one person occupying one employment position for one year(equivalent of 2,080 hours or 52 forty-hour weeks). FUNCTION A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. For example, public health is a function. FUNCTIONAL CLASSIFICATION Expenditure classification according to the principal purposes for which expenditures are made. Examples are public safety, public health, public welfare, etc. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources,together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE Fund balance is the excess of assets over liabilities and is. therefore also known as surplus funds. GAAP(GENERALLY ACCEPTED ACCOUNTING PRINCIPLES) Standards for financial accounting and reporting. GENERAL FUND The fund used to account for all financial resources except those required to be accounted for in another fund. GENERAL OBLIGATION BOND A municipal bond secured by the pledge of the issuer's full faith, credit and taxing power. GEOGRAPHICAL INFORMATION SYSTEM(GIS) A computerized data base of all land attributes within the County. The"base map"contains the least amount of common data which is supplemented by attribute overlays. 460 GRANT A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee. HIGHWAY USER TAX(HUTF) Revenue that is derived from the state gasoline tax, and restricted for Road and Bridge activities. INDETERMINATE APPROPRIATION An appropriation which is not limited either to any definite period of time or to any definite amount. A distinction must be made between an indeterminate appropriation and a continuing appropriation. In the first place, whereas a continuing appropriation is indefinite only as to time, an indeterminate appropriation is indefinite as to both time and amount. In the second place, even indeterminate appropriations which are indefinite only as to time are to be distinguished from continuing appropriations in that such indeterminate appropriations may eventually lapse. For example, an appropriation to construct a building may be made to continue in effect until the building is constructed. Once the building is completed, however, the unexpended balance of the appropriation lapses. A continuing appropriation, on the other hand, may continue forever; it can only be abolished by specific action of the legislative body. INDIRECT COSTS Costs associated with, but not directly attributable to, the providing of a product or service. These costs are usually incurred by other departments in the support of operating departments. INTERFUND TRANSFER Amounts transferred from one fund to another. INTERGOVERNMENTAL REVENUE Revenue received from another government for a specified purpose. In Weld County, these are funds from municipalities, the State of Colorado, and the Federal Government. INTERNAL SERVICE FUND Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis, for example, the Printing and Supply Fund and the Computer Services Fund. LINE-ITEM BUDGET A budget that lists each expenditure category(salary, materials, telephone service, travel, etc.)separately, along with the dollar amount budgeted for each specified category. MANDATE Any responsibility, action or procedure that is imposed by one sphere of government on another through constitutional, legislative, administrative, executive, or judicial action as a direct order or that is required as a condition of aid. 461 MATURITY The date when the principal amount of a security is payable. MILL LEVY(TAX RATE) Rate applied to assessed valuation to determine property taxes. A mill is 1/10th of a penny, or$1.00 of tax for each $1,000 of assessed valuation. MODIFIED ACCRUAL BASIS The accrual basis of accounting adapted to the governmental fund type Spending Measurement Focus. Under it, revenues are recognized when they become both "measurable" and "available to finance expenditures of the current period". Expenditures are recognized when the related fund liability is incurred except for: (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger-than-normal accumulations must be disclosed in the notes to the financial statements; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if approximately offset by interest earnings on special assessment levies; and (5) principal and interest on long-term debt which are generally recognized when due. All governmental funds and Expendable Trust Funds are accounted for using the modified accrual basis of accounting. NET BUDGET The net budget eliminates double-counting in the budget, such as fund transfers, and thus represents the true level of programmed spending in the budget. NON-DEPARTMENTAL A category established to account for expenses not associated with any specific department, but all departments or many, within a fund. OBJECT As used in expenditure classification, this term applies to the article purchased or the service obtained(as distinguished from the results obtained from expenditures). Examples are personal services,contractual services,materials,and supplies. 462 OPERATING BUDGET Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. OPERATING EXPENSES Proprietary fund expenses which are directly related to the fund's primary service activities. OPERATING GRANTS Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee. OPERATING INCOME The excess of proprietary fund operating revenues over operating expenses. OPERATING TRANSFER Routine and/or recurring transfers of assets between funds. ORGANIZATIONAL UNIT A responsibility center within a government. ORGANIZATION UNIT CLASSIFICATION Expenditure classification according to responsibility centers within a government's organization structure. Classification of expenditures by organization unit is essential to fixing stewardship responsibility for individual government resources. OVERHEAD Those elements of cost necessary in the production of an article or the performance of a service which are of such a nature that the amount applicable to the product or service cannot be determined accurately or readily. Usually they relate to those objects of expenditure which do not become an integral part of the finished product or service such as rent, heat, light, supplies, management, supervision, etc. PROGRAM An organized set of related work activities which are directed toward a common purpose or goal and represent a well defined expenditure of county resources. PROGRAM BUDGET A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class. A program budget is a transitional type of budget between the traditional character and object class budget, on the one hand, and the performance budget, on the other. 463 PROPRIETARY FUND A fund used to account for business-type activities in government. The activities are usually financed with user fees that are directly related to the services received. There are two types of proprietary funds - enterprise and internal service funds. RATINGS Designations used by credit rating agencies to give relative indications of credit quality. RECIDIVISM A relapse into criminal habits after punishment. REGISTERED BOND A bond whose owner is registered with the issuer or its agent. Transfer of ownership can only be accomplished when the securities are properly endorsed by the registered owner. REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another party. (2) Interfund transactions which constitute reimbursements of a fund for expenditures or expenses initially made from it which are properly applicable to another fund --e.g., an expenditure properly chargeable to a Special Revenue Fund was initially made from the General Fund, which is subsequently reimbursed. They are recorded as expenditures or expenses (as appropriate) in the reimbursing fund and as reductions of the expenditure or expense in the fund that is reimbursed. RESERVE (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure. (2) An account used to earmark a portion of fund equity as, legally segregated for a specific future use. RESIDUAL EQUITY TRANSFER Non-recurring or non-routine transfers of assets between funds. REVENUE (1) Increases in governmental fund type net current assets from other than expenditure refunds and residual equity transfers. Under NCGA Statement 1, general long-term debt proceeds and operating transfers-in are classified as "other financing sources" rather than revenues. (2) Increases in proprietary fund type net total assets from other than expense refunds, capital contributions, and residual equity transfers. Under NCGA Statement 1, operating transfers-in are classified separately from revenues. REVENUE BOND A municipal bond payable from revenues derived from tolls, charges or rents paid by users of the facility constructed with the proceeds of the bond issue. 464 SOURCE OF REVENUE Revenues are classified according to their source or point of origin. SPECIAL REVENUE FUND A fund used to account for revenues legally earmarked for a particular purpose. SUBACTIVITY A specific line of work performed in carrying out a governmental activity. For example, "cleaning luminaries" and "replacing defective street lamps"would be subactivities under the activity of"street light maintenance". SUBFUNCTION A grouping of related activities within a particular governmental function. For example, "police" is a subfunction of the function "public safety". SURPLUS The use of the term "surplus" in governmental accounting is generally discouraged because it creates a potential for misleading inference. TABOR(TAXPAYERS BILL OF RIGHTS) An amendment to the Colorado Constitution approved by the voters in November 1992. The Taxpayers Bill of Rights has been incorporated in the State Constitution as Section 20 of Article X. The amendment limits growth in both state and local government revenue and expenditures, makes provision for annual elections, and requires voter approval for tax increases. TABOR RESERVE Term applied to a reserve which is required by the TABOR Amendment. Starting in 1995 this reserve is 3%of"Fiscal Year Spending" excluding bonded debt service. This reserve is for use in declared emergencies only. TANF Temporary Assistance to Needy Families. TAXES Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges. TAX LEVY The total amount to be raised by general property taxes. TAX RATE The amount of tax stated in terms of a unit of the tax base; for example, 25 mills per dollar of assessed valuation of taxable property. 465 TAX RATE LIMIT The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular purpose, or to taxes imposed for all purposes, and may apply to a single government, to a class of governments, or to all governments operating in a particular area. Overall tax rate limits usually restrict levies for all purposes and of all governments,state and local, having jurisdiction in a given area. TAX ROLL The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined, but even in these cases the two can be distinguished. TRADITIONAL BUDGET A term sometimes applied to the budget of a government wherein expenditures are based entirely or primarily on objects of expenditure. UNC University of Northern Colorado UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity such as a city or some towns. WELL PROGRAM Wellness health program provided as a fringe benefit to employees. WORKLOAD MEASURES Specific quantitative and qualitative measures of work performed as an objective of the department. WORK PROGRAM A plan of work proposed to be done during a particular period by the administrative agency in carrying out its assigned activities. WORK UNIT A fixed quantity which will consistently measure work effort expended in the performance of an activity or the production of a commodity. YIELD The annual percentage rate of return earned on a security. Yield is a function of a security's purchase price and coupon interest rate. NOTE: Most of the above definitions were taken from Governmental Accounting, Auditing, and Financial Reporting, GFOA, Chicago, 1980,Appendix B. pp. 53-77. 466 Hello